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Water
Introduction
One of the most important aspects of the City’s current planning effort will be to ensure the future availability of an
adequate water supply. The City of San Luis Obispo Utilities Department provides potable and recycled water to the
community. The Utilities Department is responsible for water supply, treatment, distribution, and resource planning to
ensure quality water is provided to the community.
This section provides an overview of the regulations that affect the city’s water resources and generally describes the
quality of these surface and groundwater resources.
The purpose of this section is to summarize existing information regarding the City of San Luis Obispo water facilities and
services, and to present recommendations for supplementing existing water system data.
Key Terms
The following key terms used in this chapter are defined as follows:
Service Area. The area for which a purveyor is responsible for distributing water supplies.
Storage Facilities. Equipment (e.g., tanks and reservoirs) used to store water.
Tertiary Treatment. Treatment of wastewater that follows secondary treatment and involves physical processes such as
filtration processes to remove fine suspended and colloidal material, thus providing a more advanced level of treatment
than secondary treatment alone.
Total Maximum Daily Loads. A total maximum daily load (TMDL) refers to the amount of a specific pollutant a river,
stream, or lake can assimilate and still meet federal water quality standards as provided under the Clean Water Act.
Transmission or Distribution Facilities. Equipment used to transport water within a service area.
Water. Water (either treated or untreated) used for non‐potable or potable uses.
Water Demand. The volume of water requested by users to satisfy their needs.
Water Quality. The chemical purity of the water measured in terms of a variety of constituents or parameters (e.g.
turbidity, metals concentration, organics concentration, and salinity).
June 2014 Page 5-1
Watershed. The area or region from which surface water flows to a particular water body.
Water Supply. Water supplied from direct diversions from a water body (e.g., river, lake, or delta) or groundwater
conveyed (e.g., via pipes) for use in the distribution system following treatment.
Regulatory Setting
The City of San Luis Obispo is the sole water provider within the city limits; the service area boundary is illustrated on
Figure 5.1‐1. The majority of the City’s water is supplied from multiple surface water sources. However, the City also uses
groundwater and recycled water to supplement irrigation demand.
The City’s surface water is provided through three sources:
Whale Rock Reservoir
Salinas Reservoir (Santa Margarita Lake)
Nacimiento Reservoir
The City coordinates water management planning activities for their surface water with appropriate agencies including
other water suppliers that share a common source, water management agencies, and relevant public agencies. The
following are the agencies the City must coordinate with regarding water management planning:
Whale Rock Reservoir Commission
Cayucos Area Water Organization
County Water Resources Advisory Committee
Nacimiento Project Commission
Integrated Regional Water Management Plan
San Luis Obispo County Regional Water Management Group
San Luis Obispo County Flood Control and Water Conservation District
Currently one domestic well supplements surface water supply sources. In addition, there is a non‐potable well at the
City’s Corporation Yard for construction activity use. There are two additional non‐potable wells at the City’s Laguna Lake
Golf Course that provide for a portion of the golf course irrigation needs (with additional golf course irrigation demand
met with recycled water). Per WWME Policy A 3.2.3, the City will continue to use groundwater for domestic purposes
when available, but will not consider this source of supply as a part of its water resources availability due to limitations for
the use of groundwater resources.
Service Area Description
The city is located about halfway between Los Angeles and San Francisco, and has a total area of 10.7 square miles. The
city has roughly 45,200 people within the service area. The City’s build out population is 53,700 (Table 4, 2013 Water and
Wastewater Development Impact Fee Study (as provided by Community Development staff working on LUCE update)
Regulations
The Federal Safe Drinking Water Act has established drinking water quality standards and attainment programs, which are
administered by the Environmental Protection Agency (EPA). At the state level, the California Water Code provides a legal
framework and the California State Water Resources Control Board serve as the administrative vehicle for managing
water resources. A brief overview of these regulations follows.
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SLOGPU_Basemap_Regional_2012_07_26_JKC
Figure 5.1-1
Legend
Water Service Area
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Source: City of Sanu Luis Obispo, 2012
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Federal Regulations
Safe Drinking Water Act. Under the Safe Drinking Water Act (SDWA), EPA sets legal limits on the levels of certain
contaminants in drinking water. The legal limits reflect both the level that protects human health and the level that water
systems can achieve using the best available technology. Besides prescribing these legal limits, EPA rules set water‐
testing schedules and methods that water systems must follow. The rules also list acceptable techniques for treating
contaminated water.
Ground Water Rule. The Ground Water Rule (GWR) was established in 2006 by the EPA to reduce the risk of illness
caused by microbial contamination in public ground water systems (GWS). The GWR establishes a risk‐targeted approach
to identify GWSs susceptible to fecal contamination and requires corrective action to correct significant deficiencies and
source water fecal contamination in all public GWSs.
Surface Water Treatment Rule. The Surface Water Treatment Rule (SWTR) seeks to prevent waterborne diseases caused
by viruses, Legionella, and Giardia lamblia. These disease‐causing microbes are present at varying concentrations in most
surface waters. The rule requires that water systems filter and disinfect water from surface water sources to reduce the
occurrence of unsafe levels of these microbes. The SWTR also monitors treatment processes and their effectiveness at
removing the waterborne diseases.
State Regulations
California Department of Public Health’s Division of Drinking Water and Environmental Management (DDWEM). Within
the DDWEM is the Drinking Water Program (DWP) which regulates public drinking water systems in the State of
California. The Drinking Water Statutes and Regulations are issued through the DWP. The Drinking Water Statutes
govern constituents in drinking water and include the California State Drinking Water Act. The California State Drinking
Water Act provides acceptable levels and minimum level goals of all contaminants provided in the federal Safe Drinking
Water Act. The Drinking Water Regulations govern operations of drinking water systems to ensure they meet the
constituent levels outlined in the Statutes.
Urban Water Management Planning Act. The Urban Water Management Planning Act became part of the California
water code with passage of AB 797 in 1984. The act requires every urban water supplier (providing water for municipal
purposes to more than 3,000 customers or supplying more than 3,000 acre‐feet of water annually) to adopt and submit
an urban water management plan at least once every five years to the Department of Water Resources.
SB 610 and SB 221. Senate Bill 610 became effective January 1, 2002, and requires cities and counties in connection with
the California Environmental Quality Act (CEQA) to review and consider water supply assessments when evaluating
certain development projects to determine if projected water supplies can meet the project’s anticipated water demand.
SB 610 also requires additional factors to be considered in the preparation of urban water management plans, water
supply assessments, and for certain development projects that are otherwise subject to CEQA review. SB 221 requires
similar analysis for subdivision maps that meet the threshold review criteria.
Water Code Section 10912. Section 10912 (also contained in CEQA Guidelines Section 15083.5) identifies development
projects that need to be reviewed and considered for impact on the water supply. Those projects are defined as: (a) a
residential development of more than 500 dwelling units; (b) a shopping center or business employing more than 1,000
persons or having more than 500,000 gross square feet of floor space; (c) a commercial office building employing more
than 1,000 persons or having more than 250,000 gross square feet; (d) a hotel or motel with more than 500 rooms; (e) an
industrial or manufacturing establishment housing more than 1,000 persons or having more than 650,000 gross square
feet or 40 acres; (f) a mixed use project containing any of the foregoing; or (g) any other project that would generate a
water demand at least equal to a 500 dwelling unit residential project.
Porter‐Cologne Water Quality Control Act. The State of California’s Porter‐Cologne Water Quality Control Act (California
Water Code Section 13000 et seq.) provides the basis for water quality regulation within California. The Act requires a
“Report of Waste Discharge” for any discharge of waste (liquid, solid, or otherwise) to land or surface waters that may
impair a beneficial use of surface or groundwater of the state. Waste Discharge Requirements (WDRs) resulting from the
Report are issued by the RWQCB.
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California State Water Resources Control Board. Responsibility for administering California water rights procedures lies
with the California State Water Resources Control Board (SWRCB), which is also responsible for managing and
administering various federal and state water quality control programs. Procedures are provided by statute, but the
board has the authority to establish rules and regulations to help it carry out its work. All board activities are governed by
state water policy and are administered in accordance with policies and procedures in the California Water Code.
Local Regulations
City of San Luis Obispo Public Works Department. The City has adopted standard specifications as a guide for the
standardization of water utility installations within the City (Resolution No. 10137). These specifications also identify
Countywide Standards (such as water‐sewer separation criteria) that have been accepted by the City Council upon the
recommendation of the City Engineer. These specifications outline requirements for parking, drainage, water and
wastewater installations.
Whale Rock Reservoir Commission. The Whale Rock Reservoir provides water to the City, Cal Poly, the California Men’s
Colony, and the Cayucos Area Water Organizations. The Whale Rock Commission oversees the reservoir operations and is
made up of representatives from the City, California Men’s Colony, and Cal Poly, as well as representatives from the State
Department of Water Resources. The City provides the staff for oversight of daily operations and maintenance activities.
Cayucos Area Water Organizations. The Cayucos Area Water Organizations (CAWO) include the Paso Robles Beach Water
Association, Morro Rock Mutual Water Company, County Service Area 10A and the Cayucos‐Morro Bay Cemetery District,
and serve the town of Cayucos and the Cayucos‐Morro Bay Cemetery District. The Whale Rock Commission and the
CAWO have an agreement which includes a provision to provide up to 600 acre feet of water per year from the reservoir.
The original agreement was dated March 20, 1958 and amended on April 23, 1996. The water provided to the CAWO is
currently delivered from the Whale Rock pipeline to the Cayucos Water Treatment Plant, which is operated by the County
of San Luis Obispo.
County Water Resources Advisory Committee. The City is represented on the county‐wide Water Resources Advisory
Committee (WRAC). The WRAC is an advisory committee to the County Board of Supervisors on issues pertaining to
water resources planning. The Committee holds monthly meetings to discuss water resource issues, planned projects or
developments, policies, or other related issues that may have county‐wide water resource impacts. Recommendations
are forwarded to the County Board of Supervisors for its consideration. The Committee discusses items ranging from new
water supply projects to water conservation programs and policies.
Nacimiento Project Commission. The County of San Luis Obispo has an entitlement of 17,500 acre feet of water from
Nacimiento Lake and acts as the wholesaler of this water supply. The County oversees the project that delivers water
from the reservoir to agencies participating in the Nacimiento Water Project. The current participating agencies include
the cities of Paso Robles and San Luis Obispo, Atascadero Mutual Water Company, Templeton Community Services
District, and County Service Area 10A. Other agencies or interested parties within the county may join the project in the
future. The Nacimiento Project Commission is made up of representatives from each of the four original participating
agencies’ governing boards, as well as a representative from the County Flood Control and Water Conservation District.
The Nacimiento Project Commission provides oversight and recommendations to the District relative to the project
operations and maintenance and the associated budget.
Integrated Regional Water Management Plan. The county of San Luis Obispo has developed an Integrated Regional
Water Management Plan which included the involvement and participation by the city as well as other agencies and
interested individuals throughout the County. City staff in particular provided detailed input in the areas of water
conservation and water recycling components of the plan because of the expertise the city has in these areas.
Major Findings
The City of San Luis Obispo developed the Water and Wastewater Element of the City’s General Plan (WWME). Per
WWME Program A 5.3.1 the City Council is updated on water supply accounting and demand projections as part of the
annual Water Resources Status Report (WRSR). This section provides a summary of the major findings.
5.1 Water
June 2014 Page 5-5
The City obtains water from five sources:
Salinas Reservoir (Santa Margarita Lake),
Whale Rock Reservoir,
Nacimiento Reservoir,
Recycled water from the city’s Water Reclamation Facility (WRF), and
Groundwater.
Per the 2013 WRSR, the City has a total of 9,985 acre‐feet (AF) of available water resources. This includes 6,940
AF safe annual yield from the Salinas and Whale Rock Reservoirs, 3,380 AF dependable yield from the Nacimiento
Reservoir, and 165 AF of recycled water (calculated per WWME Policy A 7.2.2). Anticipated siltation through
2060 in the reservoirs results in a loss of available water by 500 AF (per WWME Policy A 4.2.2).
The City implements water conservation practices. In 2012, the average per capita use in the city was 109 gallons
per capita per day (gpcpd) (2013 WRSR).
The City completed the construction of the Water Reuse Project in 2006. This included the construction of new
diversion and control structures, disinfection facilities, storage facilities, pump station, and the installation of
eight miles of distribution system lines. Recycled water is used for landscape irrigation.
Existing Conditions
The water system for the city includes facilities for water supply, treatment, storage, and distribution. Surface water from
Whale Rock, Salinas, and Nacimiento reservoirs make up the City’s primary water supply, augmented by recycled water
and limited groundwater (per WWME Policy A 3.2.3, the City continues to use groundwater for domestic purposes when
available, but does not consider this source of supply as a part of its water resources availability due to limitations for the
use of groundwater resources). The assessment of condition of these facilities is based on previous studies and
documentations including the Water and Wastewater Management Element of the General Plan, 2010 Urban Water
Management Plan, and 2013 Water Resources Status Report. Visual inspections of these facilities were not made during
the General Plan update. Following is a summary of the existing conditions assessment of the potable water facilities for
the City of San Luis Obispo.
Distribution and Storage
The water distribution system delivers potable water from the treatment plant and one well to customers and fire
hydrants via two storage reservoirs, eight pump stations, ten water tanks, and approximately 185 miles of water mains.
The city has approximately 14,500 metered potable water customers. The goal of the distribution system is to provide
uninterrupted water flow at adequate pressures to meet all fire and domestic flow requirements while minimizing water
loss due to leakage.
Treated water from the Water Treatment Plant flows through a 30‐inch transmission line to the transfer pumps (located
at the Water Treatment Plant). The transfer pumps take approximately half of the water, increase the pressure, and then
provide water to Stenner Canyon Reservoir (Reservoir #2), Cal Poly, and other portions of the city, generally north and
east of the Southern Pacific Railroad tracks. The remaining water flows directly into the lower pressure zones from the
water treatment plant's clear wells. The city has 17 pressure zones divided between the gravity and pumped delivery
systems, providing a target delivery pressure of 40 to 80 pounds per square inch (psi). An illustration of the city’s 17
pressure zones is shown in Figure 5.1‐2.
Parts of the city’s water system are approaching or are past their estimated lifespan with most of the pipe materials
consisting of cast and ductile iron. The system also includes pipe materials of asbestos cement (located primarily in the
Laguna Lake area) or, since the mid‐1970’s, PVC. The larger pipes in the system are the transmission lines, designed to
move large volumes of water from one portion of the city to another. They range in size from 12 inches to 30 inches. The
smaller pipes, or distribution mains, are designed to distribute water within a local area and deliver it to each property in
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SLOGPU_Basemap_Regional_2012_07_26_JKC
Figure 5.1-2
Legend
Water Pressure Zones
Alrita Zone
Andrews Street Zone
Bishop Zone
Downtown Zone
Edna Saddle Zone
Ferrini Zone
Foothill Zone
High Pressure Zone
Highland Zone
Patricia Zone
Reservoir 1 Zone
Reservoir Canyon Zone
Rosemont Zone
Serrano Zone
Slack Zone
Terrace Hill Zone
LUCE SOI Area
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Source: City of Sanu Luis Obispo, 2012
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5.1 Water
June 2014 Page 5-7
the city. These lines range in size from two inches (in the older portions of the city) to 12 inches. The current minimum
standard is eight‐inch diameter for distribution mains.
The major pump station for the potable water system is referred to as the Transfer Pump Station; which is located at the
treatment plant. Multiple smaller booster stations are located throughout the distribution system. City staff performs
weekly inspections of the pumping facilities and corrective maintenance is performed as needed. The City is currently
under contract with a consultant to perform a physical and hydraulic evaluation of their pumping facilities.
The city has 12 water storage facilities, nine of which are steel storage tanks ranging in size from 0.04 to 4 million gallons.
There are also three concrete facilities with capacities ranging from 0.35 to 7.5 million gallons. The combined total
storage capacity in the city is 26.22 million gallons. The City has identified some maintenance and replacement projects
for their storage facilities with a target completion in 2019. Overall, the storage facilities are in reliable condition.
Table 5.1‐1 presents an inventory of the storage within the city’s distribution system.
Storage Inventory Table 5.1‐1.
Tank Name Capacity (million
gallons) Type Year Constructed
Reservoir No. 1 7.5 Concrete Lined/Floating Cover Mid 1940’s
Reservoir No. 2 7.5 Concrete Lined/Floating Cover 1942
Edna Saddle Tank 4.0 Above Ground Steel Tank 1974
Ferrini Tank 0.17 Above Ground Steel Tank 1986
WTP Clearwell 1 3.0 Above Ground Steel Tank 2008
Slack Street Tank 0.07 Concrete Lined/Wood Roof 1959
WTP Clearwell 2 2.0 Above Ground Steel Tank 2008
Serrano Tank 0.10 Above Ground Steel Tank 1967
Terrace Hill Tank 0.64 Above Ground Steel Tank 1957
Bishop Tank 0.75 Above Ground Steel Tank 2007
Islay Hill Tank 0.38 Underground Steel Tank 1996
Source: www.slocity.org/utilities/reservoirs.asp
Fire Protection
The fire protection system is a network of approximately 2,050 public hydrants and 190 private hydrants (2010 UWMP).
The city plans to update the water distribution system hydraulic model in order to identify water lines replacements to
increase fire flow as needed.
Water Treatment
The City operates and maintains a surface water treatment plant. The water treatment plant (WTP) is located on Stenner
Creek Road, northwest of the Cal Poly campus. The plant was originally constructed in 1964 with a design capacity of 8
million gallons per day (MGD). Multiple upgrades have occurred to the plant increasing the total capacity to 16.0 MGD.
The treatment plant is a conventional plant that includes ozone disinfection, coagulation, flocculation, sedimentation, and
filtration. Ozone disinfection has allowed the city to meet the trihalomethane limits enforced by the EPA. Currently, the
treatment plant meets all compliance regulations.
Water Demand
The primary water supply is the amount of water needed to serve the build‐out population of the city as identified in the
Land Use Element of the General Plan. This quantity is calculated using the ten‐year average of actual per capita water
use (118.9 gal/cap‐day per 2013 WRSR) and the city’s build‐out population (53,700 (Table 4, 2013 Water and Wastewater
Development Impact Fee Study (as provided by Community Development staff working on LUCE update. Per WWME
Policy A 5.2.2:
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Page 5-8 June 2014
Primary Water Supply = Ten Year Average per Capita Water Use x City Build‐out Population
= 118.9 gal/cap‐day x 53,700 cap x 365 day/year x Acre‐Ft/325,853 gal
= 7,152 Acre‐ft/year.
The future build‐out demand is 7,152 AF/year, or 6.4 MGD. Based on a 2.0 peaking factor, the estimated maximum day
demand at build‐out is 12.8 MGD. The existing capacity of the plant is 16.0 MGD, which should be adequate for future
build‐out.
Like surface water, groundwater must meet the standards set in the Safe Drinking Water Act. Consistent with Policy A
3.2.3 from the 2010 WWME, the City no longer relies on groundwater for long‐term community water demands because
of water quality and reliability issues. The City will continue to use groundwater for domestic purposes when available,
but will not consider this source of supply as part of its water resource planning. Historical
Water Demand
Water use in the city includes single‐family, multi‐family, commercial (including institutional and industrial), and irrigation
customers. No agricultural uses are supplied by City water and the City does not sell water to other agencies. The City
does not have additional water demands such as water use for saline barriers, groundwater recharge, etc. In 2012, the
total water demand for the city was 5,541 AF. The total water demand for the city in 2005 was 6,098 AF. Even with an
increase in population, a decrease in the effective water demand is consistent with nationwide trending, due in part to
conservation success and recent recessionary impacts (vacancy rates, etc.).
Per Capita Water Demand
The total per capita water demand for the city between 2003 and 2012 are summarized in Table 5.1‐2. The per capita use
rate is not the amount that the average person uses but takes into account all water uses including residential,
commercial, industrial, and landscape.
Daily Per Capita Water Use Summary Table 5.1‐2.
Year Population Daily System Gross
Water Use (MGD)
Annual Daily Per Capita
Water Use (gpcpd)
2003 44,357 5.33 120
2004 44,298 5.57 126
2005 44,687 5.44 122
2006 44,559 5.36 120
2007 44,433 5.80 130
2008 44,579 5.68 127
2009 44,829 5.48 122
2010 44,948 4.90 109
2011 45,419 4.72 104
2012 45,308 4.95 109
Source: 2013 Water Resources Status Report
Projected Annual Water Demand
The City anticipates that water demand will increase from the current demand of 5,541 AF/year (2012) to 7,152 AF/year
by 2035. The city has a one percent residential growth cap, which assists in projected future annual water demands.
Projected Per Capita Water Demand
Based on the build‐out projected annual water demand of 7,152 AF/year (WWME Policy A 5.2.2) and the estimated build‐
out population of 53,700, the total projected build‐out water demand is approximately 0.13 AF/capita/year in 2035. This
equates to less than 116 gallons per capita per day.
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June 2014 Page 5-9
Water Conservation Program
Water conservation was first referenced as a part of the City's water management policy in 1973. In 1985, the City
adopted the Annual Water Operational Plan policy, establishing water conservation as a means of extending water
supplies during projected water shortages. Since 1985, many technological and philosophical changes have occurred
which are proving water conservation to be both a short‐term corrective measure for immediate water supply shortages
and a long‐term solution to water supply reliability.
Experience from the drought of 1986 to 1991, the City developed a Water Shortage Contingency Plan to deal with
immediate, short‐term water shortages. The Plan is designed to require mandatory actions when there is a projected
three year supply of water remaining from available water resources. The Plan uses a combination of water allocations
based on customer classification and water use surcharges for exceeding the allocation as a means to decrease water use
during critical water shortages. For instance, residential customers are given a water allocation based on the average
water use for multi‐ or single‐family households having three occupants. If there are more residents, additional water may
be allocated with sufficient proof. Commercial customers are allocated water either by a reduction based on their
historical water use or by the average water use by business type. Surcharges for exceeding a water allocation results in
their bill either doubling or tripling depending on the actual amount of water used. The Plan is also a required component
of the City’s Urban Water Management Plan which is updated every five years per State Water Code.
The City also recognizes the importance of long‐term water efficiency by supporting programs that will enhance water
supply reliability and comply with any current and/or future state mandates in water use reductions. In 2009, Senate
Bill X7‐7 was passed requiring water agencies to reduce per capita water use by 20 percent by the year 2020. There are
three options (with a fourth being developed) on how to determine the year 2020 target for the City. Using the
methodology which best corresponds to the City’s situation and recognizes the City’s past investment in conservation, the
City’s target per capita water use would be 117 gpcpd (2012 per capita water use was 109 gpcpd) In terms of water supply
reliability the City was one of the original signatories to the Memorandum of Understanding (MOU) Regarding Urban
Water Conservation and has actively pursued the implementation of the water efficiency best management practices
(BMPs) prescribed in the MOU. The MOU was a negotiated agreement between water purveyors statewide and
environmental organizations on how best to utilize the State’s water resources by incorporating conservation into their
water management practices.
The BMPs have been developed over the years by water purveyors, environmental groups, and industry stakeholders.
They represent the best available water conservation practices based on research and experience and include:
Water conservation pricing and rate structures,
Technical assistance for water customers,
Incentives for indoor and outdoor water saving technologies,
Public information and outreach, and
Water audits.
Water Supply
The Water and Wastewater Management Element (WWME) of the General Plan, first adopted in 1987 and most recently
updated in 2010, specifies that the City shall utilize multiple water resources to meet its water supple needs. Having
several sources of water avoids dependence on any one source that may not be available during a drought or other water
supply reduction or emergency. There is usually greater reliability and flexibility if sources are of different types (such as
surface water and groundwater) and if the sources of one type are in different locations (such as reservoirs in different
watersheds). With the update of the WWME in 2010, the City Council reaffirmed the policy for a multi‐source water
supply. Consistent with the multi‐source water supply concept, the City obtains water from five sources:
Salinas Reservoir (Santa Margarita Lake) and Whale Rock Reservoir: Combined Safe Annual Yield 6,940 AF/year
Nacimiento Reservoir: 3,380 AF/year Dependable Yield/ Contractual Limit
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Recycled water from the city’s WRF: 1,000 AF/year buildout demand for landscape irrigation and other permitted
uses
Groundwater: Supplemental usage, 100 AF/year in 2011
Existing Surface Water Supply
As discussed previously, the majority of the city’s water supply comes from three reservoirs: Salinas (Santa Margarita
Lake), Whale Rock, and Nacimiento.
The Salinas Dam was built in 1941 by the War Department to supply water to Camp San Luis Obispo and, secondarily, to
meet the water needs of the City of San Luis Obispo. The Salinas Reservoir (Santa Margarita Lake) captures water from a
112‐square mile watershed and can store up to 23,843 AF. In 1947, the Salinas Dam and delivery system was transferred
from the regular Army to the U.S. Army Corps of Engineers. Since the late 1940s, the San Luis Obispo County Flood Control
and Water Conservation District has operated this water supply for the city under a lease from the U.S. Army Corps of
Engineers. Water from the reservoir is pumped through the Cuesta Tunnel (a one‐mile long tunnel through the mountains
of the Cuesta Ridge) after which it flows by gravity to the city’s Water Treatment Plant on Stenner Creek Road.
The Whale Rock Reservoir is a 40,662 acre‐foot reservoir created by the construction of an earthen dam on Old Creek
near the town of Cayucos. The dam was designed and constructed by the State Department of Water Resources in 1961
to provide water to the City of San Luis Obispo, Cal Poly State University, and the California Men’s Colony. The Whale Rock
Dam captures water from a 20.3 square mile watershed and water is delivered to the three agencies through 17.6 miles of
30‐inch pipeline and two pumping stations. The City owns 55.05 percent of the water storage rights at the reservoir. The
remaining water storage rights are divided between the two State agencies with Cal Poly owning 33.71 percent and the
California Men’s Colony owning 11.24 percent.
The Nacimiento Reservoir provides flood protection and is a source of supply for groundwater recharge for the Salinas
Valley. It is owned and operated by the Monterey County Water Resources Agency. Since 1959, the San Luis Obispo
County Flood Control and Water Conservation District has had an entitlement to 17,500 AF/year of water from the
reservoir for use in San Luis Obispo County. Approximately 1,750 AF/year have been designated for uses around the lake,
leaving 15,750 AF/year for allocation to other areas within the County of San Luis Obispo.
A summary of the surface water resources available to the city are summarized in Table 5.1‐3.
Surface Water Resources Available Table 5.1‐3.
Water Resource 2012 Annual Availability
Salinas & Whale Rock Reservoirs 6,940 AF Safe Annual Yield A
Nacimiento Reservoir 3,380 AF Dependable Yield B
Recycled Water 165 AF 2012 Annual Usage C
Siltation from 2010 to 2060 (500 AF) WWME Policy A 4.2.2D
TOTAL 9,985 AF
A. Quantity of water which can be withdrawn every year while operating both reservoirs in coordinated operations under critical drought
conditions (WWME Policy A 4.2.1).
B. Dependable Yield is the contractual amount of water the City has rights to from Nacimiento Reservoir.
C. The quantity of recycled water included is the actual prior year’s recycled water usage (2012) per WWME Policy A 7.2.2.
D. Reservoir siltation is a natural occurrence that reduces storage capacity over long periods, resulting in the reduction of safe annual yield.
Source: 2013 Water Resources Status Report
5.1 Water
June 2014 Page 5-11
Existing Recycled Water Supply
Water recycling was envisioned as part of the City’s overall water supply strategy since the 1980s. In 1994, the City
completed a major capital improvement project at the Water Resource Recovery Facility that included addition of tertiary
treatment and other unit processes required to meet stringent effluent quality limits intended to protect and enhance the
receiving waters of San Luis Obispo Creek. While a municipal water reuse program was envisioned at the time of this
upgrade, the City did not receive regulatory approvals for diversion of treated effluent for off‐site landscape irrigation and
other approved uses until 2002.
The City’s 2004 Water Reuse Master Plan identifies the areas of the city to be served with recycled water, as well as
potential customers and anticipated future recycled water demands. The City completed construction of the Water Reuse
Project in 2006 and recycled water deliveries began in October 2006. Figure 5.1‐3 illustrates the areas of the city that
receive recycled water.
Existing Groundwater Supply
The city's major source of water was groundwater and local creeks until 1944 when the City began to use water from
Salinas Reservoir. In 1943, the City pumped 1,380 AF of groundwater. Groundwater was used again during the summer of
1948, when 440 AF were pumped. In the intervening years, until 1989, most groundwater in the city was used by
agriculture and very little was used for domestic consumption. As a result of the drought beginning in 1986 and
decreasing surface water supplies, the City activated groundwater wells in 1989 to meet the city's water demand. The
principal source of groundwater for the city is the San Luis Obispo Groundwater Basin. The basin is fifteen square miles
and is drained by San Luis Obispo Creek. It extends from the northern limits of the city and continues southerly along the
alignment of the creek to just south of Buckley Road. In the Los Osos Valley area, the basin extends four miles west to the
Los Osos Basin, which includes the community of Los Osos/Baywood Park.
In 1990, at the height of the drought, the City had seven potable wells which accounted for approximately 50
percent of the water supplied during that period. The current groundwater program uses one potable well, one
non-potable construction water well, and two irrigation wells. The names, locations, and use of the wells are
shown in Table 5.1-4. Two of the City's wells, known as the Auto Park Way and Denny's (Calle Joaquin) wells,
were shut down in 1992 and 1993 due to elevated nitrate levels.
City Wells Table 5.1‐4.
Well Name Location Use
Pacific Beach #1 11950 Los Osos Valley Road Municipal
Corp Yard 25 Prado Road Construction
Laguna Golf Course #1 11175 Los Osos Valley Road Irrigation
Laguna Golf Course #2 11175 Los Osos Valley Road Irrigation
Source: 2010 Urban Water Management Plan
The majority of groundwater use from the San Luis Obispo Groundwater Basin is used for agricultural purposes and
private property uses. The basin has not been defined to be in overdraft and has not been adjudicated. According to
DWR’s Bulletin 118, the basin is relatively small and recharges very quickly following normal rainfall years. Because of
these factors, no groundwater management plan has been prepared for the basin. In 2012, the City relied on groundwater
to supply approximately two percent of the city’s annual water demand. The City no longer relies on groundwater for
long‐term community water demands because of water quality and reliability issues. The City will continue to use
groundwater for domestic purposes when available, but will not consider this source of supply as part of its water
resources planning.
LUCE Update Background Report
Page 5-12 June 2014
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SLOGPU_Basemap_Regional_2012_07_26_JKC
Figure 5.1-3
Legend
Water Reuse Distribution Area
Recycled Water Distribution System
LUCE SOI Area
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Source: City of Sanu Luis Obispo, 2012
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5.1 Water
June 2014 Page 5-13
Water Needs
Water demand is projected to increase from 5,541 AF/year in 2012 to 7,152 AF/year at buildout. Utilizing the existing and
future water conservation methods, and increasing recycle water usage, it is not anticipated that usage would exceed
supply. Table 5.1‐5 illustrates the city’s existing water supply compared to their existing demand.
Water Supply Table 5.1‐5.
Primary
Water Supply Reliability Reserve Secondary
Water Supply
Total
Water Supply 2012 Demand Projected
Build out Demand
7,152 AF 1,207 AF 1,626 AF 9,985 AF 5,541 AF 7,152 AF
Source: 2013 Water Resources Status Report.
Projected Water Supply
With continued and improved water conservation and increased usages for recycled water, the City has enough water
supplies to meet projected water demands to full build‐out; however the City should continue to monitor their water
management closely. The City also has existing groundwater wells as potential sources of water. As discussed, the City
does not plan to include the water from the groundwater wells in their calculations of source water supply.
Adequacy of Existing Facilities
Treatment
The water treatment plant was constructed in 1964 and, currently can treat 16.0 MGD, which is adequate capacity for all
sources of surface water received by the city. This capacity is sufficient to meet projected water demand at full build‐out
under the city’s 1994 Land Use Element of the General Plan (which was updated in 2010).
To comply with the EPA’s standards for trihalomethanes (THMs) and to meet anticipated future water quality standards,
the City installed an ozone component to the treatment plant to serve as the primary disinfectant instead of chlorine. The
use of ozone provides enhanced disinfection capability to meet federal and state requirements while reducing the levels
of THMs. The use of ozone also helps produce water free of objectionable taste and odor associated with algae blooms at
Salinas Reservoir and meets all current, as well as anticipated regulations.
The State regulates drinking water quality. According to the Consumer Confidence Report released for 2012, the City has
not had any violations in their drinking water. Table 5.1‐6 shows the constituents in the water that have been monitored
over 2012.
Regulated Substances Table 5.1‐6.
Substance MCL Amount Detected Violation
Aluminum (ppm) 1 0.10 No
Barium (ppm) 1 0.0845 No
Chlorine (ppm) 4.0 (as Cl2) 0.74 No
Chromium (ppb) 50 6.33 No
Control of DBP precursors (TOC) (% removal) TT 25.5 No
Fluoride (ppm) 2.0 0.65 No
Gross Alpha Particle Activity (pCi/L) 15 0.0145 No
Haloacetic Acids (ppb) 60 20.4 No
Nickel (ppb) 100 1.67 No
Nitrate (as nitrate) (ppm) 45 6.77 No
TTHMs (Total Trihalomethanes) (ppb) 80 65.1 No
Turbidity (NTU) TT 0.11 No
Source: 2012 Consumer Confidence Report
The existing surface water treatment facility is adequate to meet future water demands.
LUCE Update Background Report
Page 5-14 June 2014
Storage
Required water storage includes three components: operational, fire‐flow, and emergency storage. Typical ranges for
these components include:
Operational Storage: 14 hours of difference between peak hour and maximum day demands based on diurnal
curve
Fire Flow Storage: Required fire flow and duration required for the pressure zones served by the tank
Emergency Storage: 50 gallons per capita day for 3 days
These volumes are cumulative; the storage volumes for existing and future tanks are evaluated based on the sum of these
required components. The City is preparing an update to the 2000 Water Master Plan which will include fire flow
evaluation for existing and proposed development associated with the LUCE Update.
Distribution
Parts of the City’s water system are approaching or past their estimated lifespan with most pipes consisting of cast and
ductile iron. The distribution system also includes asbestos cement and PVC pipelines. The City has a Capital Improvement
Plan which identifies improvements to the distribution system. These improvements include replacement of aging
infrastructure as well as replacement of undersized facilities (i.e. upsizing distribution lines to the current minimum
standard of 8 inches). Table 5.1‐7 summarizes the capital improvement projects outlined in the City’s 2011‐13 Financial
Plan.
Water CIP Projects Table 5.1‐7.
Project Design Cost Design Year Construction
Cost
Construction
Year
Water Distribution System Improvements $6.375 million 2013 – 2017
Utilities Telemetry System Improvements $1.5 million 2013 – 2014
Stenner Canyon Raw Waterline Replacement $50,000
$100,000
2014 – 2015
2014 – 2015
Air Compressor Replacements at the Water
Treatment Plant
$10,000
$130,000
2013 – 2014
2014 – 2015
Utilities Generator Replacement $110,000 2014 – 2015
Water Storage Reservoir Maintenance and Tank
Replacement
$30,000
$60,000
$57,500
$30,000
$75,000
2013 – 2014
2014 – 2015
2015 – 2016
2016 – 2017
2017 – 2018
$300,000
$300,000
$700,000
$180,000
2014 – 2015
2015 – 2016
2016 – 2017
2017 – 2018
Distribution Pump Station Upgrade $50,000
$50,000
2014 – 2015
2016 – 2017
$500,000
$500,000
2015 – 2016
2017 – 2018
Multiple Fleet Replacements $20,400
$24,200
$63,300
$22,400
$20,000
2013 – 2014
2013 – 2014
2014 – 2015
2014 – 2015
2015 – 2016
Source: 2013‐15 Financial Plan – Capital Improvement Plan
5.1 Water
June 2014 Page 5-15
Recycled Water Treatment Facilities
In 1994, the City completed a major capital improvement project at the WRRF that included addition of tertiary treatment
and other unit processes required to meet stringent effluent quality limits intended to protect and enhance the receiving
waters of San Luis Obispo Creek. The City did not receive final regulatory approvals until 2005. The City’s 2004 Water
Reuse Master Plan identifies the areas of the city to be served with recycle water in the future, as well as potential
customers and anticipated future recycled water demand.
The recycled water distribution system consists of two main branches, which are described below:
West Branch: The west branch extends west from the WRF under Highway 101, then along Calle Joaquin to Los
Osos Valley Road to near the westerly city limits on Los Osos Valley Road. There is a secondary branch which
extends from Los Osos Valley Road along Madonna Road to Laguna Lake Park.
East Branch: The east branch begins at the WRF and follows Prado Road easterly to the city limits, then along
existing easements to Broad Street, then southerly along Broad to Tank Farm Road, then easterly to the terminus
at Islay Hills Park.
Recycled water deliveries began in October 2006, delivering a total of 7.69 acre‐feet (AF) of water. In 2013, recycled
water was delivered to 29 sites with total usage over 176 AF per year. A summary of recycled water usage from 2006
through 2013 is provided in Table 5.1‐8.
Annual Recycled Water Usage Inventory Table 5.1‐8.
Calendar Year Annual Recycled
Water Usage (AF) Number of Sites Using Recycled Water
2006 7.69 1
2007 62.36 10
2008 95.75 11
2009 137.36 17
2010 152.63 22
2011 157.65 25
2012 166.71 26
2013 176.82 29
Source: City of San Luis Obispo Water and Wastewater Management Element, 2010; Metz, Jennifer, City of San Luis Obispo Utilities
Department, 2014.
Planned Recycled Water System Improvement
The original facilities for the Water Reuse Project were constructed in 2006. Since 2006, additional sites have been
connected to the distribution system. In the future, recycled water will be delivered to development in the Airport,
Margarita, and Orcutt specific plan areas. The City will complete an update to the 2004 Master Plan in 2014.
References
Reports/Publications
San Luis Obispo, City of. General Plan – Chapter 8 Water and Wastewater Management Element. Adopted February 24,
1987, Revised July 6, 2010.
San Luis Obispo, City of. 2013 Water Resource Status Report. Adopted November 19, 2013.
San Luis Obispo, City of. 2010 Urban Water Management Plan. Adopted June 21, 2011.
LUCE Update Background Report
Page 5-16 June 2014
Websites
San Luis Obispo, City of. http://www.slocity.org, August 10, 2012.
San Luis Obispo, County of. http://www.slocounty.ca.gov, August 10, 2012.
California Department of Public Health. http://www.cdph.ca.gov, August 10, 2012.
California Department of Water Resources. http://www.water.ca.gov, August 10, 2012.
Persons Consulted
Horton Wade; City of San Luis Obispo Utilities Department, 2014
Metz, Jennifer; City of San Luis Obispo Utilities Department, 2014
5.1 Water
June 2014 Page 5-17
Please see the next page.
LUCE Update Background Report
Page 5-18 June 2014
Wastewater
Introduction
The City of San Luis Obispo owns and operates, under regulatory permits, a wastewater collection system and a water
resource recovery facility that produces recycled water. The city implements infrastructure replacement and upgrades
projects throughout their system in order to meet increasingly stringent regulations.
The purpose of this section is to summarize existing information regarding the City of San Luis Obispo wastewater
collection and treatment facilities.
Key Terms
The following key terms used in this chapter are defined as follows:
Disinfection. A process following secondary or tertiary treatment that typically involves the use of chlorine or ultraviolet
(UV) radiation to destroy bacteria and other pathogens.
Effluent. Treated wastewater that is discharged from a wastewater treatment facility.
Inflow. Water that enters the collection system at points of direct connection (non‐soil) such as around manhole covers
or through illegal connection of roof drains, downspouts, or landscape drains.
Infiltration. Water that flows through the ground into the collection system usually through cracks in public sewer mains
and/or private sewer laterals.
National Pollutant Discharge Elimination System (NPDES) Permit. The regulatory document that defines the discharge
requirements, monitoring requirements, and operational requirements for a particular wastewater treatment facility or
other discharger.
Primary Treatment. Treatment of wastewater prior to other forms of treatment and involving settling and removal of
suspended solids.
Sanitary Sewer. Pipes, pump stations, manholes, and other facilities that convey untreated wastewater from the various
sources around the city’s Wastewater Treatment Facility.
Secondary Treatment. Treatment of wastewater that typically follows primary treatment and involves biological
processes and settling tanks to remove organic material.
June 2014 Page 5-19
Tertiary Treatment. Treatment of wastewater that follows secondary treatment and involves physical processes such as
filtration processes to remove fine suspended and colloidal material, thus providing a more advanced level of treatment
than secondary treatment alone.
Title 22. A section of the California State Water Code requiring filtration of any reclaimed effluent used for full‐body
contact recreation or fresh food crop irrigation provided a receiving water dilution of less than 20‐to‐1 exists. Title 22
requires lesser levels of treatment for other uses of reclaimed effluent.
Wastewater. Sewage (either treated or untreated) from residential, commercial, industrial, and institutional sources.
Wastewater Collection System. The totality of the pipes, pump stations, manholes, and other facilities that convey
untreated wastewater from various sources around the city to the wastewater treatment facility.
Regulatory Setting
The City of San Luis Obispo is the sole provider of wastewater collection and treatment within the city limits. The City
operates a Wastewater Resource Recovery Facility (WRRF) in accordance with standards set by the State. The major
regulatory agencies and policies pertaining to domestic wastewater treatment and discharge are summarized below:
State Water Resources Control Board, Order No. 2006.003. The State Order regulates the general waste discharge
requirements for sanitary sewer systems.
California Department of Public Health (CDPH). CDPH’s Clean Water Act (CWA) and Porter‐Cologne Water Quality
Control Act regulate wastewater discharges to surface waters in the state of California. The CWA, is federally
administered by the EPA, but is regulated throughout the state of California by CDPH.
Regional Water Quality Control Board (RWQCB). The RWQCB provides standards for the processes used in wastewater
treatment.
National Pollutant Discharge Elimination System. The NPDES permits the standards for the discharge of treated
wastewater. The standards are to protect the beneficial uses of the receiving water (San Luis Obispo Creek). The NPDES
permit incorporates a wide range of regulatory requirements, including Federal and State wastewater discharge
permitting requirements, water quality standards and effluent limits, collection and treatment facility operational
requirements, and treatment facility monitoring requirements. The City of San Luis Obispo’s WRRF is currently operating
under NPDES permit No. CA0049224, Regional Board Order No. R3‐2002‐0043, issued in March 2005. Major elements of
the order include, but are not necessarily limited to, the following:
Stringent, effluent limits for total dissolved solids (TDS), turbidity, and total coliform.
Stringent effluent limits for trihalomethanes (THMs), including chloroform, chlorodibromomethane (CDBM), and
dichlorobromomethane (DCBM).
Stringent effluent limits for trace toxics, including copper, cyanide, and numerous trace organics and pesticides.
Year‐round ammonia limits
Significantly expanded effluent, receiving water, and groundwater monitoring requirements.
Extensive requirements for studies examining the presence and possible control options for various trace toxic
constituents and total dissolved solids (TDS) in the.
Major Findings
This section provides a summary of the major findings for the wastewater treatment facility, recycled water, and
collection system.
The City is the sole provider of wastewater collection and treatment service within the city. The City also
provides service to the San Luis Obispo campus of California Polytechnic State University (Cal Poly) and the
County of San Luis Obispo Airport.
LUCE Update Background Report
Page 5-20 June 2014
The collection system is primarily a gravity flow system, with 9 lift stations and force mains. The collection system
pipes range in size from six inches to 48 inches in diameter.
The WRF has a design capacity for dry‐weather flow of 5.2 million gallons per day (MGD).
Projected build‐out population for the city results in an estimated wastewater flow of 5.5 MGD. The city is
underway with planning processes to increase the capacity of the WRRF to accommodate wastewater flows at
build‐out.
Both the collection system and WRRF have long‐term problems associated with wet‐weather infiltration and
inflow.
Existing Conditions
The sewer system for the city includes facilities for wastewater collection, domestic treatment, and tertiary treatment.
The facility began production of recycled water in 2006 that meets the most stringent Title 22 requirements. The
assessment of condition of these facilities is based on previous studies and documentation. Visual inspections of these
facilities were not made during the General Plan update. Following is a summary of the existing conditions assessment of
the wastewater facilities for the City of San Luis Obispo.
Collection System
The city’s collection system serves residential, commercial, and industrial customers. Sewer service is provided only to
properties within the city limits, with the exception of a few residential properties located just outside of the city limits,
Cal Poly San Luis Obispo, and the County of San Luis Obispo Airport. There are approximately 14,400 service connections.
The collection system is divided into 18 flow basins with 9 lift stations. These basins are illustrated on Figure 5.2‐1.
The first sanitary sewers were built in San Luis Obispo in the late 1800s. In 2014, the collection system includes 136 miles
of gravity sewer line, three miles of force main, and approximately 2,900 manholes. The gravity sewer lines range in size
from six inches to 48‐inches in diameter, the force main lines range in size from four inches to 10‐inches in diameter, and
the sewer lines are made of a variety of materials including terra cotta salt glazed pipe, vitrified clay pipe (VCP), polyvinyl
chloride (PVC), high‐density polyethylene (HDPE), cast iron, steel, and asbestos concrete. The collection system also
includes nine lift stations.
Parts of the collection system are over 100 years old and are past their design life. Portions of the collection system
require frequent preventive maintenance because of root intrusion, poor grade, and/or pipe conditions. The City has also
identified portions of the system that have reached their design capacity and will require modifications to accommodate
future development. Many lift stations and force mains are also at the end of their service life and will require
replacement in the next five years. Tables 5.2‐1 through 5.2‐3 summarize the collection system inventory.
5.2 Wastewater
June 2014 Page 5-21
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LAGUNA LIFT STATION
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PREFUMO LIFT STATION
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SILVER CITY LIFT STATION
CALLE JOAQUIN LIFT STATION
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SLOGPU_Basemap_Regional_2012_07_26_JKC
Figure 5.2-1
Legend
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LUCE Update Background Report
Page 5-22 June 2014
Gravity System Inventory Table 5.2‐1.
Pipe Size Length
(in feet)
Length
(in miles) Pipe Type
6 inch 342,247 65.0 VCP/ PVC
8 inch 231,842 44 VCP/ PVC/HDPE
10 inch 51,352 9.7 VCP/ PVC
12 inch 21,905 4.0 VCP/ PVC
15 inch 21,730 4.0 VCP/ PVC
16 inch 2,569 0.5 VCP/ PVC
18 inch 19,786 3.8 VCP/ PVC
21 inch 3,302 0.6 VCP/ PVC
24 inch 6,243 1.1 VCP/ PVC
27 inch 2,098 0.4 PVC
30 inch 4,619 0.87 PVC
36 inch 6,559 1.2 PVC
48 inch 1,293 0.24 PVC
Total 715,564 136
Source: 2014 Sewer System Management Plan
Force Main Inventory Table 5.2‐2.
Pipe Size Length (in feet) Pipe Type Lift Station
16 inch 2,232 PVC Laguna
14 inch 3,772 Ductile Iron Pipe Tank Farm
8 inch 4,269 PVC/Transite Calle Joaquin
8 inch 839 Ductile Iron Pipe Airport
6 inch 764 Transite, Asbestos Concrete Silver City
6 inch 231 Transite, Asbestos Concrete Margarita
4 inch 925 Transite, Asbestos Concrete Madonna
4 inch 440 Cast Iron Pipe Foothill
4 inch 595 Ductile Iron Pipe Prefumo
Source: 2014 Sewer System Management Plan
Lift Station Inventory Table 5.2‐3.
Lift Station Number Pumps Capacity
(gallons per minute)
Total Dynamic Head
(in feet)
Foothill 2 pumps 300 65
Calle Joaquin 2 pumps 570 53
Laguna 3 pumps 1,500 45
Madonna 2 pumps 260 70
Margarita 2 pumps 400 31
Silver City 2 pumps 450 43
Tank Farm 4 pumps 2,000 NA
Prefumo 2 pumps 35 NA
Airport 2 pumps 240 NA
Source: 2014 Sewer System Management Plan
5.2 Wastewater
June 2014 Page 5-23
The Cal Poly wastewater collection system discharges to the city’s collection system off of Mustang Drive southwest of the
campus’ stadium via a 15‐inch sewer line. The City does not maintain or operate the university’s collection system. The
City also provides wastewater collection and pretreatment services to the San Luis Obispo County Airport. The County
Airport discharges to the city’s collection system at the manhole upstream of the Airport lift station on Broad Street.
The city’s wastewater collection system and the WRRF both experience problems associated with wet‐weather infiltration
and inflow. During heavy rains the collection system can be overloaded which can result in sanitary sewer overflows. The
City has implemented water conservation programs which includes the installation of residential low flow toilets. These
programs have reduced the amount of wastewater generated, and thus increased available capacity in the collection
system.
Planned Collection System Improvement
The city’s wastewater collection system is aging and requires an aggressive maintenance schedule. The nine lift stations
are maintained on a bi‐weekly schedule. Activities include checking pump operation, changing filters, and cleaning wet
well debris.
The City has created a Capital Improvement Plan (CIP) for improvement projects on the wastewater collection system.
The 2013‐15 CIP estimates the design and construction costs for projects through 2018. A summary of the projects
outlined in the 2013‐15 CIP are provided in Table 5.2‐4.
Wastewater Collection System CIP Projects Table 5.2‐4.
Project Design Cost Design Year Construction
Cost
Construction
Year
Wastewater Collection System Infrastructure Replacement
Strategy $300,000 2011 - 2013
Calle Joaquin Siphon, Lift Station and Force Main Replacement $500,000 2011 – 2013 $3 million 2013-14
Wastewater Collection System Improvements $5.345 million 2013 – 2018
Margarita Sewer Lift Station Replacement $100,000 2014 – 2015 $1,000,000 2015 – 2016
Foothill Sewer Lift Station Replacement $100,000 2015 – 2016 $1,000,000 2016 – 2017
Multiple Fleet Replacements
$160,000
$365,200
$536,500
2015 – 2016
2014 – 2015
2013 – 2014
Source: 2013‐15 Financial Plan – Capital Improvement Plan
The projects identified in Table 5.2‐4 include collection system infrastructure replacement and improvement projects.
Wastewater Treatment Facilities
The city’s WRRF processes wastewater in accordance with the standards set by the State’s RWQCB. The WRRF removes
solids, reduces the amount of nutrients, and eliminates bacteria in the treated wastewater which is then discharged into
San Luis Obispo Creek.
As shown in Figure 5.2‐2, dry‐weather flow to the WRRF during October over the past nine years, has ranged from 4.08
MGD to 5.12 MGD. According to the General Plan Water and Wastewater Management Element, the 2010 design
capacity of the WRRF for dry‐weather flow was 5.2 MGD.
LUCE Update Background Report
Page 5-24 June 2014
Source: 2010 General Plan – Chapter 8 Water and Wastewater
Figure 5.2‐2. Average October Dry Weather Flows
The average dry‐weather wastewater flow from the build‐out population of the city is anticipated to be 5.5 MGD. In
2014, the City has already begun master planning efforts to increase the capacity of the WRRF to accommodate General
Plan build‐out.
The WRRF has long experienced problems associated with wet‐weather infiltration and inflow. During periods of
significant rain events, the WRF can be hydraulically overwhelmed, with instantaneous peak flows exceeding 20 MGD.
These events increase the chance of effluent violations and the release of partially treated wastewater to San Luis Obispo
Creek. Table 5.2‐5 shows the highest average daily flows experienced at the WRF during rain events from 2001 to 2009.
It should be noted that instantaneous peak flows can be higher than these average flows represented in Table 5.2‐5.
Highest Average Daily Flows to WRF Table 5.2‐5.
Average Daily Flows Year
15.41 MGD 2001 (March)
7.84 MGD 2002 (December)
9.96 MGD 2003 (March)
16.81 MGD 2004 (December)
15.95 MGD 2005 (January)
19.75 MGD 2006 (April)
7.24 MGD 2007 (December)
9.83 MGD 2008 (January)
11.67 MGD 2009 (October)
Source: 2010 General Plan – Chapter 8 Water and Wastewater
The City installed equipment in 2006 to capture methane gas from the WRF to convert it into electricity for use at the
WRF. The equipment was taken out of service in early 2009 due to operational costs exceeding electrical savings. City
Council recently approved the WRRF Energy Efficiency Project which includes the replacement of the methane gas energy
5.2 Wastewater
June 2014 Page 5-25
conversion system. Implementing the WRF Energy Efficiency Project will help the City will realize annual energy savings of
approximately $157,000. A significant part of this savings will be contributed to the upgraded methane gas conversion
system.
Planned Treatment Plant Improvements
As discussed, the WRRF experiences wet‐weather flow in excess of its design capacity. The major improvements to
reduce wet‐weather surcharges at the WRF are discussed with the collection system improvements. Repairs and
replacement of aging infrastructure will reduce the amount of infiltration and inflow seen at the WRF. The City has
already begun planning for the improvements needed to increase dry‐weather capacity at the WRF. The WRF will be
modified to increase capacity to 5.8 MGD, which will handle the full build‐out wastewater flows.
The City has a Capital Improvement Plan (CIP) for improvement projects at the WRRF. The CIP estimates the design and
construction costs for projects through 2016. A summary of the projects outlined in the CIP are provided in Table 5.2‐6
below:
Wastewater Treatment Plant CIP Projects Table 5.2‐6.
Project Design Cost Design Year Construction
Cost
Construction
Year
Water Reclamation Facility Energy Efficiency Project $100,000 2011 – 2012 $400,000 2013 – 2014
Water Reclamation Facility Major Maintenance $2.615 million 2013 – 2018
Water Reclamation Facility Upgrade $3.65 million 2014 – 2016 $59.55 million 2016 – 2017
Source: 2013‐15 Financial Plan – Capital Improvement Plan
References
Reports/Publications
San Luis Obispo, City of. General Plan – Chapter 8 Water and Wastewater Management Element. Adopted February 24,
1987, Revised July 6, 2010.
San Luis Obispo, City of. Sewer System Management Plan. 2014.
Websites
San Luis Obispo, City of. http://www.slocity.org, August 10, 2012.
San Luis Obispo, County of. http://www.slocounty.ca.gov, August 10, 2012.
California Department of Public Health. http://www.cdph.ca.gov, August 10, 2012.
California Department of Water Resources. http://www.water.ca.gov, August 10, 2012.
LUCE Update Background Report
Page 5-26 June 2014
Storm Drainage
Introduction
The purpose of this section is to summarize existing information regarding the City of San Luis Obispo’s drainage facilities,
floodplains, current regulations and policies, and their implications on future development and redevelopment.
Key Terms
The following key terms used in this chapter are defined as follows:
Backwater. The water retarded above a dam or backed up into a tributary by a channel obstruction, confinement of flow,
or abrupt change in channel section, slope, roughness or alignment.
Best Management Practice. A technique or action used to reduce impacts from a particular activity.
Channel. A natural or man‐made waterway that continuously or periodically passes water.
Confluence. A junction of streams or channels.
Culvert. A sewer or drain crossing under a road or embankment.
Debris. Any material, organic or inorganic, floating or submerged, moved by a flowing stream.
Dendritic Drainage Pattern. A drainage pattern in which the streams branch randomly in all directions and at almost any
angle, resembling in plan the branching habit of certain trees. It is produced where a consequent stream receives several
tributaries which in turn are fed by smaller tributaries.
Detention. Temporary ponding of stormwater to attenuate or reduce peak runoff rates.
Development. Any man‐made change to improved or unimproved real estate, including but not limited to buildings or
other structures, mining, dredging, filling, grading, paving, excavation, or drilling operations.
Discharge. The volume of water passing through a channel during a given time, usually measured in cubic feet per second.
Encroachment. Any fill, structure, building, use, accessory use, or development in the floodplain or watercourse.
Federal Emergency Management Agency (FEMA). The agency which administers the National Flood Insurance Program
(NFIP) at the federal level.
Flood. A general and temporary condition of partial or complete inundation of normally dry land areas.
June 2014 Page 5-27
Flood Insurance Rate Map (FIRM). The official Flood Insurance Administration map which shows special hazard zones and
risk areas of a community. This map is used for insurance rating purposes.
Floodplain. An area of land that would be covered with water during a flood. In connection with the Flood Insurance
Program, the term usually refers to the 100‐year floodplain. The term is identical to “flood hazard area”.
Flood Plain Management. Control of use of land subject to flooding.
Flood Proofing. A combination of structural changes and adjustments to properties subject to flooding primarily for the
reduction of flood damages.
Flood Storage Area. The portion of the regulatory area that lies landward of the floodway that may serve as a temporary
storage area for flood waters from the 100‐year flood.
Floodway. The river channel and overbank areas of riverine floodplains through which the base flood is discharged. This
portion of the floodplain is where the highest flood velocities and greatest flood depths usually occur. Floodways are
shown on the Flood Boundary and Floodway Maps (FBFM) prepared by FEMA for regular program communities. Upon the
adoption of these maps by a community, the floodway(s) shown become “regulatory floodways” within which
encroachment or obstructions must be prohibited
Flow. A term used to define the movement of water, silt, sand, etc.; discharge; and total quantity carried by a stream.
Incised Channel. A stream that has cut its channel into the bed of a valley.
Obstruction. Any structure or assembly of materials including fill above or below the surface of land or water, and any
activity which might impede, retard, or change flood flows.
One‐hundred Year Flood. Another name for the base flood, the flood having a one‐percent chance of occurring in any
single year
Perennial Stream. A stream that flows continually.
Riparian Zone. The vegetated zone adjacent to a stream or any other water body.
Storm. A disturbance of the ordinary, average conditions of the atmosphere which, unless specifically qualified, may
include all meteorological disturbances such as wind, rain, snow, hail, or thunder.
Storm Sewer. A closed conduit for conducting storm water that has been collected by inlets or other means.
Structural. Reducing flood hazards through physical means, such as dams, dikes, levees, or channelization of rivers or
streams.
Structure. Any object in the channel that affects water and sediment movement.
Watershed. An area of land that drains into a particular river or body of water. Usually divided by topography.
Wetlands. Terrestrial and aquatic systems where the water table is usually at or near the surface or the land is covered by
shallow water. Wetlands have one or more of the following three attributes: (a) At least periodically, the land supports
predominantly hydrophytes; (b) The substrate is predominantly undrained hydric soil; and, (c) the substrate is nonsoils
and is saturated with water or covered by shallow water at some time during the growing season of each year.
Regulatory Setting
Stormwater management in San Luis Obispo is regulated by certain city, county, state, and federal regulations, standards,
and criteria related to the computation of runoff, facility design, and quality of runoff discharged to streams. These
regulations also may govern or dictate land use and grading activities within the floodplain of a stream or river.
The city is the National Pollutant Discharge Elimination System (NPDES) permit holder and is responsible for maintaining
their Municipal Separate Storm Sewer System (MS4) and for coordinating the implementation of the City’s Storm Water
Management Program. This comprehensive Program is required under the Phase II Storm Water Regulations regulated by
the State Water Resources Control Board (SWRCB), and overseen by the Central Coast Regional Water Quality Control
LUCE Update Background Report
Page 5-28 June 2014
Board (CCRWQCB). The primary goal of the Program is to minimize urban runoff that enters the municipal storm drain
system, and carries bacteria and other pollutants into local creeks and waterways.
The following is a summary of the City’s Floodplain Management Regulations and Drainage Design Manual:
On‐site stormwater management structures (either retention or detention) are not necessarily required for
developments in the San Luis Obispo Watershed by the City or County, except as noted in the No‐Adverse Impact
Policy (Section 3.3 of the Drainage Design Manual).
The City of San Luis Obispo has established creek setbacks or buffer zones along all of its major creeks, but the
County has no specific setback policy along San Luis Obispo (SLO) Creek in unincorporated areas.
Mid‐Higuera Special Floodplain Zone (Special Floodplain Zone #1) ‐ The Mid‐Higuera Special Zone has revised
floodplain policies to ensure that new development and redevelopment does not block overland flood flow
conveyance and flow returning to the creek.
Zone Definition: This zone is defined as the floodplain within the Mid‐Higuera Specific Plan area. (Or
defined as the San Luis Obispo Creek floodplain between the Marsh Street Bridge at Highway 101 and
the Madonna Road Overcrossing.) See section 3.5.2 of the Drainage Design Manual.
Building Replacement: No building replacement or building additions to the first floor will be permitted
in a 25‐foot zone from the top of bank. Also, no increase in the size of the building footprint of the first
floor is allowed for building replacement, additions, remodeling, and redevelopment projects.
Replacement buildings must “shadow or be placed directly downstream” of existing buildings to the
maximum extent feasible. These requirements may be waived at the discretion of the City Engineer for
minor additions and remodeling of existing single‐family housing.
Obstructions: For 100‐year floodplain areas extending more than 25‐feet from top of bank, construction
of new fences shall be made of permeable materials that allow relatively free passage of floodwater.
Project designs shall include provision of return flow paths for overbank floodwater to San Luis Obispo
Creek. All streets to be dedicated to the City and all City street right‐of‐ways running parallel to the
nearest streams that cause flooding shall be designed and maintained with a minimum of obstructions to
flood water passage, minimizing landscape medians, signs, benches, and other barriers to flood flow
passage.
Special Flood Plain Management Zone #2 – Managed Fill Provision ‐ The Managed Fill Provision restricts the
development of vacant lands in the Special Floodplain Management Zone by requiring no significant net decrease
in floodplain storage volume. This may reduce the developable footprint of some sites. These areas have been
determined to have a potentially significant effect on downstream flooding and bank stability. There are many
specific rules regarding this provision which can be found in section 3.5.3 of the Drainage Design Manual.
Infill Development Floodplain Regulations – New development and redevelopment projects that occur within
the FEMA floodplain, but not within Special Floodplain Zones #1 or #2, are subject to the following requirements:
All lowest finished floor elevations for new buildings and any building additions shall be at least 1‐foot
above the defined FEMA 100‐year flood elevation at time of construction.
Commercial buildings located in the city’s central business district can be built at present grade within
the FEMA 100‐year floodplain, provided the building is “flood proofed” according to current FEMA
guidelines and criteria, as approved by the City Engineer.
The City permits existing building replacement in potential floodways along creeks outside of the Mid‐
Higuera Special Floodplain Zone, provided that specific measures are incorporated into the building
design and requirements met that maximizes flood conveyance and minimizes flow obstruction.
5.3 Storm Drainage
June 2014 Page 5-29
The floodplain may not be modified in any way that increases water velocities such that stream bank
erosion will be increased, unless the stream banks are protected to prevent the increased erosion.
Existing nonconforming structures are allowed to remain in the in‐fill floodplain management area.
Existing nonconforming structures may be modified only when such modifications are small relative to
the total structure and with approval of the City Engineer or County Public Works Director.
Flood proofing following FEMA standards and guidelines is encouraged for existing buildings within the
flood‐prone infill areas.
The setback from the top of bank shall be consistent with the City’s existing policies in the Creek Setback
Ordinance and shall be maintained as a flood passage way. No new buildings, structures, or fences that
could potentially block the downstream passage of floodwaters will be permitted in this area.
No Adverse Impact Policy – The City has a No Adverse Impact Policy for the entire San Luis Obispo Creek
watershed (including tributaries) to ensure that future development and redevelopment does not cause
additional flooding, bank erosion, or habitat destruction. This policy requires that applicants demonstrate that a
project does not cause an adverse impact to the downstream waterway.
The applicant will be required to mitigate identified adverse impacts, such as downstream flooding and
drainage, due to lack of conveyance capacity, or bank erosion and channel instability.
Impact mitigation may require the construction of an on‐site storm water detention facility (for flood
management, not necessarily water quality management), improved drainage system conveyance, or
stabilization and restoration of on‐site or downstream channel segments.
The City may require an impact fee to help fund regional mitigation projects.
The policy focuses on determining and mitigating impacts of increased runoff, recognizing that on‐site
stormwater detention may not be needed or even recommended in some lower portions of the
watershed.
Currently there is not a Drainage Impact Fee for new development within the City of San Luis Obispo or Stream
Zone Impact Fee for regional mitigation. .
Other Regulations
U.S. Army Corps of Engineers (USACE) 404 Permit ‐ If the project proposes removal or placement of any
materials in the stream area, or if the project area is a wetland, then the applicant must apply to the USACE to
determine if a Section 404 permit is necessary, pursuant to the Clean Water Act.
Department of Fish and Game Section 1601/1603 ‐ A Streambed Alteration Agreement is necessary to perform
any physical manipulation of the stream, including vegetation planting or removal, below the high water mark.
Regional Water Quality Control Board (RWQCB) 401 Water Quality Certification ‐ Section 401 of the Clean
Water Act requires that RWQCBs determine consistency (Water Quality certification or waiver) between
proposed projects, California water quality laws, and certain sections of the Clean Water Act.
City of SLO or SLO County Grading/Building Permit ‐ A local permit issued by the City or County is required for
any excavation or fill that will encroach on or alter a natural drainage channel or water course, including adjacent
floodplain areas. In addition some kinds of structural stabilization approaches, such as a live crib wall will require
a building permit. The plan reviewer may request a copy of the project geotechnical report and structural
calculations and analysis.
California Environmental Quality Act ‐ Any time permits are required to be issued by the City, County, the
Department of Fish and Game, or the RWQCB and the USACE, an environmental review is necessary. Depending
LUCE Update Background Report
Page 5-30 June 2014
on the specific project parameters, a Negative Declaration, a Focused Expanded Initial Study/Mitigated Negative
Declaration or focused Environmental Impact Report may be required. Certain small repair and replacement
projects may be “exempt” from environmental review.
Federal Endangered Species Act ‐ The U.S. Fish and Wildlife Service (USFWS) and the National Marine Fisheries
Service (NMFS) enforce the Federal Endangered Species Act (FESA) rules that prohibit the “taking” of listed
species through human activities. The NMFS enforces the FESA for marine fishes, which in SLO County is mainly
steelhead trout. The principal species of concern of the USFWS along stream corridors is the red‐legged frog, but
there are other species of concern that also must be considered. In its permit processing, the Corps of Engineers
will contact USFWS and/or NMFS to determine whether a proposed activity may impact a listed species.
National Pollutant Discharge Elimination System (NPDES) ‐ The NPDES permits the management and discharge
of stormwater into local streams and waterways. The standards are to protect the beneficial uses of the receiving
waters (San Luis Obispo Creek).
Most of the above text describing City regulations and provisions was taken directly from the Waterway Management
Plan and the Drainage Design Manual.
Major Findings
The City of San Luis Obispo has identified the need to reduce the hazards associated with the low capacity and frequent
flooding of the San Luis Obispo Creek. This section provides a summary of the major findings.
There is a significant amount of existing development within the floodplain of San Luis Obispo Creek, especially in
the downtown area, as shown in Figure 5.3‐1.
Both policies and regulations have since been established by the City for the floodplain that are more stringent
than NFIP regulations; however, special rules exist allowing infill and redevelopment in the downtown floodplain
area.
Overbank flooding occurrences along San Luis Obispo Creek have typically been between the 10 and 25 year
events.
The City has adopted a No Adverse Impact Policy that requires all redevelopment and new development to
demonstrate that a project does not adversely impact the downstream waterway.
The Waterways Management Plan is the City’s program for reducing flood hazards and restoring the natural
character and functionality of San Luis Obispo Creek.
About 25 percent of the City’s storm drain infrastructure consists of corrugated metal pipe that is at the end of its
serviceable lifespan. However, the City funds and operates a Corrugated Metal Pipe (CMP) Replacement Program
to replace outdated infrastructure.
Hydraulic analysis has been completed, summarized, and a management plan reviewed with Council.
5.3 Storm Drainage
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LUCE Update Background Report
Page 5-32 June 2014
Existing Conditions
Background
A permanent settlement was established along the banks of the San Luis Obispo Creek when Mission San Luis Obispo de
Tolsa was founded in the 1770s. The town of San Luis Obispo grew along the banks of the creek opposite of the mission,
ultimately becoming the downtown commercial district with many small bridges spanning the creek. During the early
1900s, a portion of the creek between Chorro and Marsh Streets was placed in an underground culvert due to the odors
from the creek being the primary sewage conveyance channel at the time.
SLO Creek is the major waterway that runs through the city. The main stem of SLO Creek flows predominantly southwest,
approximately 18 miles from its headwaters in the Santa Lucia Range to the Pacific Ocean at Avila Beach. The SLO Creek
watershed extends from an elevation of 2,460 feet above sea level near Cuesta Grade to sea level at Avila Beach. The City
of San Luis Obispo is at an elevation of about 230 feet (downtown). The drainage area of the SLO Creek watershed at its
mouth is approximately 84 square miles. The basin is slightly elongated – being about 13 miles long and 6.2 to 10 miles
wide, with a dendritic drainage pattern as shown on Figure 5.3‐2.
The upper watershed is steep, and SLO Creek and its tributaries flow through narrow steep canyons before descending to
the moderately sloping alluvial plains which contain the City of San Luis Obispo. Within the city limits, SLO Creek is joined
by Stenner Creek to the west of downtown and Prefumo Creek at the lower end of the city. Stenner Creek drains
primarily agricultural and range land to the north and Prefumo Creek drains from the west through Laguna Lake before
reaching SLO Creek. California Polytechnic State University (Cal Poly) is located at the northern end of the city just east of
Stenner Creek. Other major tributaries include Brizziolari Creek, Old Garden Creek, and East Fork SLO Creek. The East
Fork drains a flatter area with rolling hills on the east side of the city. It joins with the main stem about 1.2 miles below
the confluence with Prefumo Creek and just outside of the city limits. SLO Creek then flows south, approximately 7 miles,
to the Pacific Ocean.
Flooding History
There is a long history of flooding for the SLO Creek and its tributaries. Notable floods occurred in 1884, 1897, 1911,
1948, 1952, 1962, 1973, and 1998 ‐ with extremely damaging floods in 1861‐62, 1969, and 1995. Despite this, relatively
few structural flood control projects were implemented. In 2003 the Waterway Management Plan was written.
Stream flow in the SLO Creek is highly seasonal and the runoff from tributary creeks is generally small. Significant stream
flows occur only during and following rainfall events because of the watershed size and drainage area characteristics.
Stream flow increases rapidly during large storm events; floodwaters often contain high debris volumes and cause major
flood damage.
The major causes of riverine flooding in San Luis Obispo are undersized and encroached channels. In addition, restrictions
within the channels, small bridge openings, small culverts, and dense vegetation further intensify flooding problems.
San Luis Obispo Creek – Upper Basin
The Upper SLO Creek Basin extends northeast from the city to its headwaters in the Santa Lucia Range, draining a total of
11.4 square miles. The upper watershed is steep and mostly undeveloped. Agriculture is sparsely distributed along the
creek; however the watershed is mostly open‐terrain with riparian vegetation following the creek bottoms and forested
land in the upper elevations. Highway 101 follows the creek to the top of the watershed. The 100‐year floodplain is not
contained within the channel, but generally tends to stay within the riparian zone having top‐widths between 200 and 300
feet. During most large storm events, flow backs up behind the Highway 101 embankment that is just outside of the city
limits. Reservoir Canyon Creek, the main tributary, joins SLO Creek about a half mile upstream of the city limits.
5.3 Storm Drainage
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LUCE Update Background Report
Page 5-34 June 2014
San Luis Obispo Creek – City Basins
The San Luis Obispo Creek is the principle waterway that runs through the city. The Upper and Lower SLO Creek City
Basins drain 6.4 square miles including a majority of the downtown area. From Cuesta Park on the northeast edge of the
city, SLO Creek flows southwesterly through the center of the downtown and then turns south along Highway 101.
Stenner Creek joins the main creek just west of the downtown area and Prefumo Creek joins at the southern end of the
city. This basin is shown well on Figure 5.3‐3.
Over time, SLO Creek has been severely encroached upon by commercial and residential development filling in the
floodplain through what is now the downtown and in the southern portions of town. The creek has been straightened,
realigned, and channelized at times in the past and is deeply incised (Waterway Management Plan, 2003). In the early
1900s, a 1,200‐foot reach of the creek was placed underground in a culvert, termed the “under‐city culvert,” in the
downtown area. This culvert has approximately a 17‐year storm capacity and higher flows have caused “overland flows”
resulting in flood damage multiple times in the downtown.
On the northeast end of downtown, a short distance upstream of Toro St., the SLO Creek floodplain departs significantly
from the stream channel. As it flows to the west through downtown, the floodplain spreads out to 1,600 feet wide. West
of downtown, the floodplain continues to remain 1,000 to 2,000 feet wide as the creek flows south from Stenner Creek
towards the confluence with the East Fork, approximately four miles. Just north of the Madonna Rd. and Highway 101
interchange, the channel capacity is limited to approximately a 10‐year event. Larger flows overtop the highway to the
west, creating a flow split. There is a defined regulatory floodway along SLO Creek, beginning at the southern city limits
and extending approximately 1.1 miles upstream as can be seen on Figure 5.3‐1.
The Lower SLO Creek City Basin drains the southern portion of the downtown area. Lizzie‐Fixlini Creek is the longest
drainage channel in this basin, which has also largely been placed underground. Lizzie‐Fixlini Creek is tributary to
Exposition Creek, which outfalls to SLO Creek just south of the intersection of Madonna and Highway 101.
Floodplain Areas
Floodplain areas along SLO Creek are subject to the following special regulations:
Downtown areas within the floodplain are subject to the Infill Development Floodplain Regulations;
Mid‐Higuera Special Floodplain Zone regulations apply to floodplain areas that are generally between the
intersections of Marsh St. and Higuera St. on the north and Madonna Rd. and Highway 101 to the south;
Floodplain areas not included in the above zones (generally to south of the Higuera Zone), are subject to the
Special Floodplain Management Zone #2 regulations. These regulations limit development of the floodplain and
require no net‐fill in the floodplain.
Known Deficiencies and Flood‐Prone Areas
Highway 101 embankment at Cuesta Park – Flows backup and overtop embankment in the 25‐year event.
Andrews St. and San Luis Dr. intersection – Flow spills out of channel upstream of footbridge in the 25‐year event.
Under‐City Culvert in Downtown – Culvert has approximately 17‐year capacity. Floods downtown business
district.
SLO Creek and Stenner Creek Confluence – Insufficient channel capacity; approximately 10‐ to 25‐year event.
Mid‐Higuera St. Area – Insufficient channel capacity; less than 10‐year event. Deep backwater flooding.
SLO Creek between Madonna St. and Prefumo Creek – Insufficient channel capacity; less than 10‐year event.
Deep backwater flooding and flow splits to both west and east.
Potential flow split east to Tank Farm Creek in 50‐year event.
Flow split overtops Highway 101 to the west and floods Madonna Road Shopping Center in
approximately the 10‐year event.(Waterway Management Plan, 2003)
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LUCE Update Background Report
Page 5-36 June 2014
Major Storm Drain Systems
A 36‐ to 48‐inch storm drain line runs down Marsh St. between Chorro and Nipomo, and then runs north on
Nipomo and outfalls into SLO Creek.
An unnamed perennial creek north of SLO Creek has been mostly piped, beginning at McCollum St. and outfalling
into SLO Creek at the intersection of Osos St. and Higuera St. Pipe sizes range from 36‐ to 94‐inches.
Lizzie‐Fixlini Creek is partially underground with pipes ranging from 48‐ to 60‐inches.
A series of culverts enclose much of a side channel, coming from the Lizzie Street area, through the area south of
the downtown, crossing several streets.
The Watershed Management Plan program was created in 2003 as a requirement of the Army Corps prior to issuance of
any work permits on the creeks after the 1995 storms, and to identify projects to mitigate flooding problems and areas
where bank stabilization work is needed. The plan includes three volumes: the Waterway Management Plan (Volume I);
the Stream Management and Maintenance Program (Volume II); and the Drainage Design Manual (Volume III).
East Fork San Luis Obispo Creek
The south‐east side of the city is drained by the East Fork SLO Creek. This creek has two main tributaries, Tank Farm Creek
and Acacia Creek. Collectively, all three streams drain 12.6 square miles. To the east, the steep foothills of the Santa
Lucia Mountains form the headwaters of these streams that flow south‐westerly towards the city and the relatively flat
valley land. The East Fork joins the San Luis Obispo Creek about 950 feet south of the city‐limits and just east of US
Highway 101.
The East Fork SLO Creek watershed has been developed with predominately residential land uses. About 50 percent of
the full East Fork SLO Creek watershed lies outside the SLO city limits. San Luis Obispo County Regional Airport, the main
commercial airport for San Luis Obispo County, is located in the southerly portion of the watershed with the former
Unocal Petroleum Tank Farm (now Chevron) located to the northeast of the airport. The Chevron Tank Farm is a legacy
oil and gas storage site that experienced a spill of 168 to 264 million gallons of crude oil in 1926 due to a lightning‐induced
fire. The tank farm consists of vacant property that is generally flat with raised earthen embankments surrounding the
locations of the former tanks. Portions of the site are still contaminated with hazardous material and plans are under
development to address remediation.
The 1999 Airport Area Storm Drain Master Plan evaluated the hydraulic capacities of stream channels and road crossings
(bridges and culverts) within the East Fork SLO Creek watershed and north of Buckley Road. The study found that to
prevent increases in downstream flooding as result of development, drainage channels and structures within this
watershed will need to be evaluated and designed for the 100‐year storm event. The master plan evaluated all channels
and hydraulic structures for existing conditions, future conditions with standard City criteria, and future conditions with
100‐year storm event criteria.
Major Findings of Airport Area Storm Master Plan (1999)
The majority of the 16 culvert or bridge crossings are hydraulically deficient:
Only 10 of the 16 crossings have adequate capacity for existing conditions.
Only 5 of the 16 culverts have adequate capacity for the 100‐year storm criteria with future development.
The majority of stream channels are hydraulically deficient. Hydraulic capacity was evaluated for 14 reaches in
the East Fork SLO Creek watershed:
Only 3 of the 14 reaches have adequate capacity for existing conditions
All reaches evaluated have insufficient capacity for future conditions with the 100‐year storm criteria
5.3 Storm Drainage
June 2014 Page 5-37
Known areas with storm drainage and local flooding problems:
East Branch San Luis Obispo Creek between Broad Street and Santa Fe Road
Acacia Creek immediately north of Tank Farm Road
Orcutt Creek north and south of Tank Farm Road
West Fork of Tank Farm Creek at Prado Road
In order to balance local flood improvements with downstream channel improvements and detention storage, the 1999
Airport Area Storm Drain Master Plan prioritized 14 projects to be implemented between 2000 and 2009. These
improvements include culvert and bridge replacements, channel improvements, and a regional detention basin on East
Fork SLO Creek at Buckley Road. This plan assumes that the existing drainage problems would be corrected before
additional development is allowed to proceed. However, it did allow for development to proceed with the exception that
the developer provides interim detention facilities on‐site.
As found by the 1999 Airport Area Storm Drain Study, the 100‐year floodplains of East Fork SLO Creek, Acacia Creek, and
Tank Farm Creek are not contained within the channels. The Tank Farm Creek floodplain is particularly wide with an
average top width of 500 to 600 feet. The East Fork floodplain fans out to roughly 3,000‐feet wide about one mile above
the confluence with San Luis Obispo Creek.
Residential developments in the East Fork SLO Creek watershed are mostly to the east of Broad Street. These
neighborhoods have local storm drain systems, varying between 24‐ to 48‐inch pipes, and detention basins that appear to
be sufficient for the neighborhood but are unlikely to be able to accept additional flows. That said, there are many small
tributaries in this watershed and any site will not be too far from a potential outfall location, as can be seen on
Figure 5.3‐3. Because of the No‐Adverse Impact Policy, detention will likely need to be provided on‐site. However, the
Buckley Road regional detention basin may be able to offset these requirements.
Stenner Creek
Stenner Creek connects with SLO Creek in the west portion of the downtown area. Stenner Creek's major tributaries are
Old Garden Creek, which drains the northwest corner of the city, and Brizziolari Creek, which joins Stenner Creek just
inside the northern corporate limits. The headwaters of Brizziolari and Stenner Creeks are in the foothills of the Santa
Lucia Mountain Range to the north of the city. Brizziolari Creek bisects Cal Poly just to the east of Stenner Creek. The
overall Stenner Creek watershed drains 11.1 square miles to the north of the city. The lower portion of the watershed,
between Cal Poly and SLO Creek, is heavily developed being mostly residential and commercial; it includes the northern
portion of the downtown business district. Agricultural land occupies the flatter mid‐elevations of the watershed with
steeper mountainous terrain in the upper elevations. There are many small storm drain systems in the urbanized portion
of the watershed, with pipe sizes ranging between 24‐ to 48‐inches.
The 100‐year floodplain is generally not contained within stream channels and becomes worse south of Foothill Blvd. with
flow spilling to the west upstream of Murray Street in the 10‐year event. South of Highway 101, the floodplain becomes
about 800‐feet wide as it nears the confluence with SLO Creek. A portion of the Stenner Creek floodplain, north of the
city limit, is included in Special Floodplain Management Zone #2.
Known Deficiencies and Flood‐Prone Areas
Brizziolari Creek at Cal Poly – Creek overflows in 10‐ to 25‐year event; shallow flooding in parking lots and
possibly buildings
Stenner Creek near, Murray, and Santa Rosa Streets – Insufficient capacity at bridges causes flow split to the west
in the 10‐year event: shallow flooding
Stenner Creek at Highway 101 – Culvert under highway causes backwater flooding in the 10‐ to 25‐year event
LUCE Update Background Report
Page 5-38 June 2014
Stenner Creek between Highway 101 and SLO Creek confluence ‐ Insufficient channel capacity in 10‐ to 25‐year
event; shallow flooding
Old Garden Creek above Foothill Blvd. – Flooding between Tassajara Dr. and Cuesta Dr. (Waterway Management
Plan, 2003)
Prefumo Creek and Laguna Lake Watersheds
Towards the southern end of the city, Prefumo Creek joins San Luis Obispo Creek. The Prefumo Creek and Laguna Lake
watershed drain 14.7 square miles on the west side of the city. Previously, Prefumo Creek joined with the Laguna Lake
drainage below the lake’s outlet and connected to SLO Creek in a different location. However, in the 1960s, the upper
Prefumo Creek basin was re‐routed through Laguna Lake during development and a lake outlet control was installed.
Land use in the Laguna Lake drainage is mostly agricultural with a few small residential neighborhoods. Whereas the
Prefumo Creek drainage consists of residential development with a golf course in the lower elevations near Laguna Lake,
and forested mountainous terrain in the mid‐ to upper‐elevations of the basin.
Land to the northwest and upstream of Laguna Lake is very flat and these streams have little capacity. As a result, most
major rainfall events cause shallow flooding. The floodplain here extends about 1.6 miles upstream of the lake and is a
half mile wide. There is little development in this area though and this flood storage helps with the downstream flooding
problems on SLO Creek. Between the lake outlet and the confluence with SLO Creek, the floodplain is quite complicated
as the SLO Creek floodplain splits along both sides of Highway 101.
Floodplains to the northwest and southeast of the lake are included in the Special Floodplain Management Zone #2.
There are rich wetlands around the lake, particularly on the north and northwest sides, and also by the Prefumo and SLO
Creek confluence. Wetlands are subject to US Army Corps of Engineers 404 permitting requirements which require
mitigation for removal or disturbance of wetlands. Development of areas adjacent to the Lake, but controlled by the
County have an unknown impact on the flood plain.
The neighborhoods west of Laguna Lake have local storm drain systems, with pipe sizes varying between 24‐ and
48‐inches.
Known Deficiencies and Flood‐Prone Areas
Laguna Lake Floodplain – The northwest end of the lake is very flat and floods frequently. The floodplain here is
about a half mile wide and extends 1.6 miles beyond the end of the lake. The area is largely under County
jurisdiction.
Upper Prefumo Creek at Laguna Lake – The Prefumo Creek mouth has sedimentation problems which require
frequent sediment removal. Flooding likely around the 50‐year event.
Other Drainage Basins
Froom Creek is a 2.0‐square mile drainage to the south of the Prefumo Creek Basin. This basin is partially
developed on the east side along Los Osos Valley Road. There is a detention basin at the west end of Madonna
Road; an underground detention system just west of the Los Osos Valley Road and Devaul Ranch Drive
intersection; and two detention basins just west of the Los Osos Valley Road and Highway 101 intersection.
There is a defined floodplain, about 200 feet wide, along the lower portion of Froom Creek. Froom Creek
connects to SLO Creek about 1,000 feet down stream of the Prefumo Creek confluence.
Davenport Creek is a 6.9 square mile drainage which drains a more rugged canyon area to the south of the East
Fork SLO Creek basin. This basin is predominately outside of corporate limits and has several residential
developments and a golf course in the upper east end of the basin. There is a defined floodplain along Davenport
Creek, 200 feet wide on average. Davenport Creek joins with SLO Creek about 3,000 feet downstream of the East
Fork confluence.
5.3 Storm Drainage
June 2014 Page 5-39
Waterway Management Plan – Planned Floodplain Projects
The 2003 Waterway Management Plan presents a prioritized list of planned floodplain projects. These following projects
included have not been completed:
San Luis Obispo Creek:
Los Osos Valley Road Culvert and Bridge Replacement
Channel Modification below Los Osos Valley Road
Elks Lane Bypass Channel
Mid‐Higuera Bypass Channel
Cuesta Park Detention Enhancement
East Fork SLO Creek:
Buckley Road Regional Detention Basin
East Fork Channel Modifications
References
Reports/Publications
FEMA. Flood Insurance Study. San Luis Obispo County, California and Incorporated Areas. August 28, 2008
San Luis Obispo, City of. Airport Area Storm Drain Master Plan. Adopted January 1999. Revised July 2000
San Luis Obispo, City of. Stormwater Management Plan. February 2005.
San Luis Obispo, City of. Waterway Management Plan VOLUME I ‐ San Luis Obispo Creek Watershed. March 2003.
San Luis Obispo, City of. Waterway Management Plan VOLUME II ‐ Stream Management and Maintenance Program.
March 2003.
San Luis Obispo, City of. Waterway Management Plan VOLUME III ‐ Drainage Design Manual. February 2003.
Websites
San Luis Obispo, City of. http://www.slocity.org , August 24, 2012.
LUCE Update Background Report
Page 5-40 June 2014
Other Utilities
5.4
Introduction
This section discusses existing facilities and services in San Luis Obispo related to electrical service, natural gas, and
telecommunications.
Key Terms
Alternative Energy. Any source of energy intended to replace fuel sources with undesirable consequences such as oil and
coal.
Cellular Network. A radio network distributed over land areas or cells, served by one or more fixed location transceivers.
When multiple cells join together, they provide radio coverage for a geographic area enabling a large number of portable
transceivers (e.g., mobile phones) to communicate with each other.
Easement. A limited right to make use of a property owned by another; for example, a right of way across the property
for an electricity or gas line.
Electricity. A natural phenomenon, either through lightning or the attraction and repulsion of protons and electrons to
create friction, that in turn forms an electric current or power.
Electricity Generators. Entities that own, operate, and maintain electric generation assets to supply energy and ancillary
services to the competitive market.
Fiber Optic Cable. A cable containing multiple optical fibers. The individual fibers are coated with flexible, transparent
glass or plastic and contained in a cable tube suitable to the environment where the cable is being deployed. The fibers
transmit light between the two ends of the cable, allowing for high speed transmission of information over long distances.
Gigawatt hours (GWh). A unit of measurement for electricity equal to one thousand megawatt hours or one billion watt
hours.
Kilowatt‐hours (kWh). A unit of measurement for electricity equal to one thousand watt hours.
Megawatt hours (MWh). A unit of measurement for electricity equal to one thousand kilowatt hours or one million watt
hours.
June 2014 Page 5-41
Natural Gas. A hydrocarbon gas mixture that is widely used as an energy source in a variety of applications including
heating buildings, fueling vehicles, and generating electricity.
Power Plants. Sources for generating electricity.
Regional Notification Center. A regional notification center is an association of owners and operators of subsurface
installations (e.g., water, gas, electric, telephone). The purpose of the center is to provide a single telephone contact that
excavators can use to give the center’s members advance notification of their intent to excavate. (Contractors State
License Board) Renewable Energy. Energy that comes from natural resources that are naturally replenished, such as
solar, wind, rain, tides, geothermal, and biomass sources.
Transmission and Distribution Lines. Delivery networks for electricity and natural gas.
Watt. An electrical unit of power equal to the rate of energy transfer produced in a circuit by one volt acting through a
resistance of 1 ohm; a unit of measurement of resistance.
Wi‐Fi. A technology that allows an electronic device to exchange data wirelessly over a computer network.
Wireline. Wired infrastructure that can support telecommunications through DSL, cable, copper, or fiber conduits.
Regulatory Setting
Federal
Federal Energy Regulatory Commission (FERC). FERC is an independent agency that regulates the interstate transmission
of electricity, natural gas, and oil. FERC reviews proposals to build liquefied natural gas (LNG) terminals and interstate
natural gas pipelines, and licenses hydropower projects. The Energy Policy Act of 2005 gave FERC additional
responsibilities, including: promoting the development of a strong energy infrastructure; open access transmission tariff
reform; and preventing market manipulation.
Federal Communications Commission (FCC). The FCC regulates interstate and international communications by radio,
television, wire, satellite, and cable in the United States. It was founded through the Communications Act of 1934 and
operates as an independent agency overseen by the United States Congress. The Federal Advisory Committee Act of 1972
put in place a process for establishing, operating, overseeing, and terminating FCC advisory committees for specific
aspects of communications. The FCC is made up of six separate bureaus: Consumer & Governmental Affairs,
Enforcement, Media, Public Safety & Homeland Security, Wireless Telecommunications, and Wireline Competition.
Together, these bureaus are responsible for adopting and modifying rules/regulations that govern business practices.
These can include interpretive rules, policy statements, substantive legislative rules, and organizational/procedural rules.
State
California Public Utilities Commission (CPUC). The CPUC is a State agency created by constitutional amendment to
regulate privately owned telecommunications, electric, natural gas, water, railroad, rail transit, passenger transportation,
and in‐state moving companies. The CPUC is responsible for assuring California utility customers have safe, reliable utility
services at reasonable rates while also protecting utility customers from fraud. The CPUC regulates the planning and
approval for the physical construction of electric generation, transmission, or distribution facilities; and local distribution
pipelines of natural gas (CPUC Decision 95‐08‐038). The CPUC also regulates rates and charges for basic
telecommunication services, such as how much you pay for the ability to make and receive calls.
Renewables Portfolio Standard (RPS). The Renewables Portfolio Standard program was established in 2002 by SB 1078
and later accelerated by Executive Order S‐14‐08 in 2008. RPS requires an annual increase in renewable energy generated
by electric utilities equivalent to at least 1 percent of sales, with an aggregate goal of 20 percent by 2010 (which was
accomplished), 25 percent by 2016, and 33 percent by 2020. The CPUC is tasked with implementing the RPS through
entities like the California Energy Commission.
California Energy Commission (CEC). The CEC is California’s primary energy policy and planning agency. Created in 1974,
it is charged with six major responsibilities:
LUCE Update Background Report
Page 5-42 June 2014
Energy forecasting;
Promoting energy efficiency and conservation through the appliance and building efficiency standards;
Financially supporting public interest energy research ;
Developing green energy resources and technologies for buildings, industry, and transportation;
Licensing large thermal power plants; and
Planning for state response to energy emergencies.
AB 1890 (1996). Restructured California’s electricity market to open the generation of electricity to competition
(transmission and distribution systems remain a regulated monopoly). AB 1890 requires utilities to purchase electricity
from the wholesale market. AB 1890 gives customers of investor‐owned utilities the ability to choose who provides their
electricity.
Electric Service Providers (ESP). Created by AB 1890 (1996), ESPs are non‐utility retail service providers. ESPs, such as
brokers and aggregators, buy power from generators and distributors and sell the electricity to consumers. ESPs provide
service only through existing transmission lines.
Energy Action Plan (EAP). To ensure that adequate, reliable, and reasonably‐priced electrical power and natural gas
supplies are provided, the CPUC and the CEC prepared an Energy Action Plan in 2003 (updated in 2005). The goal of the
EAP is to secure California’s electricity and natural gas supply through policies, strategies, and actions that are cost‐
effective and environmentally sound. The CPUC and the CEC intend to achieve this goal as follows:
Meet California's energy growth needs while optimizing energy conservation and resource efficiency and
reducing per capita electricity demand;
Ensure reliable, affordable, and high quality power supply for all regions of the state by building sufficient new
generation;
Upgrade and expand electricity transmission and distribution infrastructure and reduce the time to bring needed
facilities on line (currently it takes at least seven years to develop a new transmission facility);
Promote customer and utility owned distributed generation; and
Ensure a reliable supply of reasonably priced natural gas.
Integrated Energy Policy Report (IEPR). The CEC prepared the IEPR to identify how California will meet its energy needs,
while reducing greenhouse gas emissions.
California Independent System Operator (CAISO). CAISO is a non‐profit organization that manages the flow of electricity
across 80 percent of California’s high‐voltage, long‐distance power lines.
CAISO’s primary function is to balance electricity supply with demand, and maintain adequate reserves to meet the needs
of California homes and businesses. CAISO regulates itself with oversight from CPUC and the FERC.
Title 20, California Code of Regulations. Also known as the Public Utilities and Energy Code, Title 20 contains the
regulations related to power plant siting certification.
Title 24, California Code of Regulations. Also known as the California Building Energy Efficiency Standards Code, Title 24
contains the energy efficiency standards related to residential and nonresidential buildings. Title 24 standards are based,
in part, on a State mandate to reduce California’s energy demand.
California Government Code 4216.9 Protection of Underground Infrastructure. The responsibilities of persons excavating
in the vicinity of underground utilities are detailed in Section 1, Chapter 3.1 “Protection of Underground Infrastructure,”
Article 2 of California Government Code 4216 4216.9. This law requires that an excavator must contact a regional
notification center at least two days prior to excavation of any subsurface installation. Underground Service Alert will
5.4 Other Utilities
June 2014 Page 5-43
notify the utilities that may have buried lines within 1,000 feet of the project. Representatives of the utilities are required
to mark the specific location of their facilities within the work area prior to the start of project.
Local
Conservation and Open Space Element of the General Plan, Policy 4.5. This policy supports renewable energy in San Luis
Obispo, including solar access standards for new developments, solar access for future solar installations, policy support
to require photovoltaic collectors for new large single family residential projects and for common‐use facilities in large
multi‐family residential developments.
Climate Action Plan (adopted 2012). Contains strategies to increase use of renewable energy, evaluate feasibility of
regional Community Choice Aggregation, and collaborate with the County and energy provides to evaluate a feed‐in tariff
program to reimburse property owners producing renewable energy.
Major Findings
Southern California Gas Company maintains two large natural gas pipelines that form a ring around the City Limits
running adjacent to Buckley Road, Broad Street, and South Street/101.
Pacific Gas & Electric (PG&E) is the only purveyor of electricity in the LUCE SOI Area.
Three trans‐Pacific fiber optic cable landings in Morro Bay, San Luis Obispo, and Grover Beach combine to make
the central coast one of the largest international telecommunications hubs on the West Coast.
The City of San Luis Obispo and Cal Poly jointly operate a fiber optic cable ring used exclusively for City services
and educational purposes.
Digital West, in collaboration with the City of San Luis Obispo, completed a fiber ring in 2012 bringing high speed
connectivity to businesses in San Luis Obispo’s most important corridors.
The entire San Luis Obispo‐Paso Robles Statistical Area has access to one or more wireless providers. About 99.4
percent of the population has access to two or more wireless providers, compared to only 85 percent nationally,
and nearly 91.0 percent have access to 4 wireless providers compared to 10.2 percent nationally.
People within the San Luis Obispo‐Paso Robles Statistical Area have similar access to DSL, cable, and wireless
technology types compared to the nation. However, only 0.6 percent of people in this area have access to fiber,
compared to 17.3 percent nationally.
Existing Conditions
A variety of utility purveyors in the Planning Area provide and maintain utility and service system facilities associated with
electricity, natural gas, and telecommunication services. These providers include Pacific Gas and Electric (PG&E), which
provides electricity services; Southern California Gas Company, which provides natural gas services; Charter
Communications, AT&T, and Comcast, which provide broadband internet service; and a wide variety of telephone and cell
phone service providers (e.g., AT&T, Verizon, T‐Mobile, Sprint, and Nextel).
Electrical Services
Pacific Gas & Electric (PG&E)
PG&E provides electricity service in the City of San Luis Obispo and owns and maintains all transmission and distribution
facilities in the Planning Area. PG&E delivers approximately 86,000 GWh of electricity to its 15 million customers
throughout its 70,000‐square‐mile service area in northern and central California. According to the PG&E corporate
responsibility report, retail customers purchased 81,935 GWh of electricity in 2008. Of that total, 25,481 GWh were
generated by PG&E’s own generation facilities. The remainder was purchased under contracts or from the open market.
PG&E maintains three major transmission lines running west to east across San Luis Obispo County to substations in
Fresno and Merced counties. The 2005 Baseline Greenhouse Gas Emissions Inventory includes electricity consumption
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Page 5-44 June 2014
data specific to the city. In 2005, electricity consumption within the city of San Luis Obispo was approximately 251.5
GWh. About 93.1 GWh (37 percent) of this was accounted for by the residential sector.
Generation Facilities
The California Energy Commission maintains a power plant database of operating power plants in the state by county. San
Luis Obispo County is home to two large scale power generation facilities and three small hydroelectric facilities. The
largest is the PG&E‐owned Diablo Canyon Power Plant, located 12 miles west of the city of San Luis Obispo. The plant’s
two reactors produce over 18,000 GWh annually. The Morro Bay Power Plant, located 13 miles northwest of San Luis
Obispo, is an oil and gas powered generation plant. It is scheduled to go completely offline in 2015 as a result of State
regulations that require a comprehensive upgrade of the facility’s cooling systems.
There are two large scale photovoltaic solar farms are currently (2012) under construction on the Carrizo Plains located in
the eastern part of the county. The 550‐megawatt Topaz Solar Farm is expected to supply enough electricity to power
160,000 homes and provide significant economic benefits to the surrounding communities. The California Valley Solar
Ranch is a 250‐megawatt project located adjacent to the Topaz Solar Farm near the Kern County border. Both solar farms
are expected to be operational in 2014.
There are four small scale hydroelectric generation facilities in San Luis Obispo County. The largest, the Nacimiento Hydro
Project, is located in the northernmost part of the county on Lake Nacimiento. The project, owned by the Monterey
County Water Resources Agency, produces 4.2MW of energy. The other three facilities are located in Stenner Canyon and
at the Laguna Lake Waste Water Treatment Facility.
Transmission and Distribution Facilities
Electricity transmission and distribution systems include generating facilities, switching yards and stations, primary
substations, distribution substations, distribution transformers, and various sized transmission lines. In the United States,
there are over one quarter million miles of transmission lines, most of them capable of handling voltages between 115 kv
and 345 kv, with a handful of systems of up to 500 and 765 kv capacity. Transmission lines are rated according to the
amount of power they can carry, the rate of flow, and the voltage. Generally, electricity transmission is more efficient at
higher voltages.
Generating facilities, such as hydro‐electric dams and power plants, typically produce electrical energy at fairly low
voltages, which is increased by transformers at substations. From there, the energy proceeds through switching facilities
to the transmission lines. At various points in the system, the energy is "stepped down" to lower voltages for distribution
to customers. Power lines are either high voltage (115, 230, 500, and 765 kV) transmission lines or low voltage (12, 24,
and 60 kV) distribution lines.
Transmission line right‐of‐way must be kept clear of vegetation that could obstruct the lines or towers by falling limbs or
interfering with the sag or wind sway of the overhead lines. The dimensions of a right‐of‐way depend on the voltage and
number of circuits carried, and the tower design. Typically, transmission line rights‐of‐way range from 100 feet to 300 feet
in width.
PG&E owns all of the transmission and distribution facilities in the Planning Area. Four separate transmission lines run out
of Diablo Canyon Power Plant Switchyards. Two 500 kv transmission lines run 84 miles west to the Midway regional
substation in Kern county. One 500 kV line runs 79 miles North West to the Gates regional substation in Fresno county.
The fourth 230 kV transmission line connects with the Morro Bay Power Plant switchyard 10 miles north of Diablo Canyon
Power Plant. None of these transmission lines passes through the city of San Luis Obispo. Reduced voltage transmission
lines from regional substations deliver power to three local substations in San Luis Obispo: Goldtree, Foothill, and San Luis
Obispo. These local substations deliver power to customers in San Luis Obispo through low voltage distribution lines.
Natural Gas Services
Southern California Gas Company supplies natural gas to San Luis Obispo and owns the primary gas transmission lines
within the city and Planning Area. Southern California Gas’ large volume distribution network includes large diameter
natural gas pipelines that enter the city along major transportation corridors. The location of these major natural gas
distribution pipes is shown on Figure 5.4‐1. Lines run along U.S. Route 101 before turning west near the Cuesta Grade.
5.4 Other Utilities
June 2014 Page 5-45
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Major Natural Gas Distribution Pipelines
Source: City of San Luis Obispo, Southern California Gas Company, Mintier Harnish; July 2012
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Major Natural Gas Distribution Pipelines
LUCE Update Background Report
Page 5-46 June 2014
Pipes also enter the city along Los Osos Valley Road and SR 227. The Los Osos Valley Road pipeline connects to the Edna
Valley pipeline, which runs along Buckley Road south of the airport. As the 101 pipeline enters the city limits, it switches
from a large diameter transmission line to a high pressure distribution line and connects with the Edna Valley pipeline
immediately east of the Broad and South Street intersection. The natural gas and oil refineries and terminals closest to
San Luis Obispo are located at the southern end of San Luis Obispo County. The 2005 Baseline Greenhouse Gas Emissions
Inventory includes natural gas consumption data specific to the city. In 2005, natural gas consumption within the city of
San Luis Obispo was approximately 1,085,520 Dth (decatherms).
Telecommunications
Telephone service is available from most national phone service companies. Cellular phone service is also available from
several national providers with most of the city served by AT&T, T‐Mobile, and Verizon. Many residents bundle their
phone, internet, and sometimes cable television with the same provider.
Wireless Network
Wireless (Wi‐Fi) networks allow an electronic device to exchange data wirelessly over a computer network. Networks can
be city‐wide or just accessible in scattered hotspots. Many homes have access to their own private Wi‐Fi network that
they purchase from a private provider. Additionally, private businesses provide free and fee‐based wireless internet
access on their premises.
The City of San Luis Obispo currently (2012) operates six wireless networks for municipal operations via an enterprise‐
wide wireless controller. There are 17 wireless access points (APs) that are all connected through a City‐owned fiber optic
Ethernet network. The City is planning to upgrade its wireless networks in the near future to expand the number of
wireless access points to 48. The existing (2012) wireless networks include:
Broadcast Wireless. Wireless remote controller for the City broadcast room.
Dispatch Wireless. Wireless remote controller for AV systems in the Public Safety Dispatch Center and a fire
station.
PoliceInCarVideo. Upload of in‐car video from Police vehicles.
Private Wireless. Internal City network.
Public Wireless. Public access network. The Public Wireless network is open to the public at certain City‐owned
locations such as City Hall.
Fiber Optic Communication
Fiber optic cables (fiber) have become an increasingly important component of telecommunications infrastructure. Fiber
is the fastest form of communications infrastructure, but requires the laying of underground fiber cables as opposed to
traditional copper that may be installed above‐ground. Direct connections to fiber optic networks have typically been
limited to large urban areas where demand supports the expensive upfront costs of installing the fiber. Broadband
providers have generally viewed small towns and rural areas as poor investments due to a lack of demand.
Unlike other small cities and rural communities, San Luis Obispo is located near fiber optic landing stations which provide
trans‐Pacific connections to Asia, Australia, and Central America. Landing stations in Morro Bay, San Luis Obispo, and
Grover Beach create one of the largest landing station regions on the entire West Coast.
The City of San Luis Obispo, in cooperation with Cal Poly, the California State University system, and the Corporation for
Education Network Initiatives in California (a non‐profit who operates the California Research and Education Network)
installed the first fiber ring in San Luis Obispo in 2003. However, it is not publically accessible. The 15.4 mile Cal Poly/San
Luis Obispo Joint Fiber project includes 6.7 miles of City‐only cable that connects the most important City government
facilities and 8.7 miles of additional cable that is shared between the City and Cal Poly. The project improved the City’s
organizational productivity, customer service, public access to City information, and provided infrastructure to make
future network improvements. In exchange for access to the City conduits, Cal Poly agreed to provide the fiber cables and
install the entire fiber ring. The project created the potential for Cal Poly to connect to the trans‐Pacific fiber landings and
California’s higher education research and backbone network, which connects California’s other educational institutions.
5.4 Other Utilities
June 2014 Page 5-47
In 2010 Digital West Networks, a local data storage company, received interexchange carrier status from the State, which
allows it to lay underground fiber optic cable. With this new status, Digital West installed fiber optic infrastructure for
businesses in the city using public and private conduits. In 2012, Digital West completed a fiber ring around and through
the major business corridors in San Luis Obispo: including Buckley Road in the south, Broad Street in the east, and
Higuera/South Higuera Street in the west. Digital West’s fiber ring now (2012) provides speeds up to a gigabit per second
for uploading and downloading data, compared to 60 to 100 mbps that were common for business connections before
the ring.
In 2002, AT&T received approval from San Luis Obispo County for the AT&T Fiber Optic Cable Project which would,
through a combination of new construction and overriding existing conduits, install a 242‐mile fiber optic line from San
Luis Obispo to Los Angeles connecting Southern California to the trans‐Pacific landing stations. However, the project was
postponed until 2010, when AT&T submitted a supplemental environmental impact report and received approval from
San Luis Obispo County. Upon completion, the project will install fiber along Los Osos Valley Road south to Buckley Road
where it will travel east until it reaches the Union Pacific Railroad right‐of‐way. At this juncture, it will travel south to Los
Angeles along the Union Pacific right‐of‐way. This project is currently (2012) an AT&T infrastructure project and is not
meant to deliver direct fiber optic broadband access to homes and businesses. It does, however, provide for the
possibility of future connections to fiber infrastructure within the San Luis Obispo community.
Broadband Services
Broadband internet service is becoming an increasingly important aspect of community infrastructure. It can be used to
promote social and economic development as well as human and technological capacity building. A community that is
well‐served with widespread access can foster participation in emerging economic sectors dependent upon high speed
internet access. Broadband internet networks are now viewed as basic infrastructure and there is a public interest for
communities to ensure that their residents and businesses have appropriate access.
Assessing a community’s broadband capacity and infrastructure is challenging because it requires data that is not yet
widely available. This is due, in part, to the evolving nature of the broadband market. Unlike other infrastructure that is
publically owned or is provided by one or two quasi‐public companies, broadband is provided by multiple private sector
providers. The quality of broadband networks is also measured using multiple technical characteristics, but there is no
consensus on which of these characteristics combine to define “good” or “adequate” broadband service.
Common characteristics used to measure the quality of broadband service in a community are the number of wireline and
wireless providers, the type of broadband available (e.g. DSL, Fiber, Cable), and the data rate (download/upload speed).
The National Telecommunications and Information Administration, in collaboration with the FCC, created the National
Broadband Map to provide readily available data on broadband availability. The National Broadband Map compiles
broadband data on the largest 400 metropolitan statistical area in United States as of June 6, 2011. This list includes the
San Luis Obispo‐Paso Robles statistical area , which includes the city of San Luis Obispo and other surrounding
communities.
Table 5.4‐1 summarizes access to different wireline (i.e., hard‐line telephone) and wireless providers in the San Luis
Obispo‐Paso Robles area. Within the San Luis Obispo‐Paso Robles Statistical Area, nearly 8 percent of the population does
not have access to wireline service providers, about twice as many as the national average. About 82.4 percent of the
population has access to two or more wireline providers, which is roughly the same as the national average (83.1
percent). However, only 2.9 percent of the San Luis Obispo‐Paso Robles Statistical Area population has access to three
providers and no one has access to four or more providers, compared nationally to 29.1 percent and 2.5 percent,
respectively.
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Page 5-48 June 2014
Table 5.4‐1. Access to Wireline And Wireless Internet Providers San Luis Obispo‐Paso Robles Statistical Area and
United States June 2011
Number of Providers
Wireline Providers Wireless Providers
Percent Population1 Nationwide Average Percent Population1 Nationwide Average
0 7.9% 4.0% 0.0% 3.7%
1 9.7% 12.9% 0.6% 11.3%
2 79.5% 41.6% 1.5% 41.3%
3 2.9% 29.1% 7.2% 30.5%
4 0.0% 9.9% 90.7% 10.2%
5 0.0% 1.8% 0.0% 2.1%
6 0.0% 0.3% 0.0% 0.5%
7 0.0% 0.2% 0.0% 0.3%
8 0.0% 0.2% 0.0% 0.1%
Total 100.0% 100.0% 100.0% 100.0%
Source: National Broadband Map June 2011. http://www.broadbandmap.gov, July 2012.
1)Represents the percent of the San Luis Obispo‐Paso Robles Metropolitan Statistical Area Population with access to the specified number of
providers
The entire San Luis Obispo‐Paso Robles area has access to one or more wireless providers. About 99.4 percent of the
population has access to two or more providers, compared to only 85 percent nationally, and nearly 91 percent have
access to 4 providers compared to 10.2 percent nationally. Figure 5.4‐2 shows existing fiber optic infrastructure within
the city of San Luis Obispo.
Table 5.4‐2 summarizes access to broadband technology types in the San Luis Obispo‐Paso Robles Statistical Area. People
within the San Luis Obispo‐Paso Robles Statistical Area have similar access to DSL, cable, and wireless technology types
compared to the nation. However, only 0.6 percent of people in the San Luis Obispo‐Paso Robles Statistical Area have
access to fiber, compared to 17.3 percent nationally.
Table 5.4‐2. Access to Technology Types San Luis Obispo‐Paso Robles Statistical Area and United States
June 2011
Technology Type Percent Population1 Nationwide Average
DSL 86.2% 88.0%
Fiber 0.6% 17.3%
Cable 86.0% 83.3%
Wireless 98.9% 98.5%
Source: National Broadband Map June 2011. http://www.broadbandmap.gov, July 2012.
1)Represents the percent of the San Luis Obispo‐Paso Robles Metropolitan Statistical Area Population with access to the specified broadband
technology type
Table 5.4‐3 summarizes average broadband speed measurements (megabits per second) at different facilities in the
San Luis Obispo‐Paso Robles Statistical Area. The fastest broadband speeds occurred at schools and libraries.
Table 5.4‐3. Broadband Speed Measurements San Luis Obispo‐Paso Robles Statistical Area And United States
June 2011
Broadband Speed Test (mbps) Median Speed (mbps)
Home 5.9
Schools/Libraries 9.5
Medium/Large Business 4.9
Small Business 3.0
Mobile 3.3
Source: National Broadband Map June 2011. http://www.broadbandmap.gov, July 2012.
5.4 Other Utilities
June 2014 Page 5-49
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LUCE Update Background Report
Page 5-50 June 2014
References
American Telephone & Telegraph AT&T Fiber Optic Cable Project. Final EIR. 2002.
California Public Utilities Commission. http://www.cpuc.ca.gov/puc/, July 2012.
California Legislature. The Electric Utility Industry Restructuring Act, Senate Bill 1890, 1996.
California Energy Commission, California Energy Consumption Database. http://ecdms.energy.ca.gov/, July 2012
California Energy Commission, 2011 Integrated Energy Policy Report.
http://www.energy.ca.gov/2011_energypolicy/index.html, February 15 2012
California Energy Commission/California Public Utilities Commission. Energy Action Plan.
http://www.energy.ca.gov/energy_action_plan/2005‐09‐21_EAP2_FINAL.PDF, September 2005.
California Energy Commission. California Power Plant Index. July 2012.
Digital West. “Metro Fiber on the Central Coast: The Fastest Way to Navigate the Internet.” November 16th 2011.
Federal Communications Commission. http://www.fcc.gov/, July 2012
Federal Energy Regulatory Commission. http://www.ferc.gov/, July 2012.
Fountain, Matt. New Times. “Come on Baby, Light my Fiber.” September 8, 2010.
5.4 Other Utilities
June 2014 Page 5-51
Please see the next page.
LUCE Update Background Report
Page 5-52 June 2014
Public Services and Utilities
Introduction
This section describes existing (2012) facilities and public services in San Luis Obispo related to schools, libraries, fire
protection, law enforcement, and waste management. It details the capacities and levels of service for various public and
private facilities, services, and utilities provided within the Land Use and Circulation Planning Subarea.
Key Terms
Academic Performance Index (API). The Public Schools Accountability Act (PSAA) of 1999 (Chapter 3, Statutes of 1999)
established the API, which summarizes a school's or a local educational agency's (LEA's) academic performance and
statewide assessment scores. The API is calculated annually based on student performance on the California
English‐Language Arts and Mathematics Standards Test, California Science Standards Test, California Life Science
Standards Test, California History‐Social Science Standards Test, California Modified Assessment, California Alternate
Performance Assessment, and CAHSEE. API scores range from 200 to 1,000, with a statewide target of 800.
Aggravated Assault. An unlawful attack by one person upon another for the purpose of inflicting severe or aggravated
bodily injury.
Arson. The unlawful intentional burning of any structure or object resulting in damage or destruction of property.
Automatic Aid. The process whereby the closest piece of emergency apparatus is dispatched to a call for assistance,
regardless of jurisdictional responsibility.
Basic Aid School District. School districts where property taxes meet or exceed the district’s revenue limit. Basic Aid
School Districts received revenue from local property taxes and the State funding guarantee of $120 per child until
Proposition 98 funding was suspended in 2003. Basic Aid School Districts are still allowed to keep excess property tax
revenues and may spend them for any purpose.
Burglary. The unlawful entry of an inhabited structure to commit a felony or a theft.
Charter City. A city that is empowered to make and enforce all laws concerning municipal affairs, subject only to the
limitations of the city charter and the constitution and laws of the State.
Charter School. A tax‐supported school established by a charter between a granting body (i.e., school board) and an
outside group (e.g., teachers and parents). Charter schools operate within the framework of California State law
June 2014 Page 5-53
(Education Code §47605‐47608) to create a charter that outlines the school’s governing structure, mission, methods of
assessment, student outcomes, and goals. Charter schools function as small independent school districts and accept
students based on criteria established in the school charter.
Certificated School Employee. A certificated school employee is an employee of a school district who is in a position
requiring a teaching certificate from the State Department of Education. Classified school employees include teachers,
student services personnel, principals, assistant principals, program directors, and coordinators.
Classified School Employee. A classified school employee is an employee of a school district who is in a position not
requiring a teaching certificate from the State Department of Education. Classified school employees include employees
in such positions as teaching assistants, teacher's aides, pupil services aides, library aides, school secretaries, custodians,
bus drivers, and cafeteria workers. The numbers of classified staff members do not include preschool, adult education, or
regional occupational center or program classified employees.
Disposal. All waste created by all sources within each jurisdiction (including businesses, government agencies and
residents) which is disposed at CalRecycle‐permitted landfills or CalRecycle‐permitted transformation facilities, or is
exported from the state. CalRecycle tracks tons of waste disposed by each jurisdiction using its disposal reporting system.
Disposal Site. The place, location, tract of land, area, or premises in use, intended to be used, or which has been used, for
the disposal of solid wastes.
A Class I disposal site may include a landfill, waste pile, surface impoundment, or land treatment unit for
hazardous waste. A Class I landfill must have a variance permit from the California Integrated Waste
Management Board (CIWMB) and is regulated by the Enforcement Agency (EA).
A Class II disposal site may include a landfill, waste pile, surface impoundment, or land treatment unit for
designated waste which threatens water quality. A Class II disposal site must have a solid waste facilities permit
from the California Integrated Waste Management Board (CIWMB) and is regulated by the Enforcement Agency
(EA).
A Class III disposal site is a landfill that accepts non‐hazardous resources such as household, commercial, and
industrial waste, resulting from construction, remodeling, repair, and demolition operations. A Class III landfill
must have a solid waste facilities permit from the California Integrated Waste Management Board (CIWMB) and
is regulated by the Enforcement Agency (EA).
Diversion. In reference to solid waste, diversion refers to the amount of solid waste that is prevented from being
deposited into a landfill and instead is able to be reused or recycled as another product. Diversion is typically expressed
as a percentage of total waste.
Electronic Waste. Items include computers, computer monitors, televisions, printers, and electronic parts, which are
excluded from solid waste landfills.
Fiduciary Funds. School District assets held in a trustee or agency capacity, such as retiree benefits, that cannot be used
to support district programs.
Forcible Rape. The carnal knowledge of a person forcibly and against his/her will.
Hazardous Waste. Discarded items from households or industrial or agricultural processes that would be designated
hazardous due to the concentration, volume, and chemical content.
Homicide. The willful (non‐negligent) killing of one human by another.
Household Hazardous Waste. Items that are discarded at specially designated facilities. These items include paints,
cleaning chemicals, solvents, fluorescent light bulbs, non‐commercial pesticides, insecticides, and motor oil.
Insurance Services Office (ISO) Rating. Rating and statistical information for the insurance industry based on a
community’s fire‐suppression delivery system, including fire dispatch, fire department, and water supply. Insurance rates
are set using this rating, which is based on a scale from Class 1 to Class 10, where Class 1 is the best score.
Larceny. The unlawful taking, carrying, leading, or riding away of property from the possession of another.
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Mello‐Roos Bonds (Also known as Special Local Bonds). Special districts formed by school districts to sell bonds for
school construction projects, which require approval of two‐thirds of the voters and are repaid by property owners
located within the special district.
Motor Vehicle Theft. The theft or attempted theft of a motor vehicle.
Mutual Aid. The provision of resources (personnel, apparatus, and equipment) to a requesting jurisdiction engaged in
emergency operations, which has exhausted or will shortly exhaust local resources.
Nightlife Public Safety Assessment. An assessment completed by the San Luis Obispo Community Development
Department that is meant to develop strategies to reduce public safety problems associated with alcohol outlets. The
Nightlife Public Safety Assessment helped to create the Deemed Approved Ordinance and the FBS committee.
Over Concentration. A designation used by Alcoholic Beverage Control to inhibit the proliferation of alcohol outlets in a
certain census tract. Overconcentration is reached when there is more than one alcohol outlet per 2,500 population per
census tract or if a census tract has 20 percent higher crime than city averages.
Private Hauler. Any privately‐owned waste hauler that collects, disposes or destroys, or any combination thereof,
garbage, waste, offal or debris.
Proprietary Funds. School District funds covering businesslike activities when a fee is charged to external users or to other
organizational units of the district; these funds are generally intended to be self‐supporting.
Recycling. The process of collecting, sorting, cleansing, treating, and reconstituting materials that would otherwise
become solid waste, and returning them to the economic mainstream in the form of raw material for new, reused, or
reconstituted products that meet the quality standards necessary to be used in the marketplace.
Response Time. The total amount of time it takes for a fire, police, and/or emergency medical service (EMS) unit to
respond to a call, from the time when the emergency call is placed to 911 to the time that the unit arrives on scene.
Response times are typically broken into three components:
Call‐handling time which includes the time of the call to 911 until the time that Communications dispatches fire,
police, and/or EMS units.
Turnout time which includes the time that Communications dispatches a fire, police, and/or EMS unit until the
time that the unit responds and is en route to the scene.
Travel time which includes the time that the fire, police, and/or EMS unit responds until the time that the unit
arrives on scene.
Revenue Limit District. School districts where funding consists of the revenue limit (the general purpose money the State
allocates per student using ADA‐average daily attendance). The revenue limit is combination of local property taxes and
state taxes. Revenue limits are based on school type (elementary, high, or unified), size (small or large), historical
spending patterns, and a multitude of other variables.
Robbery. Taking or attempting to take anything of value from the care, custody, or control of a person or persons by
force or threat of force or violence and/or by putting the victim in fear.
Roll‐off Services. Waste collection services provided by a roll‐off type of waste transfer vehicle, a special truck with a
tilting bed to pick up special large roll‐off containers to transfer solid waste. Collection vehicles dump waste through a
hopper into the stationary compactor which pushes the material into a roll‐off container that is clamped to the end of the
compactor. When the roll off box is full, the truck bed is tilted to ground level next to the roll‐off box and the truck uses a
hoist to pull the box onto the bed. An empty container is then attached to the compactor. The full box is hauled to the
disposal site and is emptied by tilting the bed and dumping the material by gravity.
School Development Fees. Fees levied on new development by school districts as established by Proposition 1A and
SB 50 and determined by the State Allocation Board.
5.5 Public Services and Utilities
June 2014 Page 5-55
Level I fees are set at rates of $3.20 per square foot of new residential and $0.51 per square foot for commercial
and industrial development. A fee of $3.20 per square foot also applies to any additions to existing residential
development. Additions of less than 500 square feet are exempt from this fee.
Level II fees are additional fees on new development set by individual School Districts to generate one‐half of the
cost of providing new school facilities. Use of Level II fees assumes that the State will provide the other half of
the cost of new schools through the issuance of general obligation bonds.
Level III fees are additional fees on new development set by individual School Districts to generate 100 percent of
the cost of providing new school facilities allowed in the event that the State does not have funding available.
The district must, however, refund these funds when general obligation funds from the State become available.
School District Governmental Funds. School district funds used for tax‐supported education activities that include the
education of pupils; operation of food service and child development programs; construction and maintenance of school
facilities; and repayment of long‐term debt.
Socioeconomically Disadvantaged Students. Students whose parent(s) have not received a high school diploma or
students that participate in the free or reduced‐price lunch program, also known as the National School Lunch Program
(NSLP).
Solid Waste. Non‐hazardous solid discarded items from households and industry. Solid waste includes primarily waste
paper and food organic waste. Other common waste items are plastic, cloth, metal cans, and yard waste.
Universal Waste. A category of hazardous wastes that are generated by a wide variety of people and businesses and are
hazardous upon disposal but pose a lower risk to people and the environment than other hazardous wastes. Universal
waste includes fluorescent lamps, cathode ray tubes, instruments that contain mercury, batteries, and others defined in
California Code of Regulations, title 22, division 4.5, chapter 23.
Regulatory Setting
Federal
National School Lunch Program. A federally‐assisted meal program operating in public and nonprofit private schools and
residential child care institutions that provides nutritionally balanced, low‐cost or free lunches to children each school
day. President Harry Truman’s administration established the program under the National School Lunch Act in 1946.
(USDA)
No Child Left Behind Act. In 2001, Congress passed the No Child Left Behind Act (NCLB Act). This act, under direction of
the U.S. Department of Education, reauthorizes the Elementary and Secondary Education Act of 1965 with increased
accountability for States, school districts, and schools; provides more flexibility for States and local educational agencies in
the use of Federal education dollars; and places stronger emphasis on reading skills. The NCLB Act requires states to
implement statewide accountability systems covering all public schools and students. These systems are based on
challenging State standards in reading and mathematics, annual testing for all students in grades 3‐8, and annual
statewide progress objectives ensuring that all groups of students reach proficiency within 12 years. Assessment results
and state progress objectives are broken out by poverty, race, ethnicity, disability, and limited English proficiency to
ensure that no group is left behind. School districts and schools that fail to make adequate yearly progress (AYP) toward
statewide proficiency goals are subject to improvement, corrective action, and restructuring measures. Schools that meet
or exceed AYP objectives or close achievement gaps are eligible for State Academic Achievement Awards.
Occupational Safety and Health Administration Regulations. In 1970, Congress passed the Occupational Safety and
Health Act, creating the Occupational Safety and Health Administration (OSHA) under the United States Department of
Labor. OSHA sets and enforces workplace standards and provides training, outreach, education, and assistance.
Federal Bureau of Investigation. The Federal Bureau of Investigation (FBI) is an intelligence‐driven and threat‐focused
national security and law enforcement organization that protects and defends the United States against terrorist and
foreign intelligence threats, upholds and enforces the criminal laws of the United States, and provides leadership and
LUCE Update Background Report
Page 5-56 June 2014
criminal justice services to federal, state, municipal, and international agencies and partners. The FBI also gathers, shares,
and analyzes intelligence to support its own investigations and those of its partners and to better understand and combat
the security threats facing the United States.
Title 40 of the CFR. Title 40 of the Code of Federal Regulations (CFR), Part 258 (Resource Conservation and Recovery Act
RCRA, Subtitle D) contains regulations for municipal solid waste landfills and requires states to implement their own
permitting programs incorporating the Federal landfill criteria. The Federal regulations address the location, operation,
design, groundwater monitoring, and closure of landfills.
State
Charter Cities. The California Constitution identifies two types of cities: charter cities and general law cities [Article XI
Section 3(a)]. General law cities are bound by all aspects of the State’s general law, while charter cities are bound by
general state law except in regard to municipal affairs. The home‐rule provision of the California Constitution allows
charter cities to conduct their own business and control their own affairs. A city charter may establish that any ordinance
passed by the city regulating municipal affairs will take precedence over general state law unless state law specifically
includes provisions to require compliance by charter cities. The City of San Luis Obispo is a charter city.
California Alcoholic Beverage Control (ABC). ABC is the state agency that regulates the sale of alcohol through it licensing
process. ABC has the power to grant or revoke alcohol licenses. ABC also has the power to place restrictions on alcohol
licenses when a jurisdiction is classified as over concentrated. .
California Code of Regulations. The California Code of Regulations, Title 5 Education Code, governs all aspects of
education within the state.
Mello‐Roos Community Facilities Act of 1982. In 1982 the Mello‐Roos Community Facilities Act of 1982 (Government
Code §53311‐53368.3) was created to provide a method of financing needed improvements and services. Mello‐Roos
bonds provide developers with upfront funds for infrastructure improvements. Repayment of the bonds is shifted to
homebuyers through a Special Tax. Sellers must fully disclose the use of Mello‐Roos funding to potential home buyers.
Additionally, a local agency cannot require participation in a Mello‐Roos district for school facilities; however, the school
development statutory fee is reduced by the amount of any voluntary participation in a Mello‐Roos district.
Proposition 1A/Senate Bill 50 (1A/SB 50). Proposition 1A/Senate Bill (SB) 50 (Chapter 407, Statutes of 1998) established
the School Facility Program (SFP). The SFP is a school construction measure authorizing the expenditure of State bonds
totaling $9.2 billion through 2002, primarily for modernization and rehabilitation of older school facilities and construction
of new school facilities. A total of $2.5 billion is available for higher education facilities and $6.7 billion is available for
K‐12 facilities. With the adoption of Proposition 55 in March 2004, an additional $12.3 billion in funding became available
for modernization projects for schools (see discussion of Proposition 55 below).
Proposition 1A/SB 50 implemented significant fee reforms by amending the laws governing developer fees and school
mitigation:
It establishes the base (statutory) amount (indexed for inflation) of allowable developer fees at $1.93 per square
foot for residential construction and $0.31 per square foot for commercial construction. Current State statutes
dictate that school districts have the authority to levy fees on new development at rates of $3.20 per square foot
of new residential and $0.51 per square foot for commercial and industrial development.
It prohibits school districts, cities, and counties from imposing school impact mitigation fees or other
requirements in excess of or in addition to those provided in the statute.
It also suspends for a period of at least eight years (beginning in 2006) a series of court decisions allowing cities
and counties to deny or condition development approvals on grounds of inadequate school facilities when acting
on certain types of entitlements.
Proposition 1A/SB 50 prohibits local agencies from using the inadequacy of school facilities as a basis for denying or
conditioning approvals of any “legislative or adjudicative act . . . involving . . . the planning, use, or development of real
property” (Government Code 65996(b)).
5.5 Public Services and Utilities
June 2014 Page 5-57
Satisfaction of the Proposition 1A/SB 50 statutory requirements by a developer is deemed to be “full and complete
mitigation.” The law identifies certain circumstances under which the statutory fee can be exceeded, including
preparation and adoption of a “needs analysis,” eligibility for State funding, and satisfaction of two of four requirements
(post‐January 1, 2000) identified in the law including year‐round enrollment, general obligation bond measure on the
ballot over the last four years that received 50 percent plus one of the votes cast, 20 percent of the classes in portable
classrooms, or specified outstanding debt.
Assuming a district qualifies for exceeding the statutory fee, the law establishes ultimate fee caps of 50 percent of costs
where the State makes a 50 percent match, or 100 percent of costs where the State match is unavailable. District
certification of payment of the applicable fee is required before the City or County can issue the building permit.
School Facility Program (SFP). The SFP is the major State funding program for providing permanent public school facilities.
SFP was created by the passage of Proposition 1A and Senate Bill 50 in 1998. It is administered by the State Office of New
Public School Construction. Proposition 1A/SB 50 enables the district to collect School Development Fees in an amount
up to 100 percent when general obligation funds from the State are unavailable.
Assembly Bill 16. Assembly Bill 16 (AB 16) was approved within the School Facility Program (SFP) in 2002 and established
the Critically Overcrowded School Facilities (COS) program, which supplements the new construction provisions within the
SFP. The COS program allows school districts with critically overcrowded school facilities, as determined by the California
Department of Education, to apply for a preliminary apportionment for new construction projects.
Proposition 55. Proposition 55 is a school construction measure passed in 2004 authorizing the sale of approximately
$12.3 billion in bonds to fund qualified K‐12 education facilities to relieve overcrowding and to repair older schools. Funds
target areas of the greatest need and must be spent according to specific requirements. These bonds are used only for
eligible projects. Approximately ten billion dollars is allocated to K‐12 schools, with the remaining 2.3 billion allocated to
higher education facilities.
Proposition 98. Proposition 98 required that the State spend a minimum percentage (about 40 percent) of the budget on
K‐12 education and that the percentage not be less than the total amount from these sources in the prior year plus
0.5 percent as adjusted for increases in enrollment and changes in the cost of living. Proposition 98 funding was
suspended in 2003.
California Department of Education. The California Department of Education creates K‐12 education policy in the areas
of standards, instructional materials, assessment, and accountability, and includes the Director of Education who
performs the executive and administrative functions of the Department and the State Board of Education which functions
as the governing and policy‐making body of the Department. (California Department of Education)
Guide to School Site Analysis and Development. The Guide to School Site Analysis and Development establishes a
technique for determining acreage for new school development. Rather than assigning a strict student/acreage ratio, this
guide provides flexible formulas that enable school districts to tailor ratios, as necessary, to accommodate existing and
future demand.
Insurance Services Office. The Insurance Services Office (ISO) provides rating and statistical information for the insurance
industry in the United States for all types of industries, including fire service, on risk management. The ISO recommends
that initial response fire engine stations are spaced 1.5 miles apart and ladder trucks are spaced 2.5 miles apart, leading to
a three to four and seven to eight minute travel time, respectively.
California Health and Safety Code (Sections 13000 et seq.). California Health and Safety Code Sections 13000 et seq.
establish State fire regulations, including regulations for building standards (also set forth in the California Building Code),
fire protection and notification systems, fire protection devices such as extinguishers and smoke alarms, high‐rise building
and childcare facility standards, and fire suppression training.
Occupational Safety and Health Administration Regulations. The California Department of Industrial Relations
Occupational Safety and Health Division sets and enforces workplace standards established by the State Labor Code 1171
et. seq.
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California Commission on Peace Officer Standards and Training. The Commission on Peace Officer Standards and
Training (POST) advocates for, exchanges information with sets selection and training standards for, and works with law
enforcement and other public and private entities. POST was established by the Legislature in 1959 to identify common
needs that are shared by representatives of law enforcement.
California Integrated Waste Management Board. (CIWMB). The California Integrated Waste Management Board
oversees, manages, and tracks waste generated in California. The Board provides limited grants and loans to help
California cities, counties, businesses, and organizations meet the State's waste reduction, reuse, and recycling goals. It
also provides funds to clean up solid waste disposal sites and co‐disposal sites (those accepting both hazardous waste
substances and non‐hazardous waste). (California Integrated Waste Management Act).
California Department of Resources Recycling and Recovery. The California Department of Resources Recycling and
Recovery (CalRecycle) develops, manages, and enforces waste disposal and recycling regulations. CalRecycle requires that
the fifty percent diversion requirement established by AB 939 be measured in terms of per‐capita disposal and goal
measurement to comply with SB 1016 (Wiggins 2008). The San Luis Obispo County Integrated Waste Management
Authority reports solid waste disposal rates to CalRecycle on behalf of the City of San Luis Obispo as a Regional Agency.
Assembly Bill 939. Assembly Bill 939 (AB 939) (Public Resources Code 41780) requires cities and counties to prepare
integrated waste management plans (IWMPs) and to divert approximately 50 percent of solid waste from landfills. AB 939
also requires cities and counties to prepare Source Reduction and Recycling Elements as part of the IWMP. These
elements are designed to develop programs to achieve diversion goals, stimulate local recycling in manufacturing and
stimulate the purchase of recycled products.
Senate Bill 1016. Senate Bill (SB) 1016 requires that the 50 percent solid waste diversion requirement established by AB
939 be measured by pounds per person per day. SB 1016 changed the California Integrated Waste Management Board
review process for the reduction and recycling element of a jurisdiction’s integrated waste management plan. After an
initial determination of diversion requirements in 2006 and establishing diversion rates for subsequent calendar years, the
Board reviews a jurisdiction’s diversion rate compliance in accordance with a specified schedule. On January 1, 2018, the
Board will be required to review a jurisdiction’s source reduction and recycling element and hazardous waste element
once every two years.
Local
City Charter (Adopted June 6, 1978, Amended through August 30, 2011). The City charter establishes a
Council‐Mayor‐City Manager form of government that gives the City Council the power to make and enforce all laws and
regulations in respect to municipal affairs. The City Council sets forth the powers and duties of all officials and employees
of the City and the organization, function, conduct, and operation of the various departments of the City. The charter also
includes regulations for city budgets and fiscal management, licenses and franchises, personnel administration, and
advisory bodies. Changes to the City Charter must be approved by the voters.
City Municipal Code Chapter 3.15. Chapter 3.15 of the City’s Municipal Code allows the City to establish general purpose
retail transactions and a use tax of one‐half percent to protect and maintain essential services, including public safety,
police, and fire services, based on approval by two‐thirds of the City Council and a simple majority of voters. This provision
sunsets in April 2015, unless it is renewed by a majority of voters.
City Municipal Code Chapter 3.50. Chapter 3.50 of the City’s Municipal Code imposes a fire facilities inspection fee for
multi‐dwelling properties collected via the secured property tax roll. The City Council is responsible for establishing the
specific amount of the fee.
City Municipal Code Chapter 8.08. Chapter 8.08 of the City’s Municipal Code contains regulations for hazardous weed
and debris removal. Whenever the Fire Chief finds weeds or debris that may become a fire hazard, he or she may issue a
notice to the owner of the property to remove the hazard.
City Municipal Code Chapter 15.04. Chapter 15.04 of the City’s Municipal Code adopts the Uniform Fire Code with such
deletions, amendments, and additions thereof as set forth in the chapter. The Uniform Fire Code is operated under the
supervision of the Fire Department Chief.
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City of San Luis Obispo General Plan, Safety Element Section 9.3 A‐C, Program S: Response Performance Standards. The
General Plan includes Program 9.3 A‐C of the Safety Element, which sets response‐time program goals for three City
departments: Fire, Police, and Public Works and Utilities. The objectives are as follows:
Fire Department: Four minute response time for emergency calls.
Police Department: 30 percent available‐time for patrol response, where available‐time is defined as the
percentage of total time that a patrol unit is considered available for response to emergency calls for service (i.e.,
not assigned to another emergency call). The Police Department responds to emergency and non‐emergency
requests of citizens in a timely manner dependent on call priority, staffing, availability, road conditions, and
overall safety. Public Works and Utilities Departments: Department‐set specific response‐time objectives based
on the values at risk and acceptable levels of risk related to city infrastructure issues (e.g., water main break,
large trees down in the street).
City of San Luis Obispo Local Hazard Mitigation Plan. The 2004 Local Hazard Mitigation Plan establishes the
Fire Department’s standard of coverage that a three‐person engine company, with paramedic, meet the General Plan
response‐time objective 95 percent of the time.
San Luis Obispo County Diversion Program. The San Luis Obispo County recycling program has a goal of 65 percent
diversion from the Cold Creek Landfill.
City of San Luis Obispo 2012 Climate Action Plan. The 2012 Climate Action Plan includes the goal to reduce the
community waste stream to as close to zero waste as possible, with a 75 percent diversion rate by the year 2020.
City Municipal Code, Chapter 8.05. Chapter 8.05 of the City’s Municipal Code requires all construction projects with a
value of greater than or equal to fifty thousand dollars to submit and comply with a plan for recycling construction and
demolition debris. The Recycling Plan must include the estimated volume or weight of project construction and
demolition debris, by materials type, to be generated; the maximum volume or weight of such materials that can feasibly
be diverted via reuse or recycling; the vendor or facility that the applicant proposes to use to collect or receive that
material; and the estimated volume or weight of construction and demolition debris that will be landfilled.
Deemed Approved Ordinance. The Deemed Approved Ordinance holds existing alcohol outlets to performance standards
that are meant to protect the health, safety, and welfare of surrounding uses. See the section titled “Zoning Regulation
Amendments and Deemed Approved Ordinance” for details.
Other
National Fire Protection Association (NFPA) Guideline 1710. The National Fire Protection Association develops,
publishes, and disseminates more than 300 consensus codes and standards intended to minimize the possibility and
effects of fire and other risks. NFPA guideline 1710 is the standard for the organization and deployment of fire
suppression operations, emergency medical operations, and special operations to the public by fire departments. The
requirements address functions and objectives of fire department emergency service delivery, response capabilities, and
resources. This standard also contains general requirements for managing resources and systems, such as health and
safety, incident management, training, communications, and pre‐incident planning. This standard addresses the strategic
and system issues involving the organization, operation, and deployment of a fire department and does not address
tactical operations at a specific emergency incident. The National Fire Protection Association (NFPA) guideline 1710
recommends that a four‐person company staff engines and ladder trucks. NFPA also concludes that a minimum of 14 to
15 firefighters plus an on‐scene incident commander should be deployed to fight the average risk structure fire. The
National Fire Protection Association (NFPA) guideline 1710 on fire services deployment recommends that fire
departments strive for a four minutes for the initial fire apparatus response and eight minutes for additional unit
response. The NFPA guideline 1710 also recommends a call handling and turnout time goal of one minute.
Uniform Fire Code. The Uniform Fire Code contains statewide regulations relating to construction, maintenance, and use
of buildings. The National Fire Protection Association maintains and administers the code. Topics addressed in the code
include fire department access, fire hydrants, automatic sprinkler systems, fire alarm systems, fire and explosion hazards
safety, hazardous materials storage and use, provisions intended to protect and assist fire responders, industrial
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processes, and many other general and specialized fire‐safety requirements for new and existing buildings and the
surrounding premises. The Code contains specialized technical regulations related to fire and life safety.
Major Findings
Schools
While San Luis Coastal Unified School District (SLCUSD) enrollment steadily decreased from its peak in 1997‐1998,
enrollment increased during the past three years (2009‐2010 through 2011‐2012).
Schools that serve San Luis Obispo maintained an average ratio of 21 students per teacher during the 2010‐2011
school year, the same as the SLCUSD as a whole.
The number of students eligible for free or reduced price meals and English learner students has increased by
more than 10 replace in SLCUSD from 2000‐2001 to 2010‐2011.
In 2011, 34 replace of SLCUSD students were socioeconomically disadvantaged, 15 replace were English learners,
and 11 replace had disabilities. However, these levels are low when compared to the state average of 55 replace,
17 replace, and 11 replace respectively. Schools serving San Luis Obispo had fewer socioeconomically
disadvantaged students than the SLCUSD and state average (34 replace) and disabled students (9.6 replace), but
more English learner students (18.5 replace).
The SLCUSD Academic Performance Index improved from 830 (2009‐2010) to 835 (2010‐2011) and was above the
State target of 800. Schools serving San Luis Obispo had a higher score than the district and improved from 854
(2009‐2010) to 866 (2010‐11). Schools serving San Luis Obispo improved their API by about 12 points on average,
compared to an average five point improvement in the district as a whole.
Libraries
The San Luis Obispo County Library operates 15 branches. One of these branches, the San Luis Obispo Library, is
within the San Luis Obispo LUCE SOI Area.
The San Luis Obispo Library hosted fewer events per 1,000 residents (2.09) than the county average (2.14).
The San Luis Obispo County Library 2012 Report and Strategic Plan found that the existing San Luis Obispo Library
facility will need additional space to meet projected 2030 population demand.
Fire Department
The San Luis Obispo Fire Department (SLOFD) operates out of four fire stations (Stations One through Four)
located strategically throughout the city to decrease response times to emergencies.
There are 50 full time employees and one three‐quarter time employee in the San Luis Obispo City Fire
Department., 42 have primary emergency response responsibilities. There are 3 Battalion Chiefs, 12 Captains,
15 Engineers, and 12 Firefighters. The remaining 8.75 employees are administrative and fire prevention bureau
personnel.
The headquarters, Fire Station (Station 1), is strategically located on the Broad Street corridor and also houses the
administrative offices, the Fire Prevention Bureau, a maintenance shop and training facility.
As part of the Memorandum of Understanding entered into between the City and the International Association of
Firefighters (Local 3523) on January 1, 2012, effective January 1, 2012 thru December 31, 2015, the City is
committed to meeting a 14‐minimum sworn staffing requirement on all shifts that further guarantees that there
will be three‐person engine companies, a four‐person truck company and a Battalion Chief on duty at all times.
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June 2014 Page 5-61
The total response time measures the amount of time it takes for a unit to respond from the moment the 911 is
received in dispatch to the moment the unit arrives on scene. Out of 4,154 service calls in 2008, SLOFD
responded within nine minutes 90.6 replace of the time.
SLOFD has an ISO rating of Class 2 on a scale from 1 through 10 where Class 1 is considered the best rating.
A total of 50.75 full time employees work at the SLOFD as of May 2013.
SLOFD meets National Fire Protection Association (NFPA) guideline 1710 for the necessary 14 firefighters on duty
to fight the average residential structure fire, but only Station One has the four person team recommended by
NFPA guideline 1710 and OSHA to enter a burning structure.
Police Department
In 2012, the San Luis Obispo Police Department (SLOPD) staffing ratio is 1.27 officers per 1,000 residents, which is
lower than the most other police departments in the region and is below the comparable state average of
comparable communities (1.38).
SLOPD operates out of one main facility located at 1042 Walnut Street with a small additional office located at
1016 Walnut.
Out of 28,030 fire and police calls for service (2011), most calls (21 replace) were categorized as property issues
which consist of responses to building alarms, theft and attempted theft, burglary, property damage, lost or
found property, trespassing, and arson. Fraud accounted for the fewest amount of service calls (1 replace),
followed by hazards and fire.
Crime in San Luis Obispo decreased from 2007 to 2010 by about 11 replace, but increased from 2010 to 2011 by
about 6 replace.
In 2008, SLOPD arrested 1,597 people for alcohol and other drug offenses, which account for 24 replace of service
calls and 57 replace of arrests. Alcohol and drug related offenses were most likely to occur between 10:00 pm
and 2:00 am on Saturdays.
In 2008, there were 4,882 alcohol‐ and 313 drug‐related events recorded out of 21,643 identified problem group
service calls where alcohol and drug use were likely to be involved. Drunkenness, alcohol law violations, DUI, and
disturbing/loud party service calls were the most prominent alcohol‐specific offences.
In 2008, youth were most likely to be involved in drunkenness, alcohol law violations, DUIs, and drug‐specific
offenses.
The number of alcohol or drug events in a given location is correlated with the presence of alcohol retail stores.
This relationship is particularly evident in the Downtown area.
Disturbing the peace and loud party events are more prominent near Cal Poly, but are also prevalent in the
Downtown area and along Madonna east of Los Osos Valley Road.
Downtown San Luis Obispo, as defined by its Census tract, has 78 alcohol licenses and a population of
approximately 3,597. This exceeds ABC’s concentration threshold of one license per 2,000 persons per census
tract.
The City has put restrictions on alcohol outlets in the form of Conditional Use Permits for all new alcohol outlets
and deemed approved performance standards for all existing alcohol outlets. Restaurants serving alcohol no
later than 11:00 p.m. are not subject to a use permit.
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Solid Waste
There are three solid waste disposal facilities within San Luis Obispo County. Most solid waste collected in the
city is disposed of at the Cold Canyon Landfill.
Cold Canyon Landfill’s Conditional Use Permit for the expansion of the facility’s capacity was approved in 2012.
The expansion project provides enough capacity to remain open until the year 2040. Chicago Grade Landfill has
93 replace capacity remaining and Paso Robles has 82 replace capacity remaining. Since 2008, the San Luis
Obispo Integrated Waste Management Authority has achieved or exceeded the State per capita and employment
diversion targets, except for 2010 when the employment diversion target was not achieved.
Existing Conditions and Setting
General Government
The City of San Luis Obispo was incorporated as a General Law City in 1856 and became a Charter City in 1876. San Luis
Obispo’s City Charter was comprehensively updated in 1955 and has been amended nine times through August 30, 2011.
This section summarizes the existing organization and government structure for the City of San Luis Obispo. The section
also details the boards and commissions that have been created by the City Council, and discusses the variety of services
and functions that are provided by the City.
City Organization
San Luis Obispo is a full‐service city that provides police, fire, water, sewer, streets, transit, parking, planning, building,
engineering, and parks and recreation services to the community. Most of the City’s primary administrative operations
are located at 990 Palm Street. The Community Development Department, Fire Department, Parks and Recreation
Department, Police Department, Public Works Department, and Utilities Department operate out of different facilities
discussed later in this section. The City currently (2012) employs approximately 377 regular full‐time staff and
160 temporary employees, including fire and police personnel.
As set forth by the City Charter, San Luis Obispo operates under a Council‐Mayor‐City Manager form of government. The
City Council has the authority to make and enforce all laws and regulations with respect to municipal affairs, subject only
to the limitations of the City Charter and the State Constitution. The five‐member City Council consists of the mayor,
elected at‐large for a two year term, and four council members who are elected at large for staggered four‐year terms
(i.e., two members are elected every two years). The Mayor presides over all meetings of the City Council and represents
the City for ceremonies and directs the services and functions of city government. The City holds elections in November
of even‐numbered years and terms begin on the first day in December following the election. The Council meets on the
first and third Tuesdays of every month.
Fourteen standing advisory bodies, listed later in this section, help the City Council enforce laws and regulations
concerning municipal affairs. They make recommendations to staff, other advisory bodies, and the City Council for the
adoption and administration of bylaws, rules, and regulations and perform other duties as directed by the Council.
The City Council appoints the City Manager, who acts as the administrative head of the municipal government. The City
Manager is responsible for ensuring that policies established by the City Council are carried out and that the day‐to‐day
operations of the City government run efficiently. The City Manager also provides information and recommendations to
the City Council and implements Council policies. The City Manager is assisted by several department heads and other
staff. All department heads are appointed by the City Manager, with the exception of the City Attorney. While the City
Charter gives the Council the authority to appoint the City Treasurer and City Clerk, the Council has authorized the City
Manager to make these appointments. There are currently (2012) ten city departments: Administration, City Attorney,
Community Development, Finance and Information Technology, Fire, Human Resources, Parks and Recreation, Police,
Public Works, and Utilities. These departments are described below and depicted in the organization chart shown in
Figure 5.5‐1.
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Figure 5.5‐1. Organization of the City of San Luis Obispo LUCE Update Background Report
Page 5-64 June 2014
Administration
The Administration Department includes the City Manager and the City Clerk, as well as the staff responsible for
implementing the City’s economic development, natural resources, cultural arts, tourism, and special services programs.
The Administration Department is headed by the City Manager. The City Clerk prepares and provides public access to
Council records, conducts elections, administers the advisory body appointment process, coordinates legal publications
posting and advertising, and codifies ordinances. The Administration Department is located at City Hall.
City Attorney
The City Attorney provides legal services and advice to the City Council, the City Manager, advisory bodies, and
departmental staff. The City Attorney represents the City in court, defending the City against claims and litigation and
initiating civil lawsuits on behalf of the City, enforces and prosecutes violations of the Municipal code, and administers the
Legislative Action and Legal Advocacy programs. The City Attorney is appointed by and reports to the City Council. The
City Attorney’s Office is located at City Hall.
Community Development Department
The Community Development Department consists of four divisions: Administration, Long Range Planning, Development
Review, and Building and Safety. The Community Development Department is located at 919 Palm Street.
Administration
The Administration Division manages support of the department. Staff in this division provide support for advisory bodies
in the form of staff report distribution, agenda posting, and hearing notification. This division is also responsible for
administering the department budget, receipting and accounting for permit fee payments, and providing assistance to the
technical staff.
Long Range Planning Division
The Long Range Planning Division develops and implements strategies that guide the city’s future growth and
development. Long Range Planning is responsible for the preparation, maintenance, and implementation of the General
Plan, and oversees the City’s Community Development Block Grant Program, Historic Preservation Program, and provides
staff support to the Planning Commission and Cultural Heritage Committee.
Development Review Division
The Development Review Division manages land use issues and maintains the City’s development regulations.
Development review is responsible for reviewing development proposals for consistency with the General Plan, the
California Environmental Quality Act (CEQA), zoning regulations, subdivision regulations, architectural review
requirements, and all other applicable plans and regulations. After their initial review, the Division forwards the project
proposal to the Administrative Hearing officer, the applicable advisory body (e.g., Planning Commission, Architectural
Review Commission), and/or the City Council for approval.
Building and Safety Division
The Building and Safety Division provides building inspection and plan‐check services for all construction in the city.
Building and safety is responsible for administering State and local building codes, enforcing zoning requirements, and
providing neighborhood services. The Division also issues building permits and inspects code‐regulated work at
construction sites.
Finance and Information Technology Department
The Finance and Information Technology Department provides accounting services and manages information technology
operations. The Finance Division includes accounting and revenue management. The Information Technology Division
includes telecommunications and network services. Finance and Information Technology is responsible for overseeing
fiscal affairs, including collecting money, paying bills and employees, managing the City’s investments, providing
centralized accounting, preparing financial reports, coordinating budget preparation, and developing long‐term financial
plans. The Division is also responsible for overseeing information resources, including the City’s fiber optic network, file
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June 2014 Page 5-65
servers, computer workstations, telephones and radio system, as well as Geographic Information Systems (GIS) staff and
resources. Under City Charter Section 706, which allows for combining department head positions, it is the City’s
longstanding policy that the director of Finance and Information Technology also serves as the City Treasurer. The Finance
and Information Technology Department is located at City Hall.
Fire Department
The Fire Department is responsible for protecting people and property from fire hazards and natural disasters and
responding to medical emergencies. The Department has five major programs that provide fire protection services for
San Luis Obispo: Administration, Emergency Operations, Fire Prevention and Life Safety, Training and Equipment, and
Support Services. The Fire Department administration is located at 2160 Santa Barbara Avenue.
Human Resources Department
The Human Resources Department manages the City’s employees and personnel. Human Resources is responsible for
recruiting, testing, classifying, evaluating, and training employees. The Department also administers the City’s Personnel
Rules and Regulations and Work Force Diversity Program and the City’s Risk Management Program. The Human Resources
Department is located at City Hall.
Parks and Recreation Department
The Parks and Recreation Department plans and manages park facilities, open space, and recreation programs. The
Department consists of eight divisions: Aquatics, Children’s Services, Facilities, Golf, Ranger Service, Recreational Sports,
Special Events and Skate Park, and Teens, Seniors, Boomers, and Classes. Parks and Recreation coordinates the City’s
Public Art and Community Garden programs, and seeks State and Federal grants to help pay for park projects. The Parks
and Recreation Department is located at 1341 Nipomo Street.
Police Department
The Police Department enforces the laws of the State of California and local ordinances. The Department is responsible
for responding to calls for service, investigating crimes and arresting offenders, enforcing traffic and other laws, and
promoting community safety through crime prevention and school‐safety patrols. The Police Department consists of two
bureaus: Operations and Administration. Operations include Patrol Services, the Traffic Safety Unit, and Neighborhood
Services. Administration includes the Administrative Services Division, Investigative Division (to include the Special
Enforcement Team (SET), the Communications Division, and the Records Unit. The Police Department is located at
1042 Walnut Street.
Public Works Department
Public Works is responsible for the design and construction, operation, maintenance, and management of the city’s
infrastructure. The Department prepares and implements the Capital Improvement Program (CIP) and provides ongoing
day‐to‐day maintenance of the City’s streets, signals, street lights, parks, landscape areas, vehicles, and buildings. The
Public Works Department consists of four divisions: Engineering and Maintenance Services, Transportation and
Development Review, Administrative Support Services, and Fleet Services. Most of the Public Works Department divisions
are located at 919 Palm Street.
Engineering and Maintenance Services Division
Engineering and Maintenance Services oversees implementation of the CIP and infrastructure maintenance. The Division
consists of six programs: Capital Projects Design, Construction Management, Streets Maintenance, Parks Maintenance,
Urban Forest Services, and Facilities Maintenance Services.
Transportation and Development Review Division
Transportation and Development Review ensures new development projects and long range plans comply with
engineering and subdivision standards, and manages the city bus service, parking, and traffic management services. The
division consists of four programs: Development Review, Transportation Operations, Transit Services, and Parking
Services.
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Administrative Support Services Division
Administrative Support Services provides administrative support for all of the Public Works divisions.
Fleet Services Division
Fleet Services maintains and repairs all City vehicles and construction equipment except for those used in fire and public
transit programs.
Utilities Department
The Utilities Department provides water, wastewater, and solid waste services. Utilities is responsible for securing
adequate water supplies and providing safe and aesthetically pleasing drinking water, operating and maintaining the
City’s wastewater collection and water reclamation facilities, managing solid waste facilities, and coordinating a variety of
resource conservation, re‐use, and recycling programs. The Utilities Department is located at 879 Morro Street.
Advisory Bodies
The City Council has appointed 14 advisory bodies that support and provide recommendations to the City Council,
City Manager, and City Staff. The following boards, committees, and commissions are currently (2012) active in the City of
San Luis Obispo:
Architectural Review Commission. The seven‐member Architectural Review Commission advises the City Council
on architectural guidelines and on new construction design. The Commission acts on the City Council’s behalf to
make final decisions on sign permits and most development projects. The City Council makes final decisions on
some architectural review applications, including appeals of Architectural Review Commission decisions.
Commission members must be current city residents and should demonstrate a proven interest in the city’s
physical environment and the ability to make positive and fair aesthetic evaluations. The Commission meets on
the first and third Monday of each month.
Bicycle Advisory Committee. The seven‐member Bicycle Advisory Committee advises the City Council on matters
related to bicycle transportation in San Luis Obispo and its connections to bicycling outside the city. Committee
members must be current city residents and registered city voters. The Bicycle Advisory Committee meets on the
third Thursday of every other month starting in January.
Board of Appeals – Construction and Handicapped. The seven‐member Board of Appeals acts on the
City Council’s behalf to hear appeals of orders, decisions, or determinations regarding the application and
interpretation of various technical codes made by the Building Official. The Board of Appeals also meets as the
Appeals Board for Disabled Access to act upon appeals to the standards contained in the California Building
Standards Code regarding accommodations for persons with physical disabilities. Board members must be
current city residents and registered city voters, and two members must be physically handicapped, as defined by
the California Building Code. Five members should be persons, other than City employees, who demonstrate
experience in building construction and building service equipment. The Board holds hearings as needed.
Cultural Heritage Committee. The seven‐member Cultural Heritage Committee advises the Architectural Review
Commission, City Council and staff on the preservation and treatment of historic and architecturally significant
buildings as well as development within historic districts, and oversees educational and technical assistance
programs for preserving historical and cultural resources. Committee members must be current city residents
and registered city voters. When possible, membership includes a person knowledgeable in local history, a
person with training or experience in structural rehabilitation, a person with knowledge of architecture, and
when possible, a person knowledgeable in local archaeology. The Committee meets on the fourth Monday of
each month.
Housing Authority Commission. The seven‐member Housing Authority Commission advises the City Council on
housing issues and needs of the low‐ and moderate‐income households in the city. The Commission is
responsible for developing, maintaining, and managing the City’s low‐rent housing and rental subsidy programs.
Qualifications for appointment to the Commission are defined by State law (Health and Safety Code 34270
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June 2014 Page 5-67
et seq.) and are not subject to residency requirements. Five Commission members are at‐large and are
appointed by the Mayor subject to confirmation by the Council. The other two members, one of whom must be
62 years of age or older, are appointed by the Mayor from the Housing Authority’s tenant population. The
Commission meets on the third Thursday of each month.
Human Relations Commission. The seven‐member Human Relations Commission advises the City Council on how
social concerns and human needs can be addressed so that all persons in the city can enjoy equal rights and
opportunities regardless of race, religion, sex, national origin, age, physical, mental, sexual orientation, or
economic status. Commission members must be current city residents and registered city voters that have
demonstrated experience or interest in community social issues. The Commission meets on the first Wednesday
of each month.
Jack House Committee. The seven‐member Jack House Committee advises the City Council and Parks and
Recreation Department on preserving the historic integrity and administering the public use of the historic
Jack Residence at 536 Marsh Street. Committee members must be current city residents and registered city
voters, and include one individual each from the County Historical Society, Cal Poly School of Architecture faculty,
Cal Poly Department of Ornamental Horticulture faculty, and the City Parks and Recreation Commission. There
are three more members at large that are appointed by the Council. The Committee meets on the second
Wednesday of each month.
Mass Transportation Committee. The nine‐member Mass Transportation Committee advises the City Council
about public transit services within the city and Cal Poly campus. Seven voting members include a Cal Poly
employee designated by Cal Poly, a Cal Poly student representative designated by Associated Students, Inc. (ASI),
a senior citizen age 62 or older, a businessperson, a technical transportation planner, a disabled person, and a
member‐at‐large. The two alternate members are selected from the general public. All members, except for
those from Cal Poly, must be current city residents and registered city voters. The Committee meets on the
second Wednesday of every other month starting in January. e
Parks and Recreation Commission. The seven‐member Parks and Recreation Commission advises the City Council
and Parks and Recreation Department on the development and operation of recreation programs and parks and
the implementation of the Parks and Recreation Element of the General Plan. Commission members must be
current city residents and registered city voters. The Commission meets on the first Wednesday of each month.
Personnel Board. The five‐member Personnel Board acts on behalf of the City Council to settle employee
grievances and disciplinary matters. Board members must be current city residents and registered city voters
with experience in personnel matters. The Board holds hearings as needed.
Planning Commission. The seven‐member Planning Commission advises the City Council on matters related to
the General Plan, Zoning, Subdivisions, the Capital Improvement Program, and City services and resources for
proposed development. The Commission acts on the City Council’s behalf to make final decisions on some
planning applications such as use permits and certain variances. The City Council makes final decisions on all
other planning applications, including appeals of Planning Commission decisions. Commission members must be
current residents and registered city voters. The Commission meets on the second and fourth Wednesday of
each month.
Promotional Coordinating Committee. The seven‐member Promotional Coordinating Committee advises the City
Council on promoting tourism in San Luis Obispo. The Committee develops City promotional and advertising
programs and makes grant funding recommendations for cultural groups. Two standing subcommittees provide
recommendations to the Promotional Coordinating Committee: the Grants‐in‐Aid Committee for grant
applications and the Marketing Subcommittee for contracts and the City’s Marketing Plan. Committee members
include six city residents and one representative from the Tourism Business Improvement District Board. The
Committee meets on the second Wednesday of each month.
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Tourism Business Improvement District Board. The five‐member Tourism Business Improvement District Board
advises the City Council in the administration and use of Tourism Business Improvement District assessment
funds to promote tourism and benefit the lodging industry. Board members must be from the city lodging
industry. The Board meets on the second Wednesday of each month.
Tree Committee. The five‐member Tree Committee advises the City Council and staff on tree policies and
regulations. The Committee makes determinations on tree removal applications. Committee members must be
current city residents and registered city voters demonstrating interest or expertise in horticulture, including one
representative of the Architectural Review Commission. The Committee meets on the fourth Monday of each
Month.
Capital Improvement Plan
The Capital Improvement Plan (CIP) is a five‐year planning, scheduling, and approval plan that identifies and prioritizes the
City’s long‐range development and financing of infrastructure. It is the City’s principal planning tool for developing and
maintaining infrastructure to support existing residences and businesses and future development.
The CIP forecasts spending for all anticipated capital projects and is considered to be the link between infrastructure and
development and the City’s fiscal planning. The CIP is published in an appendix to the biennial budget, with an
introduction including a summary of legally authorized expenditures for the CIP during the upcoming two‐year fiscal
planning period. The CIP outlines the proposed capital improvement expenditures as well as detailed information on
programs planned for the five‐year period. The CIP and budget identify funding for capital projects from various,
appropriate capital fund sources including but not limited to: developer fees; tax revenue; State, Federal, and regional
grants; transportation funds; water, and wastewater revenues; bond revenues; debt proceeds; and several unrestricted
sources for capital improvement.
The City of San Luis Obispo defines all construction projects and equipment purchases exceeding $15,000 in value as a
capital improvement. Upon City Council approval of the budget, projects become a part of the City's budget document
and the construction of individual projects may proceed. The Public Works Department coordinates the capital
improvement program.
Schools and Education
The city of San Luis Obispo is served by one school district, the San Luis Coastal Unified School District (SLCUSD), which
provides preschool, primary, secondary high school, and adult educational services to residents. There are six private
schools located within the Land Use and Circulation Planning Subarea that provide preschool, primary, secondary, and
high school educational services to residents based on individually set criteria (e.g., academic performance, religious
affiliation). California Polytechnic State University San Luis Obispo, located within the Land Use and Circulation Planning
Subarea, and Cuesta College, located northwest of San Luis Obispo, provide college education services for students from
across the state.
Public Schools
San Luis Coastal Unified School District
SLCUSD serves the entire San Luis Obispo Land Use and Circulation Planning Subarea. The SLCUSD covers an area of
261 square miles, stretching between the coast and the Los Padres National Forest from Morro Bay in the North to
Arroyo Grande in the south. The following section focuses primarily on SLCUSD schools within the San Luis Obispo Land
Use and Circulation Planning Subarea.
The District operates ten elementary schools, two middle schools, two high schools, one continuation high school, and an
adult education facility. In addition to the K‐12 educational program, the SLCUSD offers a variety of additional
educational programs, including: cooperative preschool, preschool early education (PEEP‐De’Groot Prepare), and parent
participation. Six elementary schools, one middle school, one high school, and one continuation high school are located
within the San Luis Obispo Land Use and Circulation Planning Subarea. One additional elementary school located just
south of the Land Use and Circulation Planning Subarea also serves San Luis Obispo.
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June 2014 Page 5-69
Table 5.5‐1 lists all the schools in the SLCUSD, their addresses, enrollment, teachers, and ratio of students per teacher.
The locations of these schools are shown in Figure 5.5‐2. The Adult School is located in the city of San Luis Obispo and
offers GED and diploma programs, fitness classes, special interest activities, and parent participation classes. It also
provides a low‐cost preschool option that involves both children and their parents. The Adult School is listed in
Table 5.5‐1; however, enrollment information is not provided because it is based on individual class preferences instead
of a school‐wide total.
SLCUSD enrollment steadily decreased after a peak during the 1997‐1998 school year from 8,609 students to
7,135 students in 2008‐2009. In the past three years (2009‐2010 through 2011‐2012), enrollment increased slightly to
7,350 students. In 2011, schools within the San Luis Obispo Land Use and Circulation Planning Subarea made up
63 percent of the District enrollment. Enrollment at San Luis Obispo schools generally increased from 1996‐1997 to
2000‐2001, reaching a peak of 5,203 students, and then generally began to decrease a few years later than the District
from 2000‐2001 to 2008‐2009. Enrollment began to increase at the same time as District in 2009‐2010 and reached
4,664 students in 2011‐2012.
SLCUSD employed 473 certificated employees and 527 classified employees during the 2011‐2012 school year. San Luis
Obispo schools employed 222 teachers during the 2010‐2011 school year. San Luis Obispo Schools had the same average
ratio of students per teacher as the district as a whole. Teach Elementary School had the highest ratio of students per
teacher in both San Luis Obispo and the district as a whole at 29:1, and Pacific Beach High School had the lowest ratio of
students per teacher in both San Luis Obispo and the district as a whole at 14:1.
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Table 5.5‐1. San Luis Coastal Unified School District 2011 Teachers and Enrollment for San Luis Obispo Schools
San Luis Obispo Land Use and Circulation Planning Subarea and County of San Luis Obispo July 2012
School Grades Address Enrollment Teachers
# of Students
per Teacher
Elementary
Bishop’s Peak Elementary K-6 451 Jaycee Drive 296 19 16
Hawthorne Elementary K-6 2125 Story Street 333 15 22
Los Ranchos Elementary1 Pre K-6 5785 Los Ranchos Road 417 17 25
Pachecho Elementary2 K-6 261 Cuesta Drive 500 21 24
Sinsheimer Elementary* K-6 2755 Augusta 382 16 24
C.L. Smith Elementary Pre K-6 1375 Balboa 401 20 20
Teach Elementary3 4-6 451 Jaycee Drive 115 4 29
Subtotal 2,444 112 22
Middle
Laguna Middle School* 7-8 11050 Los Osos Valley Road 711 36 20
Subtotal 711 36 20
High
Pacific Beach High School+ 10-12 11950 Los Osos Valley Road 56 4 14
San Luis Obispo High School4 9-12 1499 San Luis Drive 1,453 70 21
Subtotal 1,509 74 20
Adult School N/A 1500 Lizzie Street N/A N/A N/A
San Luis Obispo Land Use
and Circulation
Planning Subarea Enrollment
Grand Total
4,664 222 21
Other District Schools Subtotal5 2,423 114 21
District Enrollment Grand Total 7,090 336 21
* Has received recognition as a California Distinguished School at some point in time.
+ Has received recognition as a California Model Continuation High School at some point in time.
1 Los Ranchos Elementary School is located outside the Land Use and Circulation Planning Subarea but serves San Luis Obispo.
2 Pacheco Elementary School is a Two Way Immersion Program for English Language Learner students.
3 Teach Elementary School shares a campus site with Bishop’s Peak Elementary. It is an open enrollment school accepting highly motivated
children in grades 4‐6 with advanced skills from throughout the San Luis Coastal Unified School District.
4 San Luis Obispo High School is intended to serve students in San Luis Obispo, Avila Beach, and the surrounding farming and residential areas,
the high school is also open enrollment which means that students from across the district may enroll.
5 Includes Baywood Elementary, Del Mar Elementary, Monarch Grove Elementary, Los Osos Middle School, and Morro Bay High School
Source: SLCUSD. http:// http://www.slcusd.org, July 2012.
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Table 5.5‐2 lists the percentage of socioeconomically disadvantaged students, English learner students, and students with
disabilities within all the schools in SLCUSD. Students eligible for free or reduced price meals and English learners
populations have grown by more than 10 percent in SLCUSD from 2000‐2001 to 2010‐2011. Of the total district
enrollment, 34 percent of students were socioeconomically disadvantaged, 15 percent were English learners, and
11 percent had disabilities. These levels are equal to or lower than the statewide average where 55 percent of students
were socioeconomically disadvantaged, 17 percent were English learners, and 11 percent had disabilities.
Schools serving San Luis Obispo had the same percentage of socioeconomically disadvantaged students (34 percent),
fewer disabled students (9.6 percent), and more English learner students (18.5 percent) than the District as a whole. Los
Ranchos Elementary had the lowest percentage of socioeconomically disadvantaged students (12.7 percent), while Pacific
Beach High School had the highest percentage (57.1 percent). Los Ranchos and Teach Elementary both had the lowest
percentage of English learners (4.3 percent), while Pacheco Elementary, which offers a Two Way Immersion Program for
Spanish/English bilingual education, had the highest percentage (45.2 percent). Teach Elementary also had the lowest
percentage of disabled students (1.7 percent), while C.L. Smith Elementary had the highest percentage (20.9 percent).
Table 5.5‐2. San Luis Coastal Unified School District 2011 Percent Special Group Enrollment
San Luis Obispo Land Use and Circulation Planning Subarea and County of San Luis Obispo July 2012
School
Socioeconomically
Disadvantaged English Learners
Students with
Disabilities
Bishop’s Peak Elementary 22.0% 11.1% 9.8%
Hawthorne Elementary 63.7% 36.3% 15.9%
Los Ranchos Elementary 12.7% 4.3% 11.3%
Pachecho Elementary 43.2% 45.2% 5.6%
Sinsheimer Elementary 25.9% 8.4% 8.6%
C.L. Smith Elementary 44.6% 23.9% 20.9%
Teach Elementary 17.4% 4.3% 1.7%
Laguna Middle School 32.6% 15.2% 11.5%
Pacific Beach High School 57.1% 25.0% 3.6%
San Luis Obispo High School 21.1% 10.9% 7.5%
San Luis Obispo Land Use and Circulation
Planning Subarea School Average 34.0% 18.5% 9.6%
Other SLCUSD School Average1 43.6% 16.0% 10.0%
Total District Average 34% 15% 11%
1Includes Baywood Elementary, Del Mar Elementary, Monarch Grove Elementary, Los Osos Middle School, and Morro Bay High School
Source: SLCUSD. http:// http://www.slcusd.org, July 2012.
Table 5.5‐3 lists the Academic Performance Index (API) scores measuring the academic progress of schools in California on
a scale from 1 to 1,000 for SLCUSD for the 2009‐2010 school year, the 2010‐2011 school year, and the change in scores
between the two years. While both SLCUSD and schools serving San Luis Obispo received scores well over the state target
of 800, SLCUSD received a score of 835 and San Luis Obispo schools received a higher score of 866. API scores in
San Luis Obispo‐serving schools increased by 12 points on average, while API scores in SLCUSD increased by only five
points. Teach Elementary, which accepts highly motivated children with advanced skills in grades 4‐6, received the
highest API score in the District (984); however, it was also the only school serving San Luis Obispo to lose points from
2009‐2010 to 2010‐2011. C.L. Smith Elementary was the only school in the District to fall below the State API target with
a score of 791; however, C.L. Smith did reach the goal for schools below the State target (5 percent of the difference
between 800 and the school's 2010 Base API).
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June 2014 Page 5-73
Table 5.5‐3. San Luis Coastal Unified School District Academic Performance Index (API) Scores
San Luis Obispo Land Use and Circulation Planning Subarea and County of San Luis Obispo July 2012
School 2009-2010 Score 2010-2011 Score Growth
Bishop’s Peak Elementary 873 900 27
Hawthorne Elementary 807 817 10
Los Ranchos Elementary 917 917 0
Pachecho Elementary 817 839 22
Sinsheimer Elementary 854 866 12
C.L. Smith Elementary 777 7911 14
Teach Elementary 992 984 -8
Laguna Middle School 826 852 26
Pacific Beach High School2 N/A N/A N/A
San Luis Obispo High School 820 827 7
San Luis Obispo Land Use and Circulation Planning Subarea School
Averages 854 866
12
Other District School Averages3 827 819 -8
Total District 830 835 5
1 Below the State target of 800, but did meet the 5 percent increase target required for schools below the State average.
2 Because there were fewer than 11 valid test scores, there is no 2011 API Base.
3 Includes Baywood Elementary, Del Mar Elementary, Monarch Grove Elementary, Los Osos Middle School, and Morro Bay High School
Source: SLCUSD. http:// http://www.slcusd.org, July 2012; Education Data Partnership. http://www.ed‐data.k12.ca.us, July 2012.
Funding
SLCUSD receives funding from several federal, state, and local sources to construct and maintain schools in the district.
Federal Sources
During the 2010‐2011 school year, SLCUSD received Federal funds from the American Recovery and Reinvestment Act:
State Fiscal Stabilization Fund, the Education Jobs Fund, the Education Jobs Fund, and additional funds provided for the
No Child Left Behind Act, Special Education, and Vocational Programs.
State Sources
The major State funding program for public school facilities is the School Facility Program (SFP), created by Senate Bill 50
and Proposition 1A and administered by the State Office of New Public School Construction. Within the SFP, Assembly Bill
(AB 16) was approved in 2002 that established the Critically Overcrowded School Facilities (COS) program, which
supplements the new construction provisions within the SFP. The COS program allows school districts with critically
overcrowded school facilities, as determined by the California Department of Education, to apply for a preliminary
apportionment for new construction projects.
During the 2010‐2011 school year, SLCUSD also received State funds from the State Lottery, the Class Size Reduction
program, the English Language Acquisition Program, the Teacher Training and Student Assistance program, Economic
Impact Aid, Agricultural Vocational Incentive Grants, and additional funds for special education and transportation.
Local Sources
While most schools are revenue limit districts that receive a stipend per child from the State, SLCUSD is a basic aid school
district that derives most of its funding through local property taxes. Because the property tax exceeded the state funding
guarantee, SLCUSD received only a basic aid allotment of $120 per child until Proposition 98 funding was suspended in
2003. SLCUSD now receives state funding through various categorical programs that specifically dictate how the funds
may be spent. In 2011‐2012 property tax revenues declined for the second straight year, leaving SLCUSD with a smaller
pool of funding.
LUCE Update Background Report
Page 5-74 June 2014
Local funding sources include both non‐revenue and revenue funds. Non‐revenue funds include certificates of
participation and other mechanisms typically in the form of loans. The District receives revenue funds from three types of
sources: governmental funds, proprietary funds, and fiduciary funds. Governmental funds include tax‐supported activities
provided from State, Federal, and local sources through the District’s general fund, special revenue funds, and capital
project funds. Proprietary funds support business activities including enterprise and internal service funds. Fiduciary
funds include assets held in a trust such as the Retiree Benefit Fund. SLCUSD revenue funds are generated from several
sources, including local property taxes and district generated resources, such as interest income, property rentals, and
fundraisers.
Other Public Schools
San Luis Obispo Community School
The San Luis Obispo Community School is an alternative education school for students who were not successful in a
continuation high school. The Community School is operated by the County of San Luis Obispo Office of Education.
Enrollment typically includes students expelled from other schools and includes a San Luis Obispo County Juvenile Hall
education program. The Community School typically includes students in grades 7 through 12, but may enroll younger
students from the Juvenile Hall education program. There are approximately 300 students and 24 Juvenile Hall inmates
enrolled at the Community School. The Community School is located at 1981 Vicente Drive.
Private Schools Serving the Community
Private schools provide educational services based on individually set criteria (e.g., academic performance, religious
affiliation). There are six private schools located within the San Luis Obispo Land Use and Circulation Planning Subarea:
two preschools, five primary education schools, three secondary education schools, and one high school. In 2011, more
than 993 students were enrolled in private schools. Table 5.5‐4 summarizes the location, grades, and enrollment of
San Luis Obispo private schools.
Table 5.5‐4. Private School 2011 Approximate Enrollment San Luis Obispo Land Use and Circulation Planning
Subarea July 2012
School Grades Address Enrollment
Montessori Children’s School K-6 4200 South Higuera Street 85
San Luis Obispo Classical Academy K-12 165 Grande Avenue 240
San Luis Obispo Christian School K-6 2075 Johnson Avenue Unknown
Old Mission School 1-8 761 Broad Street 300
Nativity Preschool and Kindergarten Pre K-K 221 Daly Street 80
Mission College Preparatory High School 9-12 682 Palm Street 288
Total 993
Source: Montessori Children’s School. San Luis Obispo. http://montessoriofslo.com/, July 5, 2012; San Luis Obispo Classical Academy.
http://sloclassicalacademy.com/, July 5, 2012; The Laureate School. http://www.laureateschool.org/, July 5, 2012; San Luis Obispo Christian
School. http://www.slocs.com/, July 5, 2012; Old Mission School. http://www.oldmissionschool.com/, July 5, 2012; Mission College Preparatory
Catholic High School. http://www.missionprep.org/, July 3, 2012; email from Jillian Iverson – registrar Old Mission/Nativity Schools.
Montessori Children’s School
The Montessori Children’s School started in 1983 as the Children’s School at St. Stephen’s Episcopal Church with just six
students. In 1991 the church site combined with the existing Montessori School, and expanded enrollment to include
25 students ages three through nine, added new teachers, and moved to a new location. Today (2012), the Montessori
Children’s School offers one small and one large Primary class for students ages three through six, one lower elementary
class for students ages six through nine, and one upper elementary class for students ages nine through twelve.
Enrollment is limited to about 85 students. The Montessori School is located at 4200 South Higuera Street.
5.5 Public Services and Utilities
June 2014 Page 5-75
San Luis Obispo Classical Academy
Lisa Lewis and Susie Theule established the San Luis Obispo Classical Academy in 2005. The Classical Academy started as a
small K‐6 program operated out of four homes and has grown to include over 240 students in grades Kindergarten
through High School (2012). The school uses a signature Hybrid Program of education that blends in‐class education and
home school. Students attend class two days a week and follow lesson plans at home the other three days a week.
Middle School students in grades 5 through 8 may participate in the Enriched Hybrid Program which provides an
opportunity for more in‐class educational input. These students attend core classes two days a week and labs and
enrichment courses two days a week. High School students are taught in a University‐style setting. These students attend
classes three days a week emphasizing literature and history. Students in any grade may modify the curriculum to fit
individual family dynamics and learning styles. The San Luis Obispo Classical Academy operates out of the old Pacheco
elementary school building at 165 Grand Avenue.
San Luis Obispo Christian School
A small group of families from Vineyard Church established the San Luis Obispo Christian School as a home‐school co‐op
in 1993. The Christian School met two days a week until it became a full‐time school in 1997. In 2011 the Christian School
moved to its current location at the First Baptist Church of San Luis Obispo at 2075 Johnson Avenue. The San Luis Obispo
Christian School is the only non‐denominational Christian school in San Luis Obispo. The independent, non‐profit school
offers full‐time education for students in grades K‐6.
Old Mission School
The Sisters of the Immaculate Heart of Mary established the Old Mission School in 1876. As the school expanded, the
grammar and secondary schools were moved to separate facilities at 221 Daly Street and 781 Broad Street. The
Old Mission School operated out of both facilities until 1964 when the Daly Street Property became part of Nativity Parish
and became the Nativity Grammar school. Old Mission School offers classes grades one through eight. Old Mission School
also offers sports programs, after‐school activities, and enrichment activities. The 1‐8 school has approximately
300 enrolled students.
Nativity Preschool and Kindergarten
Nativity Preschool and Kindergarten started as part of the Old Mission School expansion at 221 Daly Street. The Old
Mission School and Nativity School work together to provide education for children from the Mission and Nativity Catholic
parishes. Nativity offers four early childhood education classes and an extended care enrichment program. Nativity
teaches Preschool I (for children 2 years 9 months‐4 years), Preschool II (for children 4‐5 years), Transitional Kindergarten,
and Kindergarten classes. The extended care enrichment program includes additional education activities for children
both before and after school.
Mission College Preparatory High School
A small group of the Sisters of the Immaculate Heart of Mary established Mission College Preparatory High School in 1876
as the first Catholic school on San Luis Obispo Mission grounds. At that time, the school was named the Academy of the
Immaculate Heart and offered both elementary and secondary education. The school expanded and was renamed in
1924. In 1983 Mission Prep moved to its current location at 682 Palm Street. In 2004 Mission Prep doubled in size,
adding state‐of‐the‐art science classrooms, computer facilities, cafeteria, gymnasium and locker rooms, professional
space, and underground parking. The school offers grades 9 through 12 and has approximately 288 students.
Community Colleges
Cuesta Community College
The San Luis Obispo County Community College District provides two‐year public college education services within the
county of San Luis Obispo. The District includes Cuesta College at the main campus six miles northwest of San Luis Obispo
and two satellite facilities: the Arroyo Grande Center and the Nipomo Center. The District's service area encompasses
approximately 3,316 square miles and has an enrollment of about 13,000 students. The college offers AA/AS degrees and
certificates in over 60 career fields, and college courses and credits that students can transfer to a four‐year college or
university. Cuesta College received a Silver Medal Eureka Award for quality and service excellence in 2006.
LUCE Update Background Report
Page 5-76 June 2014
In 2012 Cuesta College received a show cause violation from the Western Association of Schools and Colleges for violating
Standards III.C and III.D related to technology planning, acquisition, maintenance, and replacement, and sufficient funding
levels for ongoing operations. The Association required the college to submit a Show Cause Report, which revealed that
Cuesta College fully resolved all but one of the deficiencies causing the violation. In 2013 the Association removed the
Show Cause violation.
Universities
California Polytechnic State University
Cal Poly San Luis Obispo is one of two California Polytechnic State Universities in the 23‐campus California State University
system. Cal Poly SLO is a public university that includes seven colleges, each with a scientific and technical focus: the
College of Agriculture, Food and Environmental Sciences; the College of Architecture and Environmental Design; the
College of Business; the College of Education; the College of Engineering; the College of Liberal Arts; and the College of
Science & Mathematics. In 2011, nearly 18,000 undergraduate and 1,000 graduate students were enrolled in the
university. Cal Poly SLO offers five types of undergraduate degrees (i.e., BA, BS, Bachelor of Architecture, Bachelor of
Landscape Architecture, Bachelor of Fine Arts in Art and Design) in almost 70 career fields. Cal Poly SLO also offers six
types of graduate degrees (i.e., Master of Science, Master of Arts, Master of Business Administration, Master of
Agricultural Education, Master of City and Regional Planning, Master of Public Policy) and two certificates (i.e., Fire
Protection Engineering Applications, Fire Protection Engineering Science) in almost 30 career fields.
Library
The San Luis Obispo County Library system comprises the Administration Department and 15 branch libraries in various
communities throughout the county. The County also operates a Bookmobile.
The San Luis Obispo County Library operates under the general supervision of the San Luis Obispo County Board of
Supervisors, which appoints the County Library Director. The San Luis Obispo County Library is a part of the Black Gold
Cooperative Library System, a Joint Powers Authority among public libraries in Ventura, Santa Barbara, and
San Luis Obispo counties. The Black Gold Cooperative Library System provides for the economical sharing of resources
between libraries and coordinates the delivery of books and materials to member libraries.
The San Luis Obispo County Library is funded by property taxes, State funds, library fines and fees, and donations. The
Foundation for San Luis Obispo County Public Libraries conducts advocacy, fundraising, and program activities on behalf
of public libraries countywide. There are fifteen Friends of the Library groups and two informal support groups that
volunteer and fund or sponsor special library projects. The San Luis Obispo County Library benefitted from
32,842 volunteer hours in 2011.
Table 5.5‐5 summarizes the circulation materials, events, visitors, and customer satisfaction ratings for all 15 library
branches in the San Luis Obispo County Library system. The San Luis Obispo County Library provides residents with access
to 2,432,510 books and other circulation materials. A total of 72.5 full and part‐time employees served 847,192 walk‐in
and 367,988 on‐line patrons in 2011. The San Luis Obispo County Library conducted an exit survey in 2010 and found that
92 percent of customers were satisfied with overall library services.
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June 2014 Page 5-77
Table 5.5‐5. San Luis Obispo County Libraries City and County of San Luis Obispo July 2012
Library Address
Circulation
Materials Visitors Events
Events/
Visitor*
Customer
Satisfaction
Libraries in the City
San Luis Obispo 995 Palm Street, San Luis Obispo 545,452 185,588 387 2.09 89.3%
Other County Libraries
Arroyo Grande Library 800 W. Branch, Arroyo Grande 565,004 148,876 414 2.78 90.3%
Atascadero Library 6850 Morro Road, Atascadero 354,443 129,012 186 1.44 82.7%
Cambria Library 900 Main Street, Cambria 118,626 54,652 35 0.64 98.9%
Cayucos Library 310 B Street, Cayucos 34,831 13,312 103 7.74 95%
Creston Library 6290 Adams, Creston 19,618 6,240 6 0.96 93.8%
Los Osos Library Los Osos Library, 2075 Palisades
Avenue, Los Osos 250,533 92,560 279 3.01 95%
Morro Bay Library 625 Harbor Street, Morro Bay 270,875 115,856 190 1.64 95.1%
Nipomo Library 918 West Tefft Street, Nipomo 147,212 68,016 82 1.21 100%
Oceano Library 1551 17th Street, Oceano 20,498 12,532 22 1.76 78.4%
San Miguel Library 254 13th Street, San Miguel 7,277 2,860 7 2.45 --
Santa Margarita Library 9630 Murphy Avenue, Santa Margarita 30,972 8,840 83 9.39 98.9%
Shandon Library 240 East Centre Street, Shandon 7,623 3,068 6 1.96 92.5%
Shell Beach Library 230 Leeward Avenue, Shell Beach 21,965 5,200 12 2.31 93.8%
Simmler Library 13080 Soda Lake Road, Simmler 3,428 1,300 1 0.77 --
Other County Programs
Bookmobile N/A 9,300 N/A N/A N/A 100%
Downloadable Books N/A 24,853 N/A N/A N/A N/A
San Luis Obispo County Library Total 2,432,510 847,192 1,813 2.14 92%
*Events per 1,000 visitors
Source: San Luis Obispo, County of. San Luis Obispo County Library Report and Strategic Plan. 2012.
San Luis Obispo Library
The City of San Luis Obispo established the San Luis Obispo Library in 1894. In 1973, voters approved a merger of
city/county operations and the library became the San Luis Obispo branch of the San Luis Obispo County Library system.
The branch was recently (2009) remodeled in retail style, including design principles allowing customers to navigate
circulation materials without staff assistance, based on a study of innovative library enhancements to improve customer
experience. The branch also added a new accounts and information desk and patron self‐checkout area in 2011. The
22,000 square foot San Luis Obispo Library building is located at 995 Palm Street.
A staff of 14 employees and several volunteers currently (2012) operate the San Luis Obispo Library from Tuesday through
Saturday. The San Luis Obispo Library offers a variety of services, including: reference; on‐line catalog; photocopiers; a
typewriter; two microfilm machines (one digital); seventeen Internet computer stations; three AWE multimedia
computers for bilingual children’s education games; Wi‐Fi, audio and video collections (e.g., audiobooks, music CD,
videogames, DVDS); magazines and newspapers; and fiction and nonfiction books for children, teens, and adults. The
branch has digital and hard copy repositories for local and state documents, local library history, and local genealogy. The
branch houses a total of 545,452 circulation materials, which includes a selection of German, Spanish, and bi‐lingual
language books and magazines. The first floor includes the main circulation desk, the computer lab, a community room,
and two small conference room. The second floor houses reference and audiovisual services. The San Luis Obispo County
library administration and support offices are located on the third floor. The branch also offers several programs for
community residents, including: Book Club in a Box; Science Kids series; summer reading for children, teens, and adults;
ongoing Children’s series; teen workshops; senior series; writing workshops; computer literacy classes; and visiting writer
events.
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In 2011 the branch served a total of 185,588 patrons and held 387 events. The San Luis Obispo Library had a lower
customer satisfaction rate (89.3 percent) and hosted fewer events per 1,000 residents (2.09) compared to the county
average (92 percent and 2.14, respectively). The San Luis Obispo County Library 2012 Report and Strategic Plan found
that the existing San Luis Obispo facility is adequately sized to serve the current (2009) population, but that the branch
will require additional space to meet projected population increases by 2030.
Fire Protection
San Luis Obispo Fire Department
The San Luis Obispo Fire Department (SLOFD) provides fire and emergency services to the city of San Luis Obispo and
California Polytechnic University. The Fire Department is organized into five divisions: Emergency Operations, Fire
Prevention and Life Safety, Training and Equipment, and Support Services.
Administration
Administration is responsible for directing and evaluating all Fire Department programs and activities. The Division’s goals
are to create responsive, effective and efficient Fire Department programs and to facilitate well‐planned long‐term
improvements to the Fire Department facilities, equipment, and organization.
Emergency Operations
Emergency Operations is responsible for protecting life and property by responding to medical emergencies, fires,
hazardous materials incidents, and other emergencies. The Division’s goals are to respond to emergency calls in no more
than four minutes, to prevent loss of life from reported emergencies, and to avoid property damage from reported
emergencies.
Fire Prevention and Life Safety
Fire Prevention and Life Safety has two sections: Hazard Prevention and the Life Safety. Hazard Prevention is responsible
for preventing injury and loss to life, property and the environment caused by fire, explosion, or exposure to hazardous
materials. The section’s goals are to eliminate fire hazards and investigating fires in buildings, equipment, and properties;
to safely handle and contain all hazardous materials; and to broaden public awareness about the dangers of fire and
hazardous materials. Life Safety is responsible for ensuring that City forces can provide appropriate relief and rescue
services following major disasters like earthquakes, floods, nuclear power plant accidents, hazardous materials spills, and
wildland fires. It also provides disaster preparedness education and training to the general public. Life Safety’s goals
include providing well‐trained disaster response employees and up‐to‐date disaster response plans, preparing residents
and businesses for disasters, and making sure that City facilities are adequately equipped with disaster response supplies
and equipment. In 2005 Life Safety adopted the Multi‐Dwelling Property Inspection Program to improve fire prevention
at multi‐dwelling buildings, including apartments with three or more units, condominiums, hotels, motels, bed and
breakfast facilities, hostel facilities, senior living facilities, and sorority and fraternity houses.
Training and Equipment
Training and Equipment coordinates in‐house and outside training for Fire Department staff and maintains the health
fitness of Fire Department employees. The Division’s goal is to provide and support highly‐qualified, well‐trained, healthy
and fit firefighters. The Battalion Chief administers the training program, while a Training Liaison Officer facilitates
training opportunities. The Fire Department requires firefighters to participate in annual training in structural and
wildland firefighting, hazardous materials incidents, medical and rescue emergencies, and mass‐casualty incidents. New
firefighters are required to attend a ten‐week fire academy that teaches the basic principles and procedures of
firefighting. Five Paramedic Field Training Officers provide continuing education opportunities to the licensed paramedics
in the Department. Training and Equipment also offers classes that prepare employees for the duties of Driver/Operator,
Captain, Battalion Chief, and Fire Chief.
Support Services
Support Services is responsible for managing and maintaining the City's four fire station facilities, grounds, miscellaneous
related equipment, and furnishings. The program’s goal is to create attractive, safe, and energy‐efficient fire stations.
5.5 Public Services and Utilities
June 2014 Page 5-79
Facilities
SLOFD operates out of four fire stations (Stations One through Four) located throughout the city. The four fire stations
operate 24 hours per day, seven days per week.
The SLOFD stations, their locations, and equipment (as of June 2012) are listed below:
Station One
Constructed in 1996, Fire Station One is the newest firehouse in the city. The station is located at 2160 Santa Barbara
Avenue and houses administrative offices, the Fire Prevention Bureau, and the maintenance shop. The station is staffed
with the Battalion Chief and a four‐person paramedic team. Equipment housed at the station includes:
Fire Truck‐1 (1993 Pierce; Quint, 1500 GPM, 75’ Aerial ladder)
Fire Truck‐2 (Quint) reserve
Squad‐1(1998 Ford E‐450;Wheeled Coach Emergency Patient Transport)
Battalion Chief’s Vehicle (2000 Chevrolet Tahoe; 4 x 4 Command Vehicle)
Incident Command Van (Command Vehicle)
Countywide Hazardous Materials Team Response Equipment Trailer
Patrol‐1 (2007 Ford F‐150; 4x4 Type‐4 Patrol) for support/mutual aid
Utility 1 (2008 Ford F‐550; 4x4 Utility/Repair) for support/ mutual aid
Utility Trailer (7x12 Trailer; Towed Equipment Storage) for support
1905 Seagraves (Historical Unit; Chemical Wagon) for display only
1941 Mack (Historical Unit; 750 GPM Triple‐combination Pumper) for display only
Command and staff vehicles
Station Two
Constructed in 1954, Fire Station Two is the oldest firehouse in the city. The station is located at 126 North Chorro and is
staffed with a three‐person paramedic engine company. Equipment housed at the station includes:
Fire Engine‐2 (2000 Pierce Lance; 1500 GPM Triple‐combination Pumper)
State‐owned OES Engine‐271 (2000 KME Westates ‐ California Emergency Management Agency; 1250 GPM
Triple‐combination Pumper)
Type‐III Heavy Rescue Engine/Apparatus
Training Officer Command Car (2000 Ford F‐150; 4x4 Crew Cab) for support/mutual aid
Station Three
The City built Fire Station Three in 1960. The station is located at 1280 Laurel Lane and is staffed with a three‐person
paramedic engine company. Equipment housed at the station includes:
Fire Engine‐3 (2003 Pierce Lance; 1500 GPM Triple‐ combination Pumper)
Engine‐5 (1991 Pierce; 1500 GPM Triple‐combination pumper) on reserve status
Station Four
The City built Fire Station Four in 1978. The station is located at 1395 Madonna Road and is staffed with a three‐person
paramedic engine company. Equipment housed at the station includes:
LUCE Update Background Report
Page 5-80 June 2014
Engine‐4 (1997 Pierce Lance; 1500 GPM Triple‐combination Pumper)
Engine‐6 (2007 Westmark Type 2; 1000 GPM 4x4 Type 2 Wildland Unit) for support/mutual aid
Other Equipment
The Chief’s Command Car is stationed with the Chief.
Chief’s Command Car (2003 Ford Crown Victoria; Command Vehicle)
Staffing
A total of 51.8 full time employees work at the San Luis Obispo City Fire Department (as of June 2012). The Department is
led by the Fire Chief and three Battalion Chiefs. Other fire personnel include 13 Captains (one of these is a Training
Captain), 15 Engineers, and 12 Firefighters. Additionally, 45 fire personnel are trained in emergency response. SLOFD also
employs a Fire Marshal, a Hazardous Materials Coordinator, 1.8 Fire Inspectors, one fire vehicle mechanic, and three
administrative staff. From FY 2010‐11 to FY 2011‐12, the City cut 2.9 positions: 1.2 Fire Inspectors, and 1.7 administrative
assistants. No positions are identified for elimination in FY 2012‐2013.
Firefighters work 24‐hour tours of duty. There is one Battalion Chief on command and three personnel, including a
paramedic, assigned to each station engine and truck (except for Station One which has four personnel). Based on these
staffing assignments, each shift has a minimum of 14 personnel on duty at any given time.
SLOFD meets National Fire Protection Association (NFPA) guideline 1710, which calls for 14 firefighters on duty to fight
the average structure fire; however, Station One is the only station with a four person team as recommended by NFPA
guideline 1710 and OSHA. For a serious building fire, the City must send out 100 percent of the on‐duty force to meet the
Emergency Operations Plan goal of sending three engines and one ladder truck. The County Fire Department assists the
City when a fifth unit is needed.
Fire Service
In addition to providing fire and emergency services to the city of San Luis Obispo and Cal Poly, SLOFD maintains an
Emergency Services Contract with Cal Poly. Under the current contract, SLOFD provides fire and emergency services to
the university in return for a set annual fee. CALFIRE has provided contracted fire and emergency services within the
Planning Area since 1930, acting as the San Luis Obispo County Fire Department. The City and County Fire Departments
operate under an automatic aid policy where one department sends the closest northern or southern city area unit to
assist the other department. SLOFD assists other city departments about once a year and assists the County Fire
Department about 110 times per year. SLOFD maintains a California Fire Assistance Agreement with the US Forest Service
for the Los Padres National Forest that bars the Forest Service from responding to non‐wildland fires that do not pose a
threat to adjacent forests and allows members of SLOFD to serve in Forest Service incident management teams. SLOFD
also maintains mutual aid agreements with: San Luis Obispo Fire Investigation Task Force (SLOFIST) which includes
working public investigators who conduct investigation of fire scenes for determination of fire, explosion, and hazardous
materials origin and cause; the San Luis Obispo Hazardous Materials Response Team which is administered by CalFire
includes 30 member agencies from the region who respond to emergencies and intervenes in chemical, biological, and
radiological accidents; the San Luis Obispo Technical Rescue Team which is administered by CalFire and includes multi‐
disciplinary technical rescue members from SLO County emergency response agencies and assists with rescues beyond
the scope of engine company personnel; and CalEMA which is responsible for the coordination of overall state agency
response to major disasters in support of local government.
The City of San Luis Obispo is also a participant in the California Master Mutual Aid Agreement within Mutual Aid Region I
which includes Santa Barbara, Ventura, Los Angeles, and Orange Counties, and the administrative Southern region, which
consists of Region I and Region VI (Riverside, San Bernardino, San Diego, Imperial, Inyo, and Mono Counties). The
California Master Mutual Aid Agreement establishes a formal process where jurisdictions can give and receive fire or
emergency assistance to other members within their mutual aid region whenever it is needed.
5.5 Public Services and Utilities
June 2014 Page 5-81
The Insurance Services Office (ISO) provides rating and statistical information for the insurance industry, which is based on
a scale from Class 1 to Class 10, where Class 1 is the best score. ISO ratings are derived from a community’s fire‐
suppression delivery system, including fire dispatch, fire department, and water supply. San Luis Obispo currently (2012)
has a Class 2 ISO rating.
Table 5.5‐6 shows the average total response times. The total response time measures the amount of time it takes for a
unit to respond from the moment the 911 is received in dispatch to the moment the unit arrives on scene. Out of
4,154 service calls in 2008, SLOFD responded within nine minutes 90.6 percent of the time.
Table 5.5‐6. 2008 SLOFD Response Times for Fire and EMS Incidents July 2012
Response Time Segment (Minutes) Percent of Units Arriving within the Response Time Segment
5:00 34.3%
6:00 54.7%
7:00 71.6%
8:00 83.2%
9:00 90.6%
Source: Fire Department Master Plan 2009
Table 5.5‐7 shows the average response times for each time segment. Total response time consists of handling time from
the call to unit dispatch, turnout time from unit dispatch to unit en route, and travel time from unit en route to arrival on
scene. The NFPA guideline 1710 recommends a call handling and turnout time goal of one minute. SLOFD handled
25.7 percent of emergency calls within one minute and turned out 25.6 percent of units within one minute. About 90
percent of calls and unit turnouts are completed within 2 minutes 30 seconds.
Figure 5.5‐3 shows the areas served by four minute service response times. The NFPA guideline 1710 and 2007 General
Plan set a four minute travel time goal. Out of all fire service calls, 76.7 percent of units met this goal. However, the Local
Hazard Mitigation plan establishes that the Department meet this goal 95 percent of the time. The actual performance
time is measured by the 90th percentile travel time, which is 5:15 minutes.
Table 5.5‐7. 2008 SLOFD Response Time Segments City of San Luis Obispo July 2012
Segment Goal
Percent of Units
Arriving within the
Segment
Performance Measure
(90th Percentile)
Percent of Units
Arriving within the
Segment
Call Handling 1:00 25.7% 2:30 90.5%
Turnout Time 1:00 25.6% 2:30 89.9%
Travel Time 4:00 76.7% 5:15 90.3%
Source: Fire Department Master Plan 2009
Law Enforcement
The San Luis Obispo Police Department (SLOPD) provides police protection services within the City Limits. The
San Luis Obispo County Sheriff’s Department provides protection to areas outside the city but within the Planning Area.
The Cal Poly Police Department provides police protection on campus. Detailed information regarding each of these law
enforcement agencies is provided below. In addition to the SLOPD, the Sheriff’s Department, and Cal Poly Police
Department, the California Highway Patrol (CHP) also provides police protection within the Land Use and Circulation
Planning Subarea, primarily along state highways.
San Luis Obispo Police Department
SLOPD is responsible for responding to calls for service, investigating crimes and arresting offenders, enforcing traffic and
other laws, and promoting community safety through crime prevention and school‐safety patrols. The Police Department
consists of two bureaus, Administration and Operations, each of which has four divisions. The Police Department also
runs a civilian volunteer program that benefitted from over 1,000 hours of service in 2011.
LUCE Update Background Report
Page 5-82 June 2014
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5.5 Public Services and Utilities
June 2014 Page 5-83
Administration Bureau
The Administration Bureau includes the Administrative Services Division, Investigative Division, Communications Division,
and Records Unit. Administrative Services is responsible for fiscal management, personnel hiring and training, and
preparing and implementing policies and procedures. Administrative Services includes the Police Captain, a Police
Sergeant, a Senior Administrative Analyst and an Administrative Assistant who are responsible for programs
administration, internal affairs investigation, civil and permit investigation, and special projects. Administrative Services
also includes the overall Department leadership of the Chief of Police.
The Investigative Division conducts criminal investigations for crimes including homicide, sexual assault, and theft. The
Investigative Division includes a Lieutenant, two property crimes detectives, three detectives working crimes against
persons, one county‐wide Narcotics Task Force detective, a School Resource Officer, a Property Clerk and an Evidence
Technician.
The Special Enforcement Team (SET) is part of the Investigative Division and is responsible for selective enforcement
supporting the investigative and patrol units in youth crime, alcohol violations, narcotics, and vice related investigations.
SET officers are specially trained in narcotics investigation and gang‐related crime. The Special Enforcement Team acts as
a liaison to the countywide Gang Task Force, which assists in gang‐related crime investigations and community training,
and maintains collaborative working relationships with other local law enforcement agencies. The Special Enforcement
Team consists of a Sergeant and three officers. Communications is comprised of a manager, two supervisors, and
10 Communications Technicians working out of the City’s Emergency Communications Center (ECC) located on site at
Fire Station One. The Communications Technicians handle 911 emergency response calls and Police and Fire related
non‐emergency calls. They dispatch the appropriate Fire or Police Department personnel and provide pre‐arrival medical
instructions for callers to perform while the emergency personnel are en route. They are also responsible for after‐hours
emergency call outs for Public Works and Utilities employees. In addition to the primary functions at the ECC, dispatchers
are offered special assignments. They are 9‐1‐1 for Kids Education, SWAT Tactical Scribe, and 9‐1‐1 Elder Outreach.
The Records Unit consists of five full‐time Records Clerk and a Records Supervisor. The Records Division is managed by the
Police Department Communications & Records Manager. Records Clerks transcribe police reports, enter crime and
citation data into a computerized data bases, convert paper documents into electronic format, prepare crime statistics for
State and Federal reporting, fulfill public records requests for records, and transfer reports to the District Attorney’s Office
for prosecution. They are the first contact citizens have when entering the police department. They also have daily
contact with citizens over the phone. Operations Bureau
The Operations Bureau includes Patrol Services, the Traffic Safety Unit, and Neighborhood Services.
Patrol Services responds to 24‐hour emergency and non‐emergency service calls, engages in proactive community
policing, and conducts general traffic enforcement. Patrol Services includes a Captain, two Lieutenant Watch
Commanders, five Sergeant Field Supervisors, one Field Service Technician, and twenty‐nine officers who work a modified
3/12 work week. Field Training Officers train new recruits to prepare for the required State‐certification field training
program. Patrol Services includes special staff assignments, such as Downtown Officers and Crime Scene Investigators.
and SWAT. The Downtown Bicycle Team includes one Sergeant and two officers and patrols the downtown area
predominantly during nights and weekends.
The Traffic Safety Unit is responsible for improving traffic safety in San Luis Obispo. The unit enforces traffic laws,
investigates traffic collisions, and provides traffic control and traffic enforcement for a variety of City events. The Traffic
Safety Unit consists of a Sergeant and four patrol officers.
The Police Department contributes officers to the San Luis Obispo Regional SWAT team, which includes members of the
Cal Poly Police Department and other city police departments in the county.
Neighborhood Services provides information to and coordinates neighborhood safety services for residents. The
Neighborhood Outreach Manager collaborates with Cal Poly, Cuesta College, and neighborhood associations and
community groups in the city to ensure residents know and understand the ordinances that govern the City, and connects
residents to resources when needed. Neighborhood Services manages several programs including: Student Neighborhood
Assistance (SNAP), Crime Prevention and Neighborhood Watch, and provides oversight to the SLO Solutions Conflict
Resolution and marketing contracts.
LUCE Update Background Report
Page 5-84 June 2014
Staffing
The San Luis Obispo Police Department is staffed (as of July 2012) with 82.5 full and part time employees, 57 of which are
sworn police officers. SLOPD is led by the Chief of Police and two bureau Captains. The other sworn police officers
include three lieutenants, eight sergeants, and 46 officers. SLOPD’s non‐sworn employees include: a Neighborhood
Outreach Manager; one Field Service Technician; one Evidence Technician; one Property Clerk , a Communications and
Records Manager, two Communications Supervisors, one Records Supervisor, 10 Communications technicians, and five
records clerks. SLOPD also employs two full time and one part time administrative employees. The City reduced the
number of Police Department positions from 86.5 to 83.5 from FY 2010‐11 to FY 2011‐12, cutting two officer positions
and a communication technician position. Prior to FY 2012‐13 the department staffed two Field Services Technician
positions, however, due to budget reductions one of these positions was eliminated.
Staffing Ratio
SLOPD’s current (2012) staffing ratio is 1.27 officers per 1,000 residents. Neither the General Plan nor the SLOPD
establishes staffing ratio goals for the Department; however, the Federal Bureau of Investigation and the California
Commission on Peace Officer Standards and Training report average Police Department staffing ratios across the nation.
Table 5.5‐8 lists the staffing ratios for other city police departments in the San Luis Obispo County region and the state
average staffing ratio for cities with a population of 25,000 to 49,999. According to the California Commission on Peace
Officer Standards and Training, SLOPD’s staffing ratio is lower than other police departments in the region, except
Atascadero and Paso Robles, and the state average for comparable communities.
Table 5.5‐8. Police Department 2012 Staffing Ratios County of San Luis Obispo July 2012
Jurisdiction Ratio of Officers per 1,000 People
San Luis Obispo 1.27
Arroyo Grande 1.39
Atascadero .98
Grover Beach 1.29
Morro Bay 1.75
Paso Robles 1.12
Pismo Beach 3.12
State of California* 1.38
* Group IV comparable cities with a population of 25,000 to 49,999
Source: California Commission on Peace Officer Standards and Training, Current Employed Full‐Time Sworn, Reserve, and Dispatcher Personnel,
http://www.post.ca.gov/Data/Sites/1/post_docs/hiring/le‐employment‐stats.pdf, 2012.
Facilities
The Police Department operates out of one main facility located at 1042 Walnut Street and a small additional office at
1016 Walnut Street. In July 2010, a new, modern Emergency Communications Center opened at Fire Station One. The
Emergency Communications Center provides dispatch for the Police Department and Fire Department. Police equipment
is either housed at the police station or with identified staff unless otherwise indicated. As indicated below and shown in
Table 5.5‐9, SLOPD equipment (as of June 2012) includes:
Patrol
3 Unmarked Vehicles
15 Marked Patrol Units
1 Marked Truck
1 DUI Pace American Cargo Van
1 Transport Van
1 SWAT Vehicle
5.5 Public Services and Utilities
June 2014 Page 5-85
2 Trailers
1 Bomb Trailer (Housed with County Sheriff)
1 Bomb Vehicle (Housed with County Sheriff)
9 Bicycles, Downtown Bicycle Team
Traffic Safety
Speed Radars
6 Motorcycles
1 Training Motorcycle
Investigations
1 Evidence Van
7 Unmarked Sedans
2 Unmarked Vehicles for SET
1 Unmarked SUV for Narcotics Task Force officer
Administration
Generator
3 Unmarked Sedans
Table 5.5‐9. 2012 Police Equipment City of San Luis Obispo July 2012
Patrol Traffic Safety Investigations Administration
2000 Pace American Cargo, DUI
2001 Trailer Mounted RADAR
2002 Dodge Ram 2500, Transport Van
2006 Chevrolet Tahoe Sgt. Vehicle
2011 Chevrolet Tahoe, CSI Vehicle
2006 Crown Victoria, Watch Commander Vehicle
2003 Ford Interceptor
2002 Chevrolet 1/2 Ton Pickup
2007 Crown Victoria
2007 Crown Victoria
2007 Crown Victoria
2007 Crown Victoria
2008 Chevrolet Suburban, SWAT
2008 Dodge Charger
2008 Dodge Charger
2008 Dodge Charger
2008 Dodge Charger
2008 Dodge Charger
2008 Dodge Charger, Captain Vehicle
2008 Unmarked Dodge Charger
2008 Wells Cargo Trailer
2009 Dodge Charger
2009 Dodge Charger
2009 Dodge Charger
2011 Chevrolet Caprice (Leased patrol vehicle)
Bicycles (9) – Downtown Bicycle Team
1984 Bomb Trailer, Custom (Housed with Sheriff)
1989 Ford Pickup, Bomb (Housed with Sheriff)
Speed Radars
2005 Honda Motorcycle
2005 Honda Motorcycle
2005 Honda Motorcycle
2005 Honda Motorcycle
2005 Honda Motorcycle
2005 Honda Motorcycle
2005 Honda Motorcycle,
Training Motorcycle
2001 Ford 1F, Evidence Van
2001 Chevrolet Impala
2001 Chevrolet Malibu
2002 Dodge Caravan
2007 Chevrolet Impala
2008 Ford Escape Hybrid
2008 Chevrolet Impala
2009 Chevrolet Impala
2004 Buick Regal
2007 Dodge Durango 4X4 2002
2002 Chevrolet
Suburban
Generator
2007 Chrysler Sebring
2008 Dodge Charger
2001 Chevrolet Impala
Source: Police Department 2012.
LUCE Update Background Report
Page 5-86 June 2014
Calls for Service
As a participant in the California Master Mutual Aid Agreement, San Luis Obispo is a part of law enforcement mutual aid
Region I‐A which includes San Luis Obispo, Santa Barbara, and Ventura Counties. SLOPD has an informal arrangement for
mutual service provision with Cal Poly and also participates in the regional Special Weapons and Tactics Team (SWAT).
Table 5.5‐10 lists the total number of police calls for service for the years 2007 to 2011. There were 28,799 calls for
service in 2011. Although this total is less than the total in 2007, calls for service increased and decreased sporadically
throughout the timeframe. Table 5.5‐11 shows the number of calls for service by type for 2011 as recorded by the Police
Department. Calls for service range from major crimes to minor incidents. Calls for service have been grouped by type
into ten categories: violence/abuse, dispute/disturbance, alcohol/drugs, fraud, medical emergency, property issue,
hazards, fire, traffic, or other. Most service calls (21 percent) were classified as property issues which consist of responses
to building alarms, theft and attempted theft, burglary, property damage, lost or found property, trespassing, and arson.
Dispute/disturbance (including such calls as disorderly conduct and noise complaints) and traffic violations (including such
calls as collisions, traffic violations, and parking problems) each accounted for about 20 percent of service calls. Fraud
accounted for the least amount of service calls at 1 percent in 2011 (including such calls as fraud, forgery, and
embezzlement), and was followed closely by hazards and fire.
Table 5.5‐10. Police Department Calls for Service City of San Luis Obispo July 2012
2007 2008 2009 2010 2011
Calls for Service 29,296 29,482 28,212 26,996 28,799
Source: San Luis Obispo Police Department 2012
Table 5.5‐11. 2011 Detailed Police/Fire Department Calls for Service City of San Luis Obispo July 2012
Service Call by Type Number Percent of Service Calls
Violence/Abuse1 902 3.2%
Dispute/Disturbance2 5,606 20.0%
Alcohol/Drugs3 2,058 7.3%
Fraud4 288 1.0%
Suspicious Circumstances5 2,710 9.7%
Property Issue6 5,988 21.4%
Hazards7 730 2.6%
Traffic8 5,671 20.2%
Other9 4,077 14.5%
Total 28,030 100%
1 Assault, Child Abuse or Neglect, Custodial Interference, Domestic, Prowler, Resisting/Interfering/Officer, Sex Offense, Suicide Attempt,
Threatening
2 Citizen Dispute, Disorderly Conduct, Juvenile Problem, Mental Subject, Keep the Peace, BOL, Loitering, Noise Complaint‐ Party 2 Resp., Noise
Complaint‐Other, Noise Complaint‐ Party, Noise Complaint‐Party Police
3 DUI Alcohol or Drugs, Alcohol, Controlled Substance Problem, Tobacco Problem
4 Fraud, Forgery, Embezzlement, Giving False Info to Officer
5 Deceased Subject, Missing Person, Probation/Parole Violation, Suspicious Person/Circumstance, Search Warrant, Attempt to Locate
6 Alarm Audible, Alarm Silent, Attempt Theft, Burglary to a Commercial Building, Burglary to a Residence, Burglary to a Vehicle, Found
Property, Graffiti, Lost Property, Property Damage‐Non Vandalism, Recovered Stolen Vehicle, Robbery, Theft, Theft‐ Vehicle: Automobile,
Trespassing, Vandalism, Arson
7 Animal Problem, Fireworks, Litter/Pollution/Public Health, Public Works Calls for Service
8 Abandoned Vehicle, Collision Hit & Run, Collision Injuries, Collision Non‐Injury, Parking Problem, Tow Away, Traffic Hazard, Traffic Violation,
Traffic Stop
9 911 Abandoned Call, Assist Other Agency Police, Assistance Request, Communications Problem, Emergency Not Elsewhere Class, Emergency
Call in Progress, Information Report, Miscellaneous CAD Call Record, Municipal Code Violations, Neighborhood Enhancement Ordinance,
Posting Camps, Posting Vehicles, Public Assistance,
Source: San Luis Obispo Police Department 2012.
5.5 Public Services and Utilities
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Response Time
The San Luis Obispo Police Department reports incidents based on a set of codes which describe the nature of the call.
The chart below describes response times for codes that are typically associated with emergency and non‐emergency
types of calls. However, this data doesn’t tell the full story because an incident may not be reported as it is unfolding or
even directly after the fact. For example an ASSAULT could be called in as it occurs or a citizen may choose to make a
report several days after the incident. Since response time is measured from the time the incident occurred to the time
the officers respond, this reporting system does not give an accurate picture to what is typically considered emergency
response time.
In 2011 the IN PROGRESS nature code shows the closest indicator for response times for those calls for which immediate
response by police resources is required. On average officers arrive on scene to these IN PROGRESS calls in less than five
minutes.
Pre Dispatch: 2:30 (from the time call received until first unit enroute or on scene (whichever comes first)
Travel: 2:21 (from first unit enroute to first unit on scene)
Response: 4:53 (From call received until officer on scene)
Table 5.5‐12 shows the length of time it took the Department to respond to calls by service grouped by two types:
Emergency and non‐Emergency. The IN PROGRESS calls listed above are a subset of these groups. SLOPD takes the
shortest time on average to respond to emergency calls (28:35 minutes).
Table 5.5‐12. 2011 Average Police Response Time City of San Luis Obispo July 2012
Service Call by Type
Pre-
Dispatch Response Travel Assigned At Scene
Average
Response
Time
Total
Response
Time
Emergency 1:33:58 2:12:26 0:30:44 1:05:42 4:33:34 00:28:35 6:40:04
Non-Emergency 1:32:03 7:20:02 15:59:16 5:45:54 20:05:36 00:43:31 21:41:32
1 Emergency includes: Alarm Silent, Assault, Assist Other Police, Collision Injuries, Disorderly Conduct, Domestic Violence, DUI, Emergency Call
in Progress, Mental Subject, Prowler, Resisting Arrest, Robbery, Suicide Attempt, and Weapon Offense (Assault, Assist Other Police, Collision
Injuries, and Mental Subject calls are mostly emergencies, but some calls may be non‐emergencies depending on the situation).
2 Non‐Emergency includes: 911 Abandoned Call, Abandoned Vehicle, Attempted Theft, Alarm Audible, Alcohol Offense, Animal Problem,
Assistance Required, Attempt Locate, Burglary to a Commercial Building, Burglary to a Residential Building, Burglary to a Vehicle, Collision Hit
& Run, Collision Non‐Injury, Child Abuse, Citizen Dispute, Communication, Controlled Narcotics, Custodial Interference, Deceased Subject,
Embezzlement, False Report, Fireworks, Forgery, Found Property, Fraud, Graffiti, Information, Juvenile Problem, Keep the Peace, Littering,
Loitering, Lost Property, Municipal Code Violation, Miscellaneous, Missing Person, NEO, Noise Complaint – Party 2 Resp., Noise Complaint –
Party Police, Noise Complaint – Other, Noise Complaint – Party, Posting Camps, Posting Vehicles, Parking Problem, Probation/Parole Violation,
Property Damage, Public Assistance, Public Works, Recovered Vehicle, Search Warrant, Sex Offense, Suspicious Person/Circumstance, Theft,
Vehicle Theft, Threatening, Tobacco Problem, Towed Vehicle, Traffic Hazard, Traffic Offense, Traffic Stop, Trespassing, Vandalism, Warrant,
and Welfare Check. (Burglary to a Commercial Building, Burglary to a Residential Building, Burglary to a Vehicle, Collision Hit & Run, Deceased
Subject, Missing Person, Sex Offense, and Suspicious Person/Behavior are mostly non‐emergencies, but some calls may be emergencies
depending on the situation).
Source: San Luis Obispo Police Department 2012
Crime Incidents
Table 5.5‐13 shows the number of crimes and crimes per 1,000 residents by type. Crime in San Luis Obispo decreased
from 2007 to 2010 by 11 percent, but jumped up in 2011 by about 6 percent. Most crimes decreased and increased
sporadically throughout the five‐year period and no particular crime showed a clear pattern of increasing throughout the
timeframe. Under violent crime, instances of homicide and larceny decreased until 2010. Homicide and aggravated
assault increased from 2010 to 2011, while robbery and forcible rape decreased from 2010 to 2011. The largest increase
in violent crime from 2010 to 2011 was in homicide (200 percent). The largest decrease in violent crime from 2010 to
2011 was in forcible rape (11 percent).
LUCE Update Background Report
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Under property crime, instances of robbery generally decreased during the five‐year period. Motor vehicle theft, larceny,
and arson increased from 2010 to 2011, while and burglary decreased from 2010 to 2011. The largest increase in
property crime from 2010 to 2011 was in motor vehicle theft (50 percent). The largest decrease in property crime from
2010 to 2011 was in burglary (33 percent).
Table 5.5‐13. Crime Statistics City of San Luis Obispo 2007 to 2011
Crime
2007 2008 2009 2010 2011
Number Ratio* Number Ratio* Number Ratio* Number Ratio* Number Ratio*
Violent Crime
Homicide 3 0.07 0 0.00 0 0.00 0 0.00 2 0.04
Forcible Rape 27 0.61 32 0.72 30 0.68 27 0.60 24 0.53
Robbery 39 0.88 38 0.85 39 0.88 35 0.78 34 0.75
Aggravated Assault 99 2.23 66 1.49 71 1.58 64 1.42 74 1.63
Subtotal 168 3.78 136 3.05 140 3.12 126 2.80 134 2.96
Property Crime
Burglary 312 7.02 334 7.48 324 7.21 372 8.26 330 7.29
Motor Vehicle
Theft 84 1.89 55 1.23 68 1.51 54 1.20 107 2.36
Larceny 1,450 32.63 1,328 29.74 1,240 27.60 1,260 29.97 1,345 29.71
Arson 38 0.86 40 0.90 50 1.11 22 0.49 25 0.55
Subtotal 1,884 42.40 1,757 39.35 1,682 37.43 1,708 37.92 1,807 39.92
Total 2,052 46.17 1,893 42.40 1,822 41.00 1,834 40.71 1,941 42.88
Population
Estimate – 44,438 – 44,650 – 44,938 – 45,046 – 45,269
*Per 1,000 residents
Source: San Luis Obispo Police Department; State of California Department of Justice. Criminal Justice Statistics Center. 9, July 2012;
Department of Finance. E‐4 Population Estimates for Cities, Counties and the State, 2001‐2010, with 2000 & 2010 Census Counts.
http://www.dof.ca.gov/research/demographic/reports/estimates/e‐4/2001‐10/view.php, 2011; Department of Finance. E‐2. California County
Population Estimates and Components of Change by Year — July 1, 2010–2011.
http://www.dof.ca.gov/research/demographic/reports/estimates/e‐2/view.php, 2012.
In 2009 SLOPD conducted the Alcohol/Drug Sensitive Information Planning System (ASIPS)/GIS Community Tour to
identify the type and location of alcohol and drug offenses in the city and to obtain information to help prevent such
offenses in the future. Alcohol and drug related offenses occurred most frequently between 10:00 pm and 2:00 am and
were most likely to occur on Saturday. In 2009 SLOPD arrested 1,597 people for alcohol and other drug offenses. Alcohol
and drug related offenses account for 24 percent of service calls and 57 percent of arrests. The City commissioned the
Nightlife Public Safety Assessment in 2011 to create an action plan to address the issues identified in the ASIPS GIS
Community Tour. The Nightlife Public Safety Assessment includes actions for data‐based policy, education, compliance,
and marketing; stakeholder policy equity; and patron responsibility.
Table 5.5‐14 summarizes alcohol and drug service calls by type. In 2008 there were 4,882 alcohol‐ and 313 drug‐related
calls recorded out of 21,643 identified problem group service calls where alcohol and drug use were likely to be involved.
Problem group service calls include calls for service that are not alcohol‐specific offenses, but are likely to include alcohol
or be alcohol induced (e.g., assaults, disturbance/fight/disorderly, loiter/litter/trespass, vandalism/graffiti/mischief,
accident– injury, accident– property damage, and business contacts/bar checks). Drunkenness, alcohol law violations,
DUI, and disturbing/loud party service calls were the most prominent alcohol‐specific offences.
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June 2014 Page 5-89
Table 5.5‐14. 2008 Alcohol/Drug Event Calls for Services City of San Luis Obispo July 2012
Service Call Type Service Call Total Alcohol/Drug-related
Drunkenness 779 779
Alcohol Law Violations 734 734
DUI 428 428
Disturbing Peace/Loud Party* 2,731 2,731
Drug-specific offenses 278 278
Assaults 449 –
Disturbance/Fight/Disorderly 1,484 –
Loiter/Litter/Trespass/Etc. 3,688 –
Vandalism/Graffiti/Mischief 876 –
Accident – Injury 242 –
Accident – Property Damage 1,239 –
Business contacts/Bar Checks 52 52
Subtotal Alcohol/Drug-related Service Calls 12,980 5,002
Total Service Calls 21,643 5,173
* Loud party calls almost always involve alcohol and/or drugs.
Source: San Luis Obispo, City of. ASIPS/GIS Community Tour Report for Calendar Year 2008. September 21, 2009.
Table 5.5‐15 summarizes youth involvement in alcohol and drug service calls by type. Youth were most likely to be
involved in drunkenness, alcohol law violations, DUIs, and drug‐related offenses. However, youth involvement was a
modest fraction of total involvement in alcohol and drug offenses and youth involvement in other offenses was minimal.
Table 5.5‐15. 2008 Youth Involved in Alcohol/Drug Events City of San Luis Obispo July 2012
Service Call Type Service Call Total Alcohol/Drug-related
Drunkenness 65 65
Alcohol Law Violations 28 28
DUI 51 51
Disturbing Peace/Loud Party* 67 67
Drug-specific offenses 35 –
Assaults 1 –
Disturbance/Fight/Disorderly 2 –
Loiter/Litter/Trespass/Etc. 6 –
Vandalism/Graffiti/Mischief 13 –
Accident – Injury 0 –
Accident – Property Damage 1 –
Business contacts/Bar Checks 66 –
Subtotal Alcohol/Drug-related Service Calls 335 211
Total Service Calls 969 394
* Loud party calls almost always involve alcohol and/or drugs.
Source: San Luis Obispo, City of. ASIPS/GIS Community Tour Report for Calendar Year 2008. September 21, 2009.
Figures 5.5‐4 and 5.5.‐5 show that the number of alcohol or drug events in a given location is correlated with the presence
of outlets selling alcohol. Where there are more alcohol outlets, more alcohol and drug events occur. This relationship is
particularly evident in the Downtown area. Additionally, all offenses are more likely to occur where alcohol retail stores
are located (Figure 5.5‐6). Drunkenness and DUI events are concentrated in the Downtown area near the location of
alcohol outlets and to a lesser extent adjacent to Cal Poly. Disturbing the peace and loud party events are more
prominent near Cal Poly, but are also prevalent in the Downtown area and along Madonna east of Los Osos Valley.
LUCE Update Background Report
Page 5-90 June 2014
Figure 5.5‐4. San Luis Obispo Alcohol Outlets and Alcohol Events 5.5 Public Services and Utilities
June 2014 Page 5-91
Figure 5.5‐5. San Luis Obispo Drug Events LUCE Update Background Report
Page 5-92 June 2014
Figure 5.5‐6. San Luis Obispo Total Offense Events 5.5 Public Services and Utilities
June 2014 Page 5-93
Please see the next page. LUCE Update Background Report
Page 5-94 June 2014
Nightlife Safety
San Luis Obispo has the benefit of a strong and vibrant downtown core that acts as a focal point for the city and a regional
hub for San Luis Obispo County. But with success comes the need to ensure that the character and safety of the
downtown are being preserved. Towards this end, the community has raised concerns about public safety relative to
nightlife in the Downtown area, specifically, the type, density, and capacity of various types of alcohol and late‐night
entertainment establishments that are desirable in the community.
The City of San Luis Obispo has identified Major Goals to enhance public safety and promote neighborhood wellness. As
alcohol outlets present documented health and safety issue for neighborhoods and communities, the City has already
taken steps to implement neighborhood wellness in the form of public safety by conducting assessments and enacting
legislation that help to reduce alcohol related nuisances.
According to ABC, downtown San Luis Obispo is “over concentrated” with its number of existing retail alcohol licenses.
Downtown, as defined by Census Tract 111.01, includes the area south and east of Highway 101, west of the Union Pacific
Railroad, east of Osos and Morro Streets, and north of Marsh Street. According to ABC records, Census Tract 111.01 has
78 licenses and a population of 3,597 persons. Though not all 78 licenses belong to exclusive drinking establishments, the
number of licenses that do belong to exclusive drinking establishments put the downtown over concentration (Davidson,
2013).
Liquor licenses distribution in California is controlled by California Alcoholic Beverage Control (ABC). However cities are
allowed to put restrictions on the conditions by which business can receive a license. San Luis Obispo has enacted a
deemed approved ordinance to ensure existing alcohol outlets maintain themselves within the limits of performance
standards. San Luis Obispo has also updated the Zoning Regulations to require new alcohol outlets to obtain a conditional
use permit.
The City prepared a one‐year review of the Deemed Approved Ordinance and other alcohol related amendments to the
Zoning Regulations to assess its impacts on the downtown (San Luis Obispo Community Development, 2013). Since the
new amendments were approved, the City has approved four requests from restaurants for late hour alcohol service and
one nightclub use permit. The four requests for late hour alcohol service were all conditioned to only have one additional
hour of alcohol service on the weekends and the nightclub use permit was approved at an existing business in a below‐
ground area unlikely to create noise impacts. Enhanced standard conditions of approval, such as requiring queue control,
security plan, manager on premises, and food available at all times were included in the approvals.
There were no violations of the Deemed Approved Ordinance from its effective date of August, 2012 to the time of
review. The Ordinance existence in itself is credited with preventing more alcohol‐related incidents.
Crime Prevention through Environmental Design
Nightlife concerns are focused not only on alcohol density but also perception of safety. Crime Prevention through
Environmental Design (CPTED) is the idea that proper design and effective use of the built environment can reduce the
threat of crime in cities. The idea is based on four core principles: Natural Surveillance, Natural Access Control, Spatial
Definition (Territorial Reinforcement), and Maintenance.
The City currently addresses some CPTED related elements within the City’s Community Design Guidelines. The following
text provides an overview of the four core principles of CPTED and the guidelines from the City’s Community Design
Guidelines that implement these concepts. The City has the chance to further enhance the effective use of the built
environment to reduce crime by including additional CPTED concepts in the General Plan (policy framework) and detailed
design guidance in the Community Design Guidelines.
Natural Surveillance
Natural Surveillance allows residents and business owners to see what is going on outside by placing windows and other
opening to the street front. When the public realm is in full view of numerous places, one is more likely to be viewed at
any given moment thus crime‐related activities are less likely to occur. Windows and doors that access front streets and
other public areas allow for activities in the public realm to be viewed freely and create a varied façade that keeps
people’s interest, thus lessening the chance of criminal activity.
5.5 Public Services and Utilities
June 2014 Page 5-95
Community Design Guidelines include:
Chapter 3.1 B11: “Commercial windows should be maintained and not “walled‐in” or darkened.”
Chapter 3.1 C2b: “Orientation of buildings should respond to pedestrian or vehicular nature of the street.”
Chapter 3.2 D3b: “Ground floor windows are highly encouraged. These should ideally provide pedestrians with
views into the building…”.
Chapter 3.4 C2c: “Office structure facades should have extensive window areas.”
Chapter 3.4 C2d: “The primary building entrance should be designed as a highly visible and significant
architectural feature.”
Natural Access Control
Employing the use of access control provides clear signs that a place is not meant to be entered. When area boundaries
are clearly defined, it is easier to notice when those boundaries have been crossed. Therefore, the perception of being
out‐of‐bounds, and thus noticed, can reduce the potential for criminal acts. Examples of access control can be fences,
gates, and doors but can also include hedges, berms, or tree lines.
Spatial Definition
When an area is defined in a way that makes it easy to determine what is public space and what is private space, both
passers‐by and residents or business owners have a sense of territorial reinforcement. When there is a sense of
ownership over an area, a resident or business owner is more likely to defend the area if they sense that someone has
crossed into it uninvited.
Community Design Guidelines include:
Chapter 3.1 B4: “Commercial building design to provide a sense of human scale and proportion.”
Chapter 3.1 C3a: “Landscaping should be used to help define outdoor spaces…”.
Chapter 3.2 D3: “All building walls, especially those visible from public roadways or residential areas should be
designed to break up the appearance of a box like structure.”
Chapter 3.3 B3: “Design elements [in industrial projects] which are undesirable and should be avoided include:
large, blank, unarticulated wall surfaces…”.
Chapter 5.5 A3: “All houses should have their primary entrance facing and clearly visible from the street, with a
front porch or verandah encouraged to provide transition between public space of the streetscape and the indoor
private space of the house.”
Maintenance
Having well‐maintained properties itself a crime deterrent. When an area is well kept, there is a perception that people
care for the space and thus use the space, thereby increasing the likelihood that someone will see a criminal act. When
an area is not well kept, there is a perception that the space is free from people which creates a sense of less risk in
conducting criminal acts. (U.S. Department of Justice, 2007)
Community Design Guidelines include:
Chapter 2.2E: Ease of [Building] maintenance should be considered in selecting forms, fixtures, materials, and
finishes.
Chapter 3.3 B3f: “Design elements [for industrial buildings] which are undesirable and should be avoided include:
Materials with high maintenance (such as stained wood, shingles, or light gauge metal sliding).
Chapter 5.2F: “Exterior finish materials should be durable and require low maintenance.”
LUCE Update Background Report
Page 5-96 June 2014
Chapter 6.2 A5: “The landscape design goals for the city include landscape that: Is low maintenance, while in
keeping with the City’s high standards for the best of design.”
Zoning Code Provisions
Chapter 17.17.075 Neighborhood Preservation standards include provisions to address property maintenance
requirements associated with building upkeep, yard maintenance, equipment storage, paved surfaces, weed
abatement, graffiti and any other property issue that may impact public health safety or general welfare.
County Sheriff’s Department
The San Luis Obispo County Sheriff’s Department (SLOSD) provides law enforcement services to unincorporated areas of
San Luis Obispo County. The Department employs more than 400 active employees. About 150 officers patrol an area of
over 3,200 square miles. The Sheriff’s Department main office is located at 1525 Kansas Avenue in San Luis Obispo. There
are also three Patrol Stations located in other areas in the county: Los Osos, Templeton, and Oceano. SLOSD is divided
into the following four divisions:
The Support Services Division coordinates the recruitment and screening of applicants, manages employee
claims, trains staff, secures property and evidence, and processes warrants and criminal records. Support Services
consists of three distinct service areas: Human Resources, Records and Warrants, and Admin Services which
includes the Property and Training Units.
The Custody Operations Division consists of two sections: Court Transportation and Jail Operations. Custody
Operations transports inmates from the County Jail to Court and operates the San Luis Obispo County Jail.
The Civil Division administers civil processes in accordance with the California Civil Code of Procedure. The Civil
Division serves official police and court documents and issues holds on assets.
The Field Operations Division oversees thirteen divisions, units, and task forces. Field Operations includes the
Detective Division, Coroner Unit, Sexual Assault Unit, High Tech Crime, Crime Lab, Patrol Division, Rural Crime
Unit, Marine Enforcement Unit, Bike Unit, Dispatch Center, Special Operations, S.E.D., and Bomb Task Force.
California Highway Patrol
The California Highway Patrol (CHP) is primarily responsible for enforcing traffic laws on state highways, but the agency is
also responsible for:
assisting in emergencies exceeding local capabilities;
providing disaster and lifesaving assistance;
truck and bus inspections;
air operations (both airplanes and helicopters);
vehicle theft investigation and prevention;
protecting State property and employees, the Governor, and other dignitaries; and
public education on driver safety issues.
San Luis Obispo is located in the Coastal Division under the Assistant Field Commissioner which patrols the 325‐mile
coastal area. The Coastal Division includes more than 700 employees, including 530 uniformed employees. The Coastal
Division operates from 11 area offices, one resident post, two commercial vehicle inspection facilities, and three dispatch
centers. The Division’s headquarters is located in San Luis Obispo at 4115 Broad Street #B‐10. Headquarters houses
administrative personnel. The CHP also operates several area patrol offices, including the San Luis Obispo office that
patrols the entire Land Use and Circulation Planning Subarea. This office is located within the city limits at 675 California
Boulevard (#745) and includes a dispatch center.
5.5 Public Services and Utilities
June 2014 Page 5-97
Waste Collection, Recycling, and Disposal
Solid Waste Collection
Utilities Conservation, which is under the City’s Utilities Department, is responsible for administering an exclusive
franchise agreement with San Luis Garbage Company to collect and dispose of solid waste generated by residential,
commercial, and industrial customers in San Luis Obispo. This agreement also includes curbside recycling, and greenwaste
service. The recycling program includes paper, cardboard, plastic, glass, aluminum and tin can, yard and green waste,
office and computer, and motor oil and oil filter recycling. Commercial operations that use roll‐off services and/or
construction and demolition waste removal services may choose any permitted hauler. The Cold Canyon Landfill and
Habitat for Humanity ReStore will take construction and demolition debris. Services for collection of universal waste (e.g.,
batteries, electronics, and fluorescent bulbs) are provided by private businesses located throughout the city. Solid waste
collection in unincorporated areas within the Land Use and Circulation Planning Subarea is under the jurisdiction of
San Luis Obispo County Integrated.
Landfills Serving the City
There are three solid waste disposal facilities within San Luis Obispo County. Most solid waste collected in the city is
disposed of at the Cold Canyon Landfill. Table 5.5‐16 shows the names, locations, and remaining capacities of these
landfills.
The Cold Canyon Landfill is located at 2268 Carpenter Canyon Road, south of the Land Use and Circulation Planning
Subarea. It is a Class III disposal site, located on 121 acres with a permitted disposal acreage of 88 acres. The facility
accepts agricultural, construction and demolition, contaminated soil, dead animals, industrial, inert, mixed municipal,
tires, sludge, and greenwaste materials. Cold Canyon Landfill also includes recycling and household hazardous waste
facilities. Several jurisdictions in San Luis Obispo County send solid waste to the Cold Canyon Landfill, including the county
communities and the cities of San Luis Obispo, Pismo Beach, Arroyo Grande, Morro Bay and Grover Beach.
Cold Canyon Landfill has far less overall capacity in comparison to the other landfills in the county but has capacity
estimated to last until the year 2040.
Table 5.5‐16. Solid Waste Disposal Sites City and County of San Luis Obispo July 2012
Landfill Location Remaining Cubic Yards Remaining Capacity
Cold Canyon Landfill 2268 Carpenter Canyon Road, San Luis Obispo 1,830,000 16.8%
Chicago Grade Landfill 2290 Homestead Road, Atascadero 8,329,699 93.0%
Paso Robles Landfill Highway 46, Paso Robles 5,327,500 82.0%
Source: CalRecycle. Solid Waste Information System. http://www.calrecycle.ca.gov/SWFacilities, July 6, 2012
Cold Canyon Landfill is currently (2012) permitted to receive up to 1,620 tons per day, with an estimated remaining
capacity of 1,830,000 cubic yards (16.8 percent remaining capacity). The current conditional use permit was approved in
1991 to extend the life of the landfill at least nine years (2000). However, the landfill has maintained capacity
expectations by diversion and recycling process improvements. In 2010, the Cold Canyon Landfill operator estimated the
landfill is expected to reach capacity in 2040.
The Cold Canyon Landfill is currently (2012) proposing to extend its San Luis Obispo County Conditional Use Permit
through 2040, expand its permitted disposal acreage by 46 acres, increase the allowed tonnage to 2,050 acres, and create
a new entrance and scale house about a quarter‐mile south of the current entrance off of Highway 227. Under the
project, Cold Canyon would also increase staff from 75 to 114 and expand its hours of operation.
Solid Waste Diversion
In 2010, San Luis Obispo County sent 226,987.46 tons of solid waste to landfills. In 2011, the City of San Luis Obispo
generated 49.979 tons of waste that was buried in the Cold Canyon Landfill. As shown in Table 5.5‐17, the region has
consistently met its population target of 7.4 pounds per person per day and the employment target of 18.7 pounds per
person per day since 2008 (set at 50 percent of 2006 levels). The City’s Climate Action Plan includes the goal to reduce
the community waste stream to as close to zero waste as possible, with a 75 percent diversion rate by the year 2020.
LUCE Update Background Report
Page 5-98 June 2014
Table 5.5‐17. Historical Solid Waste Disposal Rates San Luis Obispo Integrated Waste Management Authority
July 2012
Year
Total
Disposal Rate
(Tons)
Calculated Disposal Rate (Pounds/Person/Day)
Population Employment
Number Annual Rate Percent Number Annual Rate Percent
2007 263,872.00 266,372 5.4 64% 105,889 13.7 63%
2008 236, 892.00 268,290 4.8 68% 105,383 12.3 67%
2009 231,439.48 270,429 4.4 70% 100,629 11.7 69%
2010 226,987.46 269,333 4.6 69% 89,968 13.8 63%
CalRecycle. Solid Waste Information System. http://www.calrecycle.ca.gov/, July 6, 2012.
The City of San Luis Obispo participates in several regional ordinances:
The San Luis Obispo County Integrated Waste Management Authority’s Household Batteries and Fluorescent
Tubes Management Ordinance, Sharps Ordinance, Latex paint Ordinance, and Mercury Thermostat Ordinance
require every retail outlet in the city that sells batteries, fluorescent tubes, sharps, latex paints or thermostats to
collect these items from the public for proper management.
The Mandatory Recycling Ordinance requires all single family, multi‐family residential, and commercial facilities
to recycle using the City’s franchise hauler.
The Waste Reduction and Reuse Program Ordinance for Carryout Bags prohibits stores from providing plastic
single‐use carryout bags to customers at the point of sale starting October 12, 2012.
The City’s recycling program offers several proactive waste management practices to divert solid waste from landfills:
The Construction and Demolition Recycling Ordinance requires all construction and demolition projects over
$50,000 in valuation to recycle at least 50 percent of the waste generated by the project.
The Household Hazardous Waste Collection Program allows city residents to dispose of leftover hazardous waste
at the Cold Canyon Landfill Household Hazardous Waste Facility free of charge.
The Used Motor Oil Collection Program allows city residents to dispose of used motor oil and filters in special
containers though pickups by the City’s franchise hauler free of charge.
The Volume Based Solid Waste Rates or “Pay as You Throw” Program establishes a solid waste rate structure in
the city that is based on the volume of the container and priced by the gallon.
The Commingled Recycling Program provides recycling services to city residents for and includes a 32, 64, or
96 gallon container and weekly pickups for recycling paper; cardboard; plastics 1, 2, 3, 4 and 6; metals; and glass.
The Green Waste Recycling Program provides green waste service to city residents and includes a 32, 64, or
96 gallon container and weekly pickups for green waste recycling.
The Twice a Year Cleanup Week Program allows city residents to place extra trash and recyclables at the curb on
their usual collection day at no extra charge twice a year.
The School Education Program is offered in conjunction with SLO County Integrated Waste Management
Authority, and provides in‐class presentations regarding solid waste and recycling and field trips to the recycling
center located at Cold Canyon Landfill.
5.5 Public Services and Utilities
June 2014 Page 5-99
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San Luis Obispo, City of. Parks and Recreation. www.slocity.org/parksandrecreation, June 25, 2012.
San Luis Obispo, City of. Police. www.slocity.org/police, June 25, 2012.
San Luis Obispo, City of. Public Works. www.slocity.org/publicworks, June 25, 2012.
San Luis Obispo, City of. Utilities. www.slocity.org/utilities, June 25, 2012.
San Luis Obispo Christian School. http://www.slocs.com/, July 5, 2012.
San Luis Obispo Classical Academy. http://sloclassicalacademy.com/, July 5, 2012.
San Luis Obispo County Library. http://www.slolibrary.org, July 5, 2012.
San Luis Obispo County Sheriff’s Office. http://www.slosheriff.org, July 6, 2012.
San Luis Obispo, County of. San Luis Obispo City‐County Library. http://www.slocounty.ca.gov/Library.htm, July 5, 2012.
San Luis Obispo, County of. Office of Education. www.slocoe.org, June 29, 2012.
San Luis Obispo Tribune and San Luis Obispo Police Department. Crime Map.
http://slonews.thetribunenews.com/crime/slo/map/cityhall/departments/police/default.cfm, July 6, 2012.
United States Department of Agriculture. Food and Nutrition Service. http://www.fns.usda.gov/cnd/lunch/, July 30, 2012.
LUCE Update Background Report
Page 5-102 June 2014
Persons Consulted
Alisha Taylor, Administrative Officer, San Luis Obispo Community School.
Doug Davidson, Deputy Director of Community Development. City of San Luis Obispo. August 2, 2013
Kerri Rosenblum, Communications & Records Manager, San Luis Obispo Police Department.
Kim Murry, Deputy Director, Long Range Planning, San Luis Obispo Community Development Department.
Kristine Tardiff, Public Services Library Manager, San Luis Obispo Library.
Rodger Maggio, Fire Marshal, San Luis Obispo Fire Department.
Ryan Pinkerton, Director of Personnel, San Luis Obispo Coastal Unified School District.
5.5 Public Services and Utilities
June 2014 Page 5-103
Please see the next page.
LUCE Update Background Report
Page 5-104 June 2014
Parks and Recreation
5.6
Introduction
This section summarizes the existing parks and recreation facilities and services in the city of San Luis Obispo.
Key Terms
Active Recreation. Active recreation includes recreation facilities typical of developed parks, including: play fields (for
activities including but not limited to soccer or softball), school fields, community centers, tennis courts, picnic and BBQ
areas (group and individual), golf courses and golf‐related facilities, aquatics, recreation, and similar facilities.
Community Parks. Community parks are large and serve the entire community. Usually identified by unique features not
included in smaller types of parks, community parks may include a wide range of facilities which would attract users from
throughout the city.
Joint Use Sites. Joint use sites are facilities and properties in which long‐term development and uses between the City and
another agency have been established through a formal agreement. Joint use facilities are typically sports fields and
gymnasiums in addition to class rooms on San Luis Coastal Unified School District property that are available for City
youth services, and parks and recreation programs.
Linear Parks. Linear Parks are narrow parks located along a corridor. Linear parks may link schools, parks, or
neighborhoods together. They often preserve or enhance an important corridor or provide a transition between
developed and natural areas.
Minipark (Pocket Park). Miniparks are small in area, frequently but not always in neighborhoods, and serve the areas
and/or residents immediately surrounding the park. Miniparks are typically designed for passive use.
Neighborhood Parks. Neighborhood parks are convenient and accessible for active and passive recreation to residents
within one or more neighborhoods and generally have a wide range of recreation activities. Basic facilities typically
include turf playfield, playground equipment, landscaped picnic/seating area. Other facilities may include hard surfaced
courts, restrooms, group barbecue, incorporation of natural or cultural features, and on‐site parking. They may also be
developed with other public entities.
Passive Recreation. Passive recreation includes low‐intensity recreational activities such as hiking, bird watching, nature
photography, trails, individual picnic areas, nature study, viewing stations, interpretive areas, and similar uses.
June 2014 Page 5-105
Playfields/Sportsfields. Areas designed for organized recreation (i.e., soccer, softball, etc.).
Special Facility. A recreation facility that serves a specific need or user group such as the Laguna Lake Gold Course, the
Jack House, Senior Citizen Center, SLO Swim Center and Ludwick Center.
Regulatory Setting
State
State Public Park Preservation Act (California Public Resource Code Section 5400 – 5409). The State Public Park
Preservation Act is the primary instrument for protecting and preserving parkland in California. Under the Act, cities and
counties may not acquire any real property that is in use as a public park for any non‐park use unless compensation or
land, or both, are provided to replace the parkland acquired. This ensures a no net loss of parkland and facilities.
State Street and Highway Code. The State Street and Highway Code includes provisions for equestrian and hiking trails
within the right‐of‐way of county roads, streets, and highways.
Quimby Act (1975). The Quimby Act allows cities and counties to adopt park dedication standards/ordinances requiring
developers to set aside land, donate conservation easements, or pay fees towards up to 5 acres of parkland per
1,000 residents.
Local
San Luis Obispo Park Ordinance (Municipal Code, Chapter 12.20). The San Luis Obispo Park Ordinance includes rules and
regulations applicable in city parks. Park use regulations include a list of activities that require permits for organized
activities, amplified sound, commercial activities, and fundraising activities. The Code includes a park dedication of
5 acres per 1,000 residents for any new subdivision. It includes a list of prohibited uses within parks, such as unleashed
pets, firearms of any type, drinking alcoholic beverages, smoking cigarettes, or contaminating park water features in any
way. The Ordinance also includes specific rules and regulations applicable to the Santa Rosa Skate Park.
San Luis Obispo Parks and Recreation Element and Master Plan (2001). The City Parks and Recreation Element and
Master Plan describes existing parks and recreation facilities, activities, and financing within the city. The Plan identifies
then unmet needs, details a park vision for the future, and outlines an implementation strategy for the development of
new parks and recreation facilities and programs. The Parks Master Plan establishes a standard of 10 acres of parks space
per 1,000 residents that must include 5 acres of neighborhood park and 5 acres of any other type of park. Policy 3.15.1 of
the Parks and Recreation Element and Master Plan says that city residents shall have access to a neighborhood park
within 0.5 to 1.0 mile walking distance of their residence.
Laguna Lake Master Plan (Amended 2005). The Laguna Lake Master Plan provides direction on the nature preserve
concept, park program elements, new park land acquisition, costs, phasing, and funding strategy specific improvements.
Mitchell Park Master Plan (Amended 2008). The Mitchell Park Master Plan is intended to make Mitchell Park a better
amenity for the surrounding neighborhood while retaining the qualities that are already successful.
Sinsheimer Park Master Plan (1996). The Sinsheimer Park Master Plan provides direction existing facilities be completed
and the unfinished part of the park be landscaped before specific major improvements, which are included in the Plan,
are implemented.
Skate Park Master Plan (2009). The Skate Park Master Plan was prepared in 2009 after an enhanced skate park was
identified as a major City goal in 2007. Construction is scheduled to begin Summer 2014.
Area Plans and Specific Plans. The City of San Luis Obispo has prepared two Specific Plans that provide direction on future
development in specific areas of the city, including the Orcutt Area Specific Plan and Margarita Area Specific Plans. The
Mid‐Higuera Street Enhancement Plan also includes plans for future park areas. The Specific Plans include provisions and
financing plans for parks. A detailed discussion of parks planned in these plan areas is included in the existing conditions
and setting section.
LUCE Update Background Report
Page 5-106 June 2014
Major Findings
There are currently (2012) 26 parks in the city, (8 community parks, 10 neighborhood parks, 8 mini parks), 7 joint
use facilities, as well as and several recreation centers and special facilities.
The San Luis Obispo Parks and Recreation Element and Master Plan (2001) includes a park standard that requires
the City to develop and maintain 10 acres of parkland per 1,000 residents with at least 5 of those acres in
neighborhood parks. The city of San Luis Obispo has a population of 45,119 (2010). About 441 acres of total
parkland and 221 acres of neighborhood parkland are needed to meet the city’s parkland standard. There is
currently about 151.65 acres of parks in the city, of which 33.33 acres are neighborhood parks. This equals an
average of 3.36 acres of total parkland per 1,000 residents and 0.76 acres of neighborhood parks per
1,000 residents. Based on population and existing parks, the city needs 289 acres of additional parks, of which
188 acre are neighborhood park, to meet its parkland to population standard.
In addition to developed parks, the City owns or manages over 6,970 acres of open space within and adjacent to
San Luis Obispo, which provide additional opportunities, such as hiking and mountain biking activities.
There are several parks and new recreation facilities planned in the city of San Luis Obispo, including:
enhancement of the Santa Rosa Skate Park; a future park and city “gateway” on the corner of Higuera Street and
Madonna Road (dependent if land obtained from Caltrans); 9.9 acres of neighborhood park in the Margarita Area;
and a 12 acre neighborhood park, a 2.5 acre “trail‐junction” linear park, two mini parks totaling 1.5 acres, and
four acres of joint use parks in the Orcutt Area.
In addition to parks, there are a variety of recreation centers and special facilities within San Luis Obispo,
including: the Laguna Lake Golf Course, San Luis Obispo Swim Center, Historic Jack House and Gardens,
Ludwick Community Center, Senior Center at Mitchell Park, Meadow Park Center, Damon‐Garcia Sports Fields
and four community gardens sites including Laurel Lane, Broad Street, Emerson Park and the Rotary Garden at
Meadow Park.
The City offers recreation programs for San Luis Obispo area youth, adults, and seniors. This includes swimming
and aquatic programs at the San Luis Obispo Swim Center, recreational sports and classes at multiple locations
including local parks and the Ludwick Community Center, golf activities and tournaments at the Laguna Lake
Municipal Golf Course, before and after school programs for youth and teen programs and services, performance
and enrichment activities, and Ranger Environmental Education and Service activities.
Existing Conditions
Existing Public Park Facilities
There are currently (2012) 27 parks in the city, (9 community parks, 10 neighborhood parks, 8 mini parks), 6 joint use
facilities, and several recreation centers and special facilities. Tables 5.6‐1 and 5.6‐2 provide the type, location, and a short
description of parks and special facilities in San Luis Obispo. The locations of the parks are shown on Figure 5.6‐1.
The San Luis Obispo Parks and Recreation Element and Master Plan (2001) includes a park standard that requires the City
to develop and maintain 10 acres of parkland per 1,000 residents with at least 5 of those acres neighborhood parks. The
city of San Luis Obispo has a population of 45,119 (2010). About 441 acres of total parkland and 221 acres of
neighborhood parkland are needed to meet the city’s parkland standard. There is currently about 156.65 acres of parks in
the city, of which 33.33 acres are neighborhood parks.
5.6 Parks and Recreation
June 2014 Page 5-107
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Parks Locations
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LUCE Update Background Report
Page 5-108 June 2014
This equals an average of 3.55 acres of total parkland per 1,000 residents and 0.76 acres of neighborhood parks per
1,000 residents. Based on population and existing parks, the City needs 284 acres of additional parks, of which 188 acres
are neighborhood parks, to meet its parkland to population standard.
Community Parks
Community parks are large and intended to serve the entire community. Usually identified by unique features, community
parks may be constructed for very specialized and active usages. They include a wide range of facilities where members of
the entire community can congregate. The parks may also include natural areas that can be used for passive recreation,
such as nature trails for walking, viewing, and picnicking. San Luis Obispo has eight community parks, totaling
approximately 118 acres of land.
Neighborhood Parks
Neighborhood parks are defined as areas which are convenient and accessible for active and passive recreation to
residents in adjacent and nearby neighborhoods. Basic neighborhood park facilities include turf playfields, playground
equipment, and landscaped picnic/seating areas. Other neighborhood park facilities sometimes include hard‐surfaced
courts, restrooms, group barbecues, natural or cultural features, and on‐site parking. The optimum site for a
neighborhood park is in the center of a neighborhood within safe walking or bicycling distance of neighborhood residents.
Playfields are sometimes a component of neighborhood parks. Playfields provide opportunities for organized recreation
activities. They are often developed in conjunction with schools. San Luis Obispo has ten neighborhood parks, totaling
approximately 34 acres.
Miniparks
Miniparks are pockets of nature within the urban environment or very small recreational sites. They provide
neighborhoods or commercial areas with passive or active recreation facilities. Miniparks generally provide limited sitting
and play areas. This can be appropriate in areas where larger parks are not feasible to residents and employees in the
immediate area or those frequenting the area. San Luis Obispo has eight miniparks, totaling approximately five acres.
Joint Use Sites
Joint use sites include facilities and/or properties where long‐term uses are shared between the City and another agency
through a formal agreement. Joint use facilities typically have fields and gymnasiums on San Luis Coastal Unified School
District property that are available for recreational programs and public use after school hours.
Special Facilities
Special facilities such as pools, civic centers, and golf courses, provide specific recreational opportunities for residents and
visitors. The City currently (2012) owns and maintains the following six special facilities:
The Jack House Historic Home and Gardens. The Jack House is a unique piece of San Luis Obispo history. The Jack Family
was prominent in the development of the Central Coast and donated the Victorian era house and gardens to the City of
San Luis Obispo after living there for over 90 years. Located in downtown San Luis Obispo, the garden is used for a variety
of public and private functions and the home is open during specified hours for guided tours.
The Laguna Lake Municipal Golf Course. The Laguna Lake Golf Course is located on Los Osos Valley Road. The executive
length course includes ten holes, a small putting green, a driving range, a barbecue pit, and a picnic area. The course often
plays host to private tournaments and youth golf lessons.
The San Luis Obispo Senior Center. The Senior Center is located in Mitchell Park and offers a variety of activities to
residents of the city 55 years or older. This building is used for a variety of public and private functions during hours the
senior center is not in operation. A more detailed description of these services can be found in the recreational programs
section of this chapter.
The Ludwick Community Center. Located on the corner of Mill and Santa Rosa Streets, the Ludwick Community Center is
a City‐owned complex that includes a large gymnasium (220 person capacity), assembly room (120 person capacity),
caterer’s kitchen, arts and crafts room, and meeting room (30 person capacity). The Center hosts recreational functions
(e.g., receptions, banquets, dances, and recitals) throughout the year. “Open gym” is offered in the gymnasium for
basketball, volleyball, and table tennis during the week.
5.6 Parks and Recreation
June 2014 Page 5-109
The San Luis Obispo Swim Center. The San Luis Obispo Swim Center is a 50‐meter Olympic standard swimming pool built
in 1979 and a warm water therapy/tot pool built in 2003. The facility is maintained by the Public Works Department and is
programmed, staffed, and managed by the Department of Parks and Recreation. The Swim Center also includes one bath
house on the property. Its programs are discussed in more detail in the recreational programs section.
Table 5.6‐1. Existing Parks and Recreation Facilities City of San Luis Obispo July 2012
ID Park Name Address Facilities Acres
Community Parks
1 Damon-Garcia Sports Fields 680 Industrial Way 4 regulation soccer fields with lights
(configurable for up to 9 smaller
fields); rentable concession stand;
restrooms.
20.00
2 Jack House Historic Home and Gardens 536 Marsh Street Site of Historic Jack House; patio area
with fountain; kitchen and utility
building; barbeque area; restrooms;
Washhouse Gift Shop.
0.75
3 Laguna Lake Nature Park 504 Madonna Road Group barbeque areas; 3 small picnic
areas; par course fitness trail; disc golf
course; restrooms; Laguna Lake
fishing, sail boating, row boating ; dog
park.
40.00
4 Meadow Park 2333 Meadow Individual and group picnic/barbeque
areas; 2 horseshoe pits; 2 sand
volleyball courts; multi-use basketball
court; softball field; playground; fitness
course; walking trails; Community
Garden.
14.00
5 Mission Plaza 989 Chorro Street Mission Plaza Amphitheater; Arbor
Patio Area; restrooms.
4.00
6 Santa Rosa Park Santa Rosa and Oak 2 group barbecue areas; drop-in picnic
areas; 10 lighted horseshoe pits;
lighted softball field; youth baseball
field; lighted multi-use court for roller
hockey, roller derby, and basketball;
large playground area.
11.00
7 Cuesta County Park
(Not included towards City Park Standard)
Loomis Street Large barbecue area; smaller
barbecue pits; playground; small
baseball field; volleyball court;
restrooms; creek access.
5.00
8 Sinsheimer Park 900 Southwood Street 2 group barbecue areas; 6 tennis
courts; playground; nine-hole disc golf
course; sand volleyball court; Railroad
Recreational Trail; horseshoe pits;
SLO Stadium; Stockton Field.
23.50
Community Parks Subtotal 113.25
Neighborhood Parks
9 Anholm Park 870 Mission Street Picnic tables; play area. 0.13
10 De Vaul Park 1651 Spooner Street Playground; picnic tables. 0.90
11 Emerson Park 1316 Beach Street Sports field; basketball courts; bocce
ball courts; children's play area; adult
fitness zone; community garden; picnic
tables.
3.00
LUCE Update Background Report
Page 5-110 June 2014
ID Park Name Address Facilities Acres
12 French Park 1040 Fuller Road Multi-use court; youth baseball/softball
field; sand volleyball court; tennis
court; 2 horseshoe pits; individual
picnic/barbecue area; large barbecue
area; children's playground.
10.00
13 Mitchell Park 1400 Osos Street Playground; individual picnic tables;
horseshoe pit; barbeque area;
bandstand.
3.00
14 Islay Hill Park 1151 Tank Farm Road Youth baseball/softball field; basketball
court; tennis court; sand volleyball
court; picnic areas; children's play
area; restrooms.
5.00
15 Johnson Park 1020 Southwood Children's playground; large barbecue
area; basketball courts; restrooms.
4.50
16 Laguna Hills Park 890 Mirada Picnic tables; play area. 3.50
17 Throop Park 510 Cerro Romauldo Picnic tables; play area;
softball/baseball field; restrooms.
3.00
18 Vista Lago Park 1170 Vista Lago Picnic tables; play area; benches. 0.50
Neighborhood Parks Subtotal 33.53
Mini-Parks
19 Buena Vista Park 100 Block of Buena Vista Circular grass area. 0.44
20 Cheng Park 1038 Marsh Street Chinese commemoration theme,
benches.
0.10
21 Eto Park South and Brook Street Pond; bench area. 0.25
22 Ellsford Park San Luis Drive Near California 2 creek side grass areas. 1.00
23 Stoneridge Park 535 Bluerock Drive Small, grass-covered neighborhood
lot.
0.50
24 Osos/Triangle Park Santa Barbara Street at Osos Picnic site. 0.32
25 Las Praderas Park Las Praderas and Mariposa
Drive
Creek side lot, 2 benches. 1.76
26 Priolo-Martin Park Vista del Collados and Vista del
Arroyo
Benches; Laguna Lake Pathway. 0.50
Mini-Parks Subtotal 4.87
Joint-Use Facilities (Not Included Towards Park Standard)
27 Laguna Middle School 11051 Los Osos Valley Road Regulation baseball field; youth
baseball field; soccer/athletic field;
tennis courts; outdoor,
1 classroom.
8.7
28 C.L. Smith Elementary School 1375 Balboa Street Baseball/softball diamonds; soccer
and athletic fields; children's play area;
basketball courts,
1 classroom.
4.8
29 Sinsheimer Elementary School 2755 Augusta Street Gymnasium; youth baseball/softball
field; large turf area, 1 classroom.
N/A
30 Hawthorne Elementary School 2125 Story Street Gymnasium; youth baseball/softball
field; large turf area, 1 classroom.
N/A
31 Bishop Peak/Teach Elementary School 451 Jaycee Drive Gymnasium; large turf area,
2 classrooms.
N/A
32 Pacheco Elementary School 261 Cuesta Drive Gymnasium, large turf area,
1 classroom.
N/A
Total 151.65
5.6 Parks and Recreation
June 2014 Page 5-111
Table 5.6‐2. Existing Special Facilities City of San Luis Obispo July 2012
Facility Name Address/Location Amenities
Laguna Lake Golf Course 11175 Los Osos Valley Road 10-hole, 27 acre executive length golf course
with additional features including small practice
putting green and driving range, barbecue pit
and picnic area and restrooms.
SLO Swim Center 900 Laurel Lane Square feet totaling 43,720 that includes a 50 x
25 meter pool, separate tot pool, restrooms,
locker rooms, and a multi-purpose room.
Jack House Historic Home and Gardens 536 Marsh Street Multi-use building, main house, washhouse,
shop and carriage house, gazebo and gardens.
Ludwick Community Center 664 Santa Rosa Street Game room, weight room, pottery and lapidary
studio, 3 meeting rooms, gymnasium,
commercial kitchen, preschool facility, shower
facilities, and restrooms.
Senior Center 1445 Santa Rosa Street Multi-use room, meeting room, small specialty
meeting rooms, restrooms, and kitchen.
Meadow Park Center 2333 Meadow Street Multi-use facility and restrooms.
Laurel Lane Community Gardens Laurel Lane next to Fire Station 16 individual agriculture plots.
Broad Street Community Gardens North Broad St. near Highway 101
southbound exit
17 individual agriculture plots.
Emerson Community Garden 1341 Nipomo Street next to Parks and
Recreation Building
39 individual agriculture plots.
Rotary Garden at Meadow Park 2333 Meadow Street, bordering South Street 40 individual agriculture plots.
Parks and Recreation Facilities Plans
The City of San Luis Obispo has adopted the following park master plans:
Laguna Lake Park Master Plan (1993)
Mitchell Park Master Plan (2001)
Sinsheimer Park Master Plan (1996)
Santa Rosa Skate Park Master Plan
Mid‐Higuera Street Enhancement Plan (2001)
The Mid‐Higuera Street Enhancement Plan addresses future development of the mid‐Higuera Street area. The Plan
proposes a future park and city “gateway” on the corner of Higuera Street and Madonna Road. The site is located on
CalTrans property on the north side of Madonna Road. Under the Enhancement Plan, the City will acquire the property
and develop part of the site into a park that includes artwork or exhibits recalling the area’s history as a center of the
Japanese‐American community prior to World War II.
Margarita Area Specific Plan (2004)
The Margarita Area Specific Plan addresses future development of the Margarita area. The Margarita Area Specific Plan
calls for one neighborhood park near the southwest corner of the Margarita Area. According to the Plan, the park will
include trees, benches, picnic tables, small cooking stands, children’s play equipment for two age groups, game courts, a
restroom, and playfields. The Plan also calls for the development of a central neighborhood landmark that incorporates a
transit stop.
Orcutt Area Specific Plan (2010)
The Orcutt Area Specific Plan addresses future development of the Orcutt Plan area. The Orcutt Area Specific Plan calls for
the development of the following parks:
LUCE Update Background Report
Page 5-112 June 2014
A 12 acre, centrally located neighborhood park that includes a playground for young children, soccer and baseball
fields, tennis courts, basketball courts, sand volleyball, picnic tables, and restrooms. The location of the park is
planned to serve as a natural focal point for a planned mixed‐use area in the central part of the Orcutt Area.
A 2.5 acre “trail‐junction” linear park along the northern boundary of Righetti Hill. The park will have multiple
uses including paths for recreational walking and bicycling, picnic areas for viewing the Edna Valley, and a starting
point for hikers to access Righetti Hill.
Two mini parks totaling 1.5 acres along the western part of the Specific Plan Area. The two mini parks will provide
resting points, picnic tables, benches, viewpoints, and information areas for the adjacent bicycle and pedestrian
path.
Four acres of joint use parks developed as part of a new elementary school in or near the Orcutt Area.
Recreational Programs
Senior Center
The San Luis Obispo Senior Center offers clubs, services, and activities for city residents over the age of 55, including
health screenings. The Senior Center offers recreation programs, including: bingo, bridge, computer classes, exercise
classes, monthly movie screenings, yoga, and a senior information series. The Senior Center also hosts clubs and group
meetings, such as the Gem and Mineral Club and Round‐Table Readers.
Aquatics
The San Luis Obispo Swim Center offers private, group, “Baby & Me” swim lessons; adult swimming, springboard diving,
and warm water exercising lessons. The swim center also offers aqua aerobics, lap swimming, recreational swimming,
therapy/tot pool and recreational swimming, lifeguard training and water polo camp.
Recreational Sports/Athletics Classes
The City offers youth recreational sports leagues and activities at local parks, including flag football, volleyball, soccer, and
Junior Giants baseball. The City also provides open gym at the Ludwick Community Center where youth can play
basketball and other gym sports, and hosts “Friday Night Skate” at the Santa Rosa Skate Park. The City offers adult
recreational sports and competitive leagues for basketball, softball, indoor volleyball, and soccer.
The City manages contract classes for all ages, such as Shaolin Kempo, Tennis, Horse Riding, Beginning Rowing,
Gymnastics, Soccer, and Zumba. The City hosts golf tournaments and offers recreational golf and golf instruction at the
Laguna Lake Municipal Golf Course.
Youth and Teen Services
The City sponsors several youth and teen programs and services. The City offers the Sun ‘N Fun and Club STAR after school
programs at Pacheco, C.L. Smith, Sinsheimer, Bishop’s Peak/Teach, and Hawthorne Elementary Schools. The City also
offers SLO Teens, a lunchtime and after school program, at Laguna Middle School. Additionally for teens, the City offers
the Counselor in Training (CIT) program, which provides teens with valuable skills and volunteer experience, and the a
Teen Camp program (QUEST), which provides guest speakers, extreme outdoor adventures, field trips, group challenges
and interactive learning opportunities.
Performance and Enrichment Classes
The City offers several performance and enrichment activities and programs, including music lessons, dance,
cheerleading, hoop dance for adults and Zumba fitness classes. The City also offers educational classes that include
driver’s education, cooking and wine pairing, junior cooking, and global gourmet specialized cooking.
Ranger Service
The City of San Luis Obispo Ranger Service Program conducts various activities and programs in the city’s open space and
creeks. One full‐time ranger and several part‐time rangers patrol parks, creeks, open space and school district grounds.
Ranger staff provide natural resource management for the city’s open space, which in addition to patrol and monitoring
habitat mitigation programs includes building and maintaining city open space trails. Regular ranger‐led hikes traverse the
5.6 Parks and Recreation
June 2014 Page 5-113
city’s 4,081 acres of open space and parkland. The rangers are also involved in weed abatement and fire hazard reduction
in the city’s open space as well as creek cleanup on a routine basis due to illegal camping activities.
Events
Art Festivals
A variety of art festivals are held in San Luis Obispo every year, including: Art After Dark, Quick Draw and Plein Air Fest,
and Craft Art Market. Art After Dark is a city‐wide art gallery day held on the first Friday of every month where private art
galleries stay open late for public viewings. Quick Draw and Plein Air Fest is an art festival in which landscape artists come
to San Luis Obispo to paint, show, and sell their work in late September through early October. Finally, the Craft Art
Market is a December event where the Art Center sells items made by local artists.
Public Art Program
The Parks and Recreation Department oversees the City's Public Art Program which consists of unique pieces of public art
ranging from murals, mosaics, oil and watercolors, stained glass, sculptures, benches, bridge railings and more may be
seen throughout the city. The Public Art Program consists of the following three components:
Visual Arts in Public Places Program: The City of San Luis Obispo administers a Visual Arts in Public Places
program which encourages public art in new and existing buildings, parks, streets and other development
projects for the enjoyment of its citizens and visitors. For most of its capital projects, the City sets aside 1 percent
of the construction cost in a city‐wide fund used to support other worthwhile public art projects.
Public Art in Private Development: The City requires inclusion of public art, valued ½ percent of the total
construction cost, in privately funded, non‐residential construction projects costing in excess of $100,000.
Private Donations of Public Art: An additional and important source of public art is privately funded but located
in a public place. The City has been the recipient of several excellent pieces obtained through the private
donation program.
Farmers’ Markets
Every Thursday evening the City closes four blocks of Higuera Street for local farmers to set up stands and sell seasonal
fruits, specialty herbs, organic vegetables, and flowers. Local musicians and entertainers provide live music along
adjoining streets, and many downtown restaurants and merchants also set up food stands. There are also smaller
farmers’ markets held on Sunday at 3889 Long St., Tuesday at SLO Grange, and Saturday at the Central Coast Plaza
Shopping Center off Dalidio Drive.
References
San Luis Obispo, City of. Municipal Code, Chapter 12.20 Park Regulations. May 15, 2012.
San Luis Obispo, City of. Municipal Code, Chapter 16.22 Dedications. May 15, 2012.
San Luis Obispo, City of. General Plan: Parks and Recreation Element and Master Plan. 2001.
San Luis Obispo, City of. General Plan: Safety Element. 1999.
San Luis Obispo, City of. General Plan: Economic Element. 1999.
San Luis Obispo, City of. Parks and Recreation Department.http://www.slocity.org/parksandrecreation, July 2012.
San Luis Obispo, County of. General Plan: Parks and Recreation Element. 2006.
San Luis Obispo Local Agency Formation Commission.Municipal Service Review. 2008.
LUCE Update Background Report
Page 5-114 June 2014