HomeMy WebLinkAbout03-12-2025 PC Agenda Packet
Planning Commission
AGENDA
Wednesday, March 12, 2025, 6:00 p.m.
Council Chambers, 990 Palm Street, San Luis Obispo
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INSTRUCTIONS FOR PUBLIC COMMENT:
Public Comment prior to the meeting (must be received 3 hours in advance of the meeting):
Mail - Delivered by the U.S. Postal Service. Address letters to the City Clerk's Office at 990
Palm Street, San Luis Obispo, California, 93401.
Email - Submit Public Comments via email to advisorybodies@slocity.org. In the body of your
email, please include the date of the meeting and the item number (if applicable). Emails will not
be read aloud during the meeting.
Voicemail - Call (805) 781-7164 and leave a voicemail. Please state and spell your name, the
agenda item number you are calling about, and leave your comment. Verbal comments must be
limited to 3 minutes. Voicemails will not be played during the meeting.
*All correspondence will be archived and distributed to members, however, submissions received
after the deadline may not be processed until the following day.
Public Comment during the meeting:
Meetings are held in-person. To provide public comment during the meeting, you must be
present at the meeting location.
Electronic Visual Aid Presentation. To conform with the City's Network Access and Use Policy,
Chapter 1.3.8 of the Council Policies & Procedures Manual, members of the public who desire
to utilize electronic visual aids to supplement their oral presentation must provide display-ready
material to the City Clerk by 12:00 p.m. on the day of the meeting. Contact the City Clerk's
Office at cityclerk@slocity.org or (805) 781-7114.
Pages
1.CALL TO ORDER
Chair Cooley will call the Regular Meeting of the Planning Commission to order.
2.PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
At this time, people may address the Commission about items not on the
agenda. Comments are limited to three minutes per person. Items raised at this
time are generally referred to staff and, if action by the Commission is
necessary, may be scheduled for a future meeting.
3.CONSENT
Matters appearing on the Consent Calendar are expected to be non-
controversial and will be acted upon at one time. A member of the public may
request the Planning Commission to pull an item for discussion. The public may
comment on any and all items on the Consent Agenda within the three-minute
time limit.
3.a CONSIDERATION OF MINUTES - FEBRUARY 26, 2025 PLANNING
COMMISSION MINUTES
5
Recommendation:
To approve the Planning Commission Minutes of February 26, 2025.
4.PUBLIC HEARING
Note: Any court challenge to the action taken on public hearing items on this
agenda may be limited to considering only those issues raised at the public
hearing or in written correspondence delivered to the City of San Luis Obispo at,
or prior to, the public hearing. If you wish to speak, please give your name and
address for the record. Please limit your comments to three minutes; consultant
and project presentations limited to six minutes.
4.a CONSIDERATION OF THE 2024 GENERAL PLAN ANNUAL REPORT 11
Recommendation:
Receive and file the 2024 General Plan Annual Report for final review
and acceptance by the City Council.
5.COMMENT AND DISCUSSION
5.a STAFF UPDATES AND AGENDA FORECAST
Receive a brief update from Deputy Community Development Director
Tyler Corey.
6.ADJOURNMENT
The next Regular Meeting of the Planning Commission is scheduled for March
26, 2025 at 6:00 p.m. in the Council Chambers at City Hall, 990 Palm Street,
San Luis Obispo.
LISTENING ASSISTIVE DEVICES for the hearing impaired--see the Clerk
The City of San Luis Obispo wishes to make all of its public meetings accessible
to the public. Upon request, this agenda will be made available in appropriate
alternative formats to persons with disabilities. Any person with a disability who
requires a modification or accommodation in order to participate in a meeting
should direct such request to the City Clerk’s Office at (805) 781-7114 at least
48 hours before the meeting, if possible. Telecommunications Device for the
Deaf (805) 781-7410.
Planning Commission meetings are televised live on Charter Channel 20 and on
the City's YouTube Channel: www.youtube.com/CityofSanLuisObispo. Agenda
related writings or documents provided to the Planning Commission are
available for public inspection on the City’s website:
https://www.slocity.org/government/mayor-and-city-council/agendas-and-
minutes.
Page 4 of 86
1
Planning Commission Minutes
February 26, 2025, 6:00 p.m.
Council Chambers, 990 Palm Street, San Luis Obispo
Planning
Commissioners
Present:
Commissioner Sheryl Flores, Commissioner Bob Jorgensen,
Commissioner Juan Munoz-Morris, Vice Chair Dave Houghton,
Chair Justin Cooley
Planning
Commissioners
Absent:
Commissioner Steve Kahn, Commissioner Eric Tolle
City Staff Present: Deputy Community Development Director Tyler Corey, Deputy
City Attorney Sadie Symens, Megan Wilbanks, Deputy City
Clerk
_____________________________________________________________________
1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo Planning Commission was called to
order on February 26, 2025 at 6:00 p.m. in the Council Chambers at City Hall,
990 Palm Street, San Luis Obispo, by Chair Cooley.
2. PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
Public Comment:
None
--End of Public Comment--
3. CONSENT
3.a CONSIDERATION OF MINUTES - FEBRUARY 12, 2025 PLANNING
COMMISSION MINUTES
Motion By Commissioner Flores
Second By Vice Chair Houghton
To approve the Planning Commission Minutes of February 12, 2025, with
the following minor correction, as noted by Commissioner Flores, to Item
4a, as shown below:
Page 5 of 86
2
Section 16.15.020.I.2: Copies of the unrecorded easement
agreements must be submitted with the application. The easement
agreements must be recorded against the property before prior to
or concurrent with the final parcel map may being approved
recorded.
Ayes (5): Commissioner Flores, Commissioner Jorgensen, Commissioner
Munoz-Morris, Vice Chair Houghton, and Chair Cooley
Absent (2): Commissioner Kahn, and Commissioner Tolle
CARRIED (5 to 0)
4. PUBLIC HEARINGS
4.a CONSIDERATION OF THE 2024 GENERAL PLAN ANNUAL REPORT
This item was continued to a date certain, the March 12, 2025 Planning
Commission meeting, to allow staff additional time to verify development
activity data.
4.b REVIEW OF PROPOSED CIRCULATION MODIFICATIONS TO THE
PREVIOUSLY APPROVED 600 TANK FARM ROAD PROJECT (MOD-
0753-2024)
No Commissioners reported having Ex Parte Communications.
Contract Planner John Rickenbach, Transportation Manager Luke
Schwartz, and Supervising Civil Engineer Gabriel Munoz-Morris presented
the staff report and responded to Commission inquiries.
Applicant representative, Damien Mavis with Covelop, provided a brief
overview of the project and responded to questions raised.
Chair Cooley opened the Public Hearing
Public Comment:
None
--End of Public Comment--
Chair Cooley closed the Public Hearing
Page 6 of 86
3
Motion By Commissioner Munoz-Morris
Second By Commissioner Jorgensen
Adopt the Draft PC Resolution recommending the City Council:
1. Approve a modification to conditions of approval related to revised
offsite public circulation improvements for the previously approved
600 Tank Farm Road project; and
2. Approve an Addendum to the previously certified Final Environmental
Impact Report (FEIR) for the 600 Tank Farm Road project, pursuant
to the California Environmental Quality Act (CEQA).
"A RESOLUTION OF THE SAN LUIS OBISPO PLANNING COMMISSION
RECOMMENDING THE CITY COUNCIL APPROVE THE PROPOSED
CIRCULATION AND CONDITION MODIFICATIONS FOR THE
PREVIOUSLY APPROVED 600 TANK FARM ROAD PROJECT AND
APPROVE THE ASSOCIATED ADDENDUM TO THE CERTIFIED FINAL
ENVIRONMENTAL IMPACT REPORT AS REPRESENTED IN THE
PLANNING COMMISSION AGENDA REPORT AND ATTACHMENTS
DATED FEBRUARY 26, 2025 (MOD-0753-2024)" with the following
modification to Section 1, Finding #7, as shown in strikethrough below:
SECTION 1. Findings.
7. As conditioned, the applicant has agreed to an indemnification clause to
defend, indemnify and hold harmless the City and/or its agents, officers
and employees from any claim, action or proceeding against the City
and/or its agents, officers or employees to attack, set aside, void or annul,
the approval by the City of this project, and all actions relating thereto,
including but not limited to environmental review and deferral of
construction of the Tank Farm/Santa Fe Roundabout (“Indemnified
Claims”). Upon request of the City, applicant shall execute an
indemnification agreement in a form provided by the City prior to building
permit issuance. The site is physically suited for the type and density
allowed in the Service Commercial zone (C-S-SP) within the Specific Plan
overlay, because the adjacent property at 650 Tank Farm is also zoned C-
S-SP and provides for a similar mixed-use development project.
Ayes (5): Commissioner Flores, Commissioner Jorgensen, Commissioner
Munoz-Morris, Vice Chair Houghton, and Chair Cooley
Absent (2): Commissioner Kahn, and Commissioner Tolle
CARRIED (5 to 0)
Page 7 of 86
4
4.c REVIEW OF AMENDMENTS TO THE AIRPORT AREA SPECIFIC PLAN
(SPEC-0457-2023)
Contract Planner John Rickenbach presented the staff report and
responded to Commission inquiries.
Chair Cooley opened the Public Hearing
Public Comment:
None
--End of Public Comment--
Chair Cooley closed the Public Hearing
Motion By Vice Chair Houghton
Second By Commissioner Munoz-Morris
Adopt the Draft PC Resolution recommending approval to the City Council
to introduce an Ordinance to amend the Airport Area Specific Plan to allow
for mixed-use residential development in the Service Commercial (C-S)
and Manufacturing (M) zones subject to a conditional use permit, and to
approve an Addendum to the Final EIR for the Airport Area and Margarita
Area Specific Plans.
"A RESOLUTION OF THE SAN LUIS OBISPO PLANNING COMMISSION
RECOMMENDING APPROVAL OF AMENDMENTS TO THE AIRPORT
AREA SPECIFIC PLAN TO ALLOW MIXED-USE DEVELOPMENT
WITHIN THE SERVICE COMMERCIAL (C-S) AND MANUFACTURING
(M) ZONES SUBJECT TO A CONDITIONAL USE PERMIT WHERE
APPROPRIATE AND CONSISTENT WITH THE AIRPORT LAND USE
PLAN; AND A DETERMINATION THAT THE PROJECT IS CONSISTENT
WITH THE CERTIFIED FINAL EIR FOR AIRPORT AREA AND
MARGARITA AREA SPECIFIC PLANS AND RELATED FACILITIES
MASTER PLANS (FEIR) WHEN CONSIDERED IN CONJUNCTION WITH
AN ADDENDUM TO THE FINAL EIR; AS REPRESENTED IN THE
AGENDA REPORT AND ATTACHMENTS DATED FEBRUARY 26, 2025
(SPEC-0457-2023)" with the following additional amendment, as
presented during the meeting, to the Airport Area Specific Plan, Chapter 4
- Land Use, regarding findings for issuing a Conditional Use Permit:
Finding #5: There is adequate emergency response consistent with the
Climate Adaptation and Safety Element (CASE).
Page 8 of 86
5
Ayes (5): Commissioner Flores, Commissioner Jorgensen, Commissioner
Munoz-Morris, Vice Chair Houghton, and Chair Cooley
Absent (2): Commissioner Kahn, and Commissioner Tolle
CARRIED (5 to 0)
5. COMMENT AND DISCUSSION
5.a STAFF UPDATES AND AGENDA FORECAST
Deputy Community Development Director Tyler Corey provided the
following update of upcoming projects:
Scheduled for the March 12, 2025 meeting, is review of the
General Plan Annual Report (GENP-0089-2025).
There are no items currently scheduled for the March 26, 2025
meeting. If necessary, a Notice of Cancellation will be published
one week prior to the meeting date.
Tentatively scheduled for the April 9, 2025 meeting, is review of
proposed amendments to the City's Cannabis Regulations and a
proposed abandonment of a 10 foot public right-of-way between
1998 and 2006 San Luis Drive.
6. ADJOURNMENT
The meeting was adjourned at 7:45 p.m. The next Regular Meeting of the
Planning Commission is scheduled for March 12, 2025 at 6:00 p.m. in the
Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.
_________________________
APPROVED BY PLANNING COMMISSION: XX/XX/2025
Page 9 of 86
Page 10 of 86
PLANNING COMMISSION AGENDA REPORT
SUBJECT: PLANNING COMMISSION CONSIDERATION OF THE 2024 GENERAL
PLAN ANNUAL REPORT
BY: Ethan Estrada, Assistant Planner FROM: Tyler Corey, Deputy Director
Phone Number: (805) 781-7576 Phone Number: (805) 781-7169
Email: ejestrad@slocity.org Email: tcorey@slocity.org
RECOMMENDATION
Receive and file the 2024 General Plan Annual Report for final review and acceptance
by the City Council.
1.0 COMMISSION'S PURVIEW
The Planning Commission provides input on long range planning efforts, such as specific
plans, community plans, and all elements of the General Plan. The purpose of this agenda
item is to provide an opportunity for the Planning Commission to review the 2024 General
Plan Annual Report before forwarding to the City Council for acceptance.
2.0 SUMMARY
California Government Code Section 65400 requires cities to submit an annual report
(Attachment A) on the status of their General Plan and progress in its implementation to
their legislative body (City Council), the Governor’s Office of Planning and Research, and
the California Department of Housing and Community Development. Prior to submittal to
the state, the annual report must be presented to the City Council for review and
acceptance. As a procedural matter, staff is bringing this annual report to the Planning
Commission for receipt and acceptance prior to presentation to the Council, given the
role of the Commission as advisory to the Council in planning matters, including
implementation of the General Plan. Preparation of the General Plan Annual Report
(GPAR) is also consistent with General Plan Land Use Element Policy 11.3, discussed
below.
The GPAR is strictly a reporting document and does not create or modify any City goals,
policies or programs found within the General Plan.
3.0 PREVIOUS REVIEW
According to Land Use Element Policy 11.3, the City shall prepare an annual report on
the status of the General Plan, which is to include the following items:
A) A summary of private development activity and a brief analysis of how it helped
achieve General Plan goals.
Meeting Date: 2/26/2025
Item Number: 4a
Time Estimate: 30 minutes
Page 11 of 86
Item 4a
GENP-0089-2025
Planning Commission Report – 2/26/2025
B) A summary of major public projects and a brief analysis of how they contributed to
achieving General Plan goals.
C) An overview of programs, and recommendation on any new approaches that may
be necessary.
D) A status report for each General Plan program scheduled to be worked on during
that year, including discussion of whether that program’s realization is progressing
on schedule, and recommendations for how it could better be kept on schedule if
it is lagging.
E) A status report on how the City is progressing with implementing its open space
preservation policies and programs.
F) Updated population or other information deemed important for the Plan.
The General Plan Annual Report has been prepared and presented to Council annually.
Said reports have been prepared in accordance with the above topics per Land Use
Element Policy 11.3.
4.0 PROJECT ANALYSIS
The General Plan is a comprehensive statement of the City’s goals and guides the use
and protection of various resources to achieve them. It consists of numerous policies
covering a range of City activities, including the creation and/or maintenance of public
programs, guidelines on land use and development standards, and more. The General
Plan Annual Report (GPAR) is an opportunity for the City to review how well the Plan
continues to meet its goals. It also provides an opportunity to review how well programs
identified by the Plan are being implemented, and to determine if they are still relevant to
City goals and policies. Additionally, assessment of the implementation of the General
Plan informs the City Council about programs and projects that might be initiated as the
City develops a new financial plan.
The 2024 GPAR is organized around the following key implementation areas:
Planning and Building Activity
Residential Growth
Non-Residential Growth
Housing Element Program
Implementation
Regional Housing Needs
Allocation (RHNA) Progress
Homelessness Solutions
Coordination with Other Agencies
Specific Plan Area Development
Municipal Code Updates
Climate Action Plan
Economic Development
Policy Initiatives
Water Supply
Transportation & Circulation
Safety Services
Neighborhood Wellness
Conservation & Open Space
Parks & Recreation
Below is a review of key highlights from the 2024 GPAR:
Page 12 of 86
Item 4a
GENP-0089-2025
Planning Commission Report – 2/26/2025
Development Activity and Trends
Residential Development
The 2024 GPAR presents a variety of data collected by the City to give insight into
development activity and trends over several years. Based on CDD’s residential building
permit data, the City saw 119 single-family residences permitted in 2024, a decrease
compared to 136 in 2023 and 163 in 2022. However, 96 accessory dwelling units and 234
multi-family units were permitted in 2024, contributing to a total of 442 new residential
units, an increase compared to the 367 total units permitted in 2023.
LUE Policy 1.11.2, related to residential growth, states that the City’s housing supply shall
grow no faster that 1 percent per year, on average, based on established thresholds in
Table 3 of the Land Use Element (LUE). Dwellings affordable to residents with extremely
low, very low, low or moderate incomes, as defined by the Housing Element, new
dwellings in the Downtown Core, and legally established accessory dwelling units are
exempt. The intent of this policy is to ensure that the rate of population growth will not
exceed the City’s ability to accommodate new residents and to provide municipal services
consistent with the maximum growth rates established in the General Plan.
Housing production has been a Major City Goal for the past several financial plans, with
the City successfully prioritizing programs that support new housing production. Each
year the City calculates a rolling average number of housing units produced since 2015
(Land Use and Circulation Element adoption). Prior to 2024, the City maintained an
average annual housing unit growth rate below the 1 percent threshold. Due to the
number of building permits finaled in 2024, the current average annual growth rate is 1.03
percent per year since 2015, which exceeds the 1 percent threshold.
Despite the figure exceeding this threshold for number of eligible housing units, the
average annual population growth rate has remained under 1 percent within the same
timeframe as reported by the State Department of Finance. Therefore, while the number
of housing units currently exceeds the 1 percent threshold, the population is below the
projected estimate for 2024. Based on State data, the City has a population of 48,684,
while the LUE anticipated a population of 50,000 by 2025 with a 1 percent annual growth
rate. In addition, given the impending completion of several large housing focused specific
plan areas, it is anticipated that the average annual residential growth rate could fall back
under the 1 percent threshold within the next several years.
The City Council reviews the rate of growth on an annual basis in conjunction with the
General Plan annual report to ensure consistency with the City’s gradual assimilation
policy. There is no action required to address the residential growth rate exceeding the
threshold, although Council could choose to establish limitations on new residential
development through phasing of specific plans in annexation areas as allowed by the
Residential Growth Management Regulations in the Municipal Code. Any direction to
consider such limitations would need to be further evaluated to ensure compliance with
California Gov't Code § 66300 (Housing Crisis Act), which significantly restricts cities’
ability to enforce growth and development caps in a manner that impairs issuance of
building permits or the development of housing in areas where housing is otherwise
allowed. There are narrow exceptions to the statutory restriction on growth caps, likely
not applicable here, and any moratorium or other action to restrict housing permits or
development would need to be reviewed and approved by HCD.
Page 13 of 86
Item 4a
GENP-0089-2025
Planning Commission Report – 2/26/2025
Non-Residential Development
Non-residential development saw a substantial increase in 2024, specifically a net annual
growth rate of 0.60 percent in 2024, compared to 0.35 percent in 2023 . Considering
“finaled” permits for non-residential development, 71,386 square feet of floor area was
added to the City in 2024, yielding a 5 -year net non-residential growth of 2.26 percent.
LUE Policy 1.11.4 states that the City Council shall consider establishing limits for the
rate of non-residential development if the increase in non -residential floor area for any
five-year period exceeds 5 percent. The City is significantly below the threshold to
establish any non-residential growth limit for 2024.
Homelessness Solutions
The City’s 6th Cycle Housing Element includes policies and programs to reduce
homelessness under Goal 1, Safety and Goal 8, Special Housing Needs. Homelessness
Response also remains a Major City Goal (Housing and Homelessness) as part of the
2023-25 Financial Plan.
In June 2024, City Council approved an updated version of the City’s Homelessness
Response Strategic Plan for 2024-26, outlining objectives and key tasks to prevent and
address homelessness in the City. This plan aligns with San Luis Obispo’s Countywide
Plan to Address Homelessness, providing key lines of effort to reduce homelessness by
50% between 2022 and 2027. Homelessness response activities in 2024 included
regional collaboration on state funding opportunities to develop interim and permanent
supportive housing and partnering with community and faith-based organizations to
develop a Rotating Overnight Safe Parking Pilot Program model. Other programs,
including the Human Services Grant Program (which prioritizes City grant funding to
community organizations and projects addressing homelessness), Community Action
Team, Mobile Crisis Unit, and collaborative efforts with Downtown SLO and CAPSLO,
continued throughout 2024.
Transportation & Circulation
Numerous transportation planning and engineering projects were implemented in 2024,
aligning with this Major City Goal and the Circulation Element of the General Plan .
Sustainable transportation also remains a Major City Goal (Climate Action, Open Space,
and Sustainable Transportation) as part of the 2023 -25 Financial Plan.
Numerous traffic safety improvements were implemented as part of the City’s Traffic
Safety Program to address collision trends and resident safety concerns. This included
striping modifications, sign replacements, and sight distance improvements at several
intersections. Additionally, the City’s first Vision Zero Action Plan was released in 2024 in
draft form for public review. This plan provides a comprehensive summary of current
safety trends and provides a blueprint to guide priorities in areas of engineering,
enforcement, and education to improve traffic safety citywide.
In January 2024, a Transit Innovation Study was provided to City Council who directed
staff to finalize said report. Since then, City staff has implemented numerous
recommendations provided by the report. Additional transit operations implemented in
2024 include:
Page 14 of 86
Item 4a
GENP-0089-2025
Planning Commission Report – 2/26/2025
In March 2024, the City issued a purchase order for 2 battery electric buses,
increasing the total number on order to 8. Staff anticipates that by 2026, half of the
City’s bus fleet will consist of zero emission vehicles.
SLO Transit partnered with SLOCOG and RTA to offer free transit rides during
Rideshare Week, providing over 4,000 free rides during this 5 -day period.
In September 2024, SLO Transit reinstated the 6 Express, providing direct service
between Cal Poly and Downtown during the Farmers’ Market.
Continued work on SLO Transit’s Short-Range Transit Plan update. This plan
recommends service, fare, and program changes over the next 5 years to help
SLO Transit better meet the community’s transportation needs .
Safety Services
Climate Adaptation and Safety Element (CASE) Policy OP-7.1 requires that there should
be adequate planning, organization, and resources for emergency preparedness and
emergency response. City staff has made several accomplishments in 2024 to implement
this policy.
The San Luis Obispo Fire Department (SLOFD) responded to 7,004 incidents from 4
strategically placed fire stations throughout the City in 2024, which is 5.17 percent lower
than 2023. As a reminder, the increase in responses observed in 2023 is attributed to the
federally declared disaster winter storms in 2023. In 2024, SLOFD’s Urban Search and
Rescue (USAR) Team continued to play a vital role in protecting the lives of both visitors
and citizens alike. SLOFD, along with its USAR Team members, responded to 16
technical rescues and medical emergencies in open space areas in and around the City.
SLOFD’s Mobile Crisis Unit (MCU) continues to respond to behavioral health incidents in
both a proactive and reactive manner. In 2024, the MCU Team responded to a total of
151 calls for service and 2,998 field contacts, resulting in the MCU providing transport to
alternate facilities a total of 46 times. Working with fellow stakeholders, the MCU Team
was also able to facilitate the reunification of 35 individuals experiencing homelessness
with their family, friends, or other out-of-area support networks.
In 2024, the San Luis Obispo Police Department (SLOPD) completed its first year of work
effort of its 5-year strategic plan, which included the completion of a department -wide
staffing study, use of data-driven policing tools to reduce crime, establish an online
recruitment portal to enhance hiring efforts, improve the physical fitness facility at the
department, develop a central resource guide for employee wellness information, and
update its current body-worn and in-car camera systems. SLOPD’s Community Action
Team (CAT) continues to identify problems and crime trends that negatively impact the
quality of life for residents, business owners, and visitors. In 2024, CAT engaged with 471
individuals and made 197 treatment referrals to mental health and substance abuse
services. Additionally, CAT facilitated 8 family reunifications for individuals experiencing
homelessness. SLOPD’s Community Service Officer (CSO) program has also played a
pivotal role in delivering personalized services to residents, the business community, and
visitors. In 2024, the CSO program issued 88 citations for offenses such as public alcohol
consumption, littering, smoking, and unregistered vehicles, along with 294 cite -and-
release arrests for alcohol, drugs, theft, tows, and trespassing.
Page 15 of 86
Item 4a
GENP-0089-2025
Planning Commission Report – 2/26/2025
Conservation and Open Space
The General Plan contains many goals, policies, and programs focused on open space
protection. The policies apply to sensitive lands within the City’s urban reserve as well as
land in the San Luis Obispo Greenbelt area that is protected for its biological, agricultural,
aesthetic, and/or watershed protection value. These policies are further detailed in the
Land Use and Circulation Element and the Conservation and Open Space Element of the
General Plan. Some highlights for 2024 include:
Invasive species control efforts in the Miossi Open Space continued throughout
2024, as well as erosion and storm damage repairs , with significant repair work
completed to protect the primary access road that was at risk of being lost.
Phase 1 of the trail system and trailhead work identified in the Righetti Hill Open
Space Conservation Plan was completed in 2024.
City staff continued invasive species vegetation control along Froom, Prefumo , and
San Luis Obispo Creeks, which involved planting native plants and trees, and
installation of butterfly gardens in support of the Mayor’s Monarch Pledge .
City staff began restoration work at Johnson Ranch, which is funded by a $250,000
grant from the Wildlife Conservation Board and Point Blue Conservation Science .
5.0 ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply because the General
Plan Annual Report does not constitute a “Project” under CEQA Guidelines Section
15378.
6.0 OTHER DEPARTMENT COMMENTS
The 2024 General Plan Annual Report was a collaboration of many City departments and
divisions, including Community Development, Public Works, Utilities, Parks & Recreation,
Administration, Fire and Police.
7.0 ALTERNATIVES
Continue the item and direct staff to make revisions or include additional information.
Staff does not recommend continuation, as the GPAR is required to be approved
by the City Council and submitted to the state by April 4 th.
8.0 ATTACHMENTS
A – 2024 General Plan Annual Report
Page 16 of 86
Item 4a
GENP-0089-2025
Planning Commission Report – 2/26/2025
Page 17 of 86
Page 18 of 86
City of San Luis Obispo
2024 General Plan Annual Report
Page 19 of 86
General Plan Annual Report 2024
ii
Community Development Department
Our Mission Statement
Our mission is to serve all persons in a positive and courteous manner and help ensure that San
Luis Obispo continues to be a healthy, safe, attractive, and enjoyable place to live, work, or visit.
We help plan the City’s form and character, support community values, preserve the
environment, promote wise use of resources, and protect public health and safety.
Our Service Philosophy
The City of San Luis Obispo Community Development Department (CDD) staff provides high
quality service when you need it. We will:
Listen to understand your needs;
Give clear, accurate and prompt answers to your questions;
Explain how you can achieve your goals under the City’s rules;
Help resolve problems in an open, objective manner;
Maintain high ethical standards; and
Work to improve our service.
Page 20 of 86
General Plan Annual Report 2024
iii
Acknowledgements
City Council
Erica A. Stewart, Mayor
Michelle Shoresman, Vice Mayor
Emily Francis
Jan Marx
Michael R. Boswell
Planning Commission
Justin Cooley, Chair
David Houghton, Vice Chair
Sheryl Flores
Robert Jorgensen
Steven Kahn
Juan Munoz-Morris
Eric Tolle
City Manager
Whitney McDonald, City Manager
Project Management Team
Project Lead: Ethan Estrada, Assistant Planner
Brian Leveille, Principal Planner
Rachel Cohen, Principal Planner
Teresa McClish, Principal Planner
The 2024 General Plan Annual
Report was prepared by the
Community Development
Department for review by the
Planning Commission and
acceptance by City Council.
The Community Development
Department’s Planning
Division often takes the lead
for staff work involving the
General Plan. However, all
City departments and advisory
bodies are involved in General
Plan implementation and have
contributed to the 2024
General Plan Annual Report.
Page 21 of 86
General Plan Annual Report 2024
iv
Staff Contributors
Adam Fukushima, Active Transportation Manager
Alexander Fuchs, Mobility Services Business Manager
Austin O’Dell, Transit Manager
Brian Amoroso, Deputy Chief - Administration
Bryan Wheeler, Transportation Planner/Engineer III
Chris Read, Sustainability Manager
Christine Wallace, Neighborhood Outreach Manager
Daisy Wiberg, Homelessness Response Manager
David Amini, Housing Coordinator
Devin Hyfield, Recreation Manager
Donna King, Parking Program Manager
Doug Carscaden, Recreation Supervisor
Fred Mickel, Deputy Chief - Operations
Freddy Otte, City Biologist
Greg Avakian, Parks and Recreation Director
Ivana Gomez, Cannabis Business Coordinator
James Blattler, Emergency Manager
Jennifer Rice, Deputy Director of Mobility Services
Joey Nau, Fire Inspector
John Mezzapesa, Code Enforcement Supervisor
Luke Schwartz, Transportation Manager
Lucia Pohlman, Sustainability and Natural Resources Analyst
Matt Horn, Public Works Director
Matheson Bliss, Hazardous Materials Coordinator
Meghan Tolley, Recreation Manager
Laura Fiedler, Economic Development & Tourism Manager
Nicole Vert, Administrative Analyst
Rick Scott, Police Chief
Robert Hill, Sustainability & Natural Resources Official
Sammy Fox, Deputy Fire Chief
Shawna Scott, Special Projects Manager
Timmi Tway, Community Development Director
Todd Tuggle, Fire Chief
Tyler Corey, Deputy Community Development Director
Vanessa Nichols, Permit Services Supervisor
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v
Contents
Community Development Department ........................................................................................................ ii
Acknowledgements ...................................................................................................................................... iii
List of Figures .................................................................................................................................. vi
List of Tables ................................................................................................................................... vi
Introduction .................................................................................................................................................. 1
Background ................................................................................................................................................... 2
Planning and Building Activity....................................................................................................................... 3
Residential Growth ....................................................................................................................................... 5
Non-Residential Growth ............................................................................................................................... 7
Housing Element Program Implementation ................................................................................................. 7
Regional Housing Needs Allocation (RHNA) Progress ................................................................................ 11
Homelessness Solutions .............................................................................................................................. 14
Coordination with Other Agencies ............................................................................................................ 17
Specific Plan Area Development ................................................................................................................. 18
Municipal Code Updates ............................................................................................................................. 24
Climate Action Plan ..................................................................................................................................... 24
Economic Development .............................................................................................................................. 25
Policy Initiatives .......................................................................................................................................... 27
Water Supply............................................................................................................................................... 27
Transportation & Circulation ...................................................................................................................... 28
Safety Services ............................................................................................................................................ 35
Neighborhood Wellness .............................................................................................................................. 45
Conservation & Open Space ....................................................................................................................... 47
Parks & Recreation ...................................................................................................................................... 50
Conclusion ................................................................................................................................................... 62
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List of Figures
Figure 1 - Total Planning Applications Received per Calendar Year, 2022-2024 ............................ 3
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors, 2020-2024 ................................ 7
Figure 3 - Monthly Noise Party Calls for Service, 2024 ................................................................. 47
List of Tables
Table 1 – Plan Check Applications Submitted, 2022-2024 ............................................................. 3
Table 2 – Building Permits Issued, 2022-2024 ................................................................................ 4
Table 3 – Valuation of Construction, 2022-2024 ............................................................................ 4
Table 4 – LUE Table 3, One Percent City Population Growth Projection ...................................... 5
Table 5 – Residential Growth Rates, 2015-2023............................................................................. 6
Table 6 – Highlights of Housing Element Program Implementation Progress, 2024 ..................... 8
Table 7 – Progress Towards 6th Cycle Quantified Objectives, 2019-2028 .................................... 12
Table 8 – Active BMR Housing Projects in the Pipeline ............................................................... 13
Table 9 – Margarita Area Development Status, 2024 .................................................................. 19
Table 10 – Orcutt Area Development Status, 2024 ...................................................................... 19
Table 11 – Airport Area Development Status, 2024 ..................................................................... 20
Table 12 – Avila Area Development Status, 2024 ......................................................................... 21
Table 13 – San Luis Ranch Area Development Status, 2024......................................................... 23
Table 14 – City Water Resource Availability ................................................................................. 27
Table 15 – Code Enforcement Statistics ....................................................................................... 46
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Introduction
General Plan Annual Report
The General Plan is a comprehensive statement of the City’s goals and guides the use and
protection of various resources to achieve them. It consists of numerous policies covering a range
of activity, including the creation and/or maintenance of public programs, guidelines on land use
and development standards, and more. The General Plan is adopted and amended by the City
Council, after considering recommendations by citizens, appointed advisory bodies, other
agencies, and City staff.
As required by California Government Code Section 65400 and Land Use Element Policy 11.3 of
the General Plan, the City publishes an annual report on the status of its General Plan and efforts
to implement its policies. This report provides an opportunity to gauge the efficacy of both the
actions taken to implement these policies and the policies themselves. Land Use Element Policy
11.3 stipulates that the annual report shall include the following:
A) A summary of private development activity and a brief analysis of how it helped achieve
General Plan goals.
B) A summary of major public projects and a brief analysis of how they contributed to
achieving General Plan goals.
C) An overview of programs, and recommendations on any new approaches that may be
necessary.
D) A status report for each General Plan program scheduled to be worked on during t hat
year, including discussion of whether that program's realization is progressing on
schedule, and recommendations for how it could better be kept on schedule if it is
lagging.
E) A status report on how the City is progressing with implementing its open space
preservation policies and programs.
F) Updated population or other information deemed important for the plan.
Housing Element Annual Report
The City completes a separate Housing Element Annual Report that is submitted concurrently
with the General Plan Annual Report as required under Government Code Section s 65400 and
65700. The Housing Element Annual Report contains detailed information on issued and/or
completed residential building permits from the previous year. This information can be accessed
on the California Department of Housing and Community Development (HCD) website.
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Background
State law requires each city and county to adopt a general plan that
addresses seven topics, typically referred to as “elements.”
Additional topics, or general plan elements, may be included. The law
also requires general plans to be comprehensive, internally
consistent, and provide a long-term perspective. The California
Governor’s Office of Planning and Research (OPR) publishes General
Plan Guidelines, which includes the following basics:
Geographic Comprehensiveness: The general plan must cover all
territory in the jurisdiction’s boundaries.
Regional Context: The general plan must consider regional plans
for transportation, air quality and water quality, and must spell
out measures needed to meet federal or state standards for the
region.
Issue Comprehensiveness: General plans must address the
jurisdiction’s physical development over the long term, but
because the general plan is the most comprehensive expression
of the general welfare, it should also recognize social and
economic concerns.
Internal Consistency: All general plan elements must be
internally consistent. Each element’s data, analyses, goals,
policies, and programs must be consistent and complement one
another. This includes consistency with area and specific plans.
Long-Term Perspective: The general plan must address the
welfare of current & future generations, although the
timeframes may vary between elements. The Housing Element,
for instance, must be updated every five to eight years.
State law requires that a city’s general plan should be kept current.
The City of San Luis Obispo does so through this annual review
process, comprehensive updates, and amendments. Updates to
entire elements are done as needed and include a look at underlying
conditions and preferences. Amendments are typically smaller in
scope and involve changing one part in a way that fits within the
overall framework. Consideration of amendments are triggered by
private applications or by direction from the City Council.
Changes to the City of San Luis Obispo General Plan require hearings
by the Planning Commission and by the City Council. The type of
notice provided for the hearings depends on the type of proposed
change, but always includes a descriptive item on the meeting
agenda, which is published in the newspaper. The City’s website and
public access television channel provide additional information.
City of
San Luis Obispo
General Plan
Elements
Land Use
Update Adopted 2014
Circulation
Update Adopted 2014
Housing
6th Cycle Adopted
2020, certified 2021
Conservation and
Open Space
Revised 2014
Climate Adaptation
and Safety
Revised 2023
Parks and
Recreation
Adopted 2021
Water and
Wastewater
Revised 2018
Noise
Adopted 1996
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Planning and Building Activity
Application totals are tracked in real-time via Community Development’s EnerGov permitting
system. This data can serve as an indicator of development trends in the City, assist with budget
forecasting, and provide insight into how this development may have contributed to achieving
General Plan goals.
Yearly Planning Applications Received
Figure 1 indicates all planning
applications received in 2022, 2023, and
2024. This can include use permits,
development reviews, subdivisions,
zoning amendments, environmental
reviews, and administrative actions. In
2024, the total number of planning
applications received was 264, an
approximately 13% increase from the
previous year. This trend is in part due
to a small increase in exception
requests that require director review.
Building Permits and Plan Reviews
Building permits are issued for various projects ranging from the relatively simple (e.g ., water
heaters, window change outs, reroofing, etc.) to the more complex projects (e.g., additions and
new buildings). Plan reviews are typically required for the more complex projects where it is
necessary to review proposed design documents for code compliance.
Table 1 shows the number of plan check applications conducted by the Building Division over the
last three years. Plan check applications had been relatively consistent in previous years but did
see a notable decrease in 2024.
Table 1 - Plan Check Applications Submitted, 2022-2024
2022 2023 2024
Plan Check Applications Submitted 1,386 1,479 1,049
Source: Community Development Department, 2024
Table 2 depicts the number of building permits for residential and commercial projects issued
over the past three years. In 2024, we saw a positive trend in the number of total new units due
to an increase in multi-family units and ADUs compared to 2023. Single-family units continued in
a downward trend in 2024. This was expected, as single-family residential development has been
concluded in some of the larger residential development projects in the City.
Figure 1 – Total Planning Applications Received per Calendar Year,
2022-2024 (Community Development, 2024)
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Table 2 - Building Permits Issued, 2022-2024
BUILDING PERMITS ISSUED
2022 2023 2024
permits units permits units permits units
New Single-Family 163 163 136 136 119 119
New Accessory Dwelling Units (ADUs)1 100 100 73 86 88 96
New Multi-Family & New Mixed-Use 35 308 7 148 13 234
Demolitions2 11 -4 20 -3 25 -7
New Commercial 10 - 6 - 5 -
Residential Additions / Alterations 138 - 236 - 216 -
Commercial Additions / Alterations 77 - 122 - 108 -
TOTAL 534 567 600 367 574 442
Source: Community Development Department, 2024
1ADU unit totals come from ADU permits and single-family permits,
2includes units lost from demolitions
Valuation of Construction
Construction valuation is a good indicator of the level of private investment in building
construction. Table 3 depicts the annual construction valuation over the past three years.
Valuation data shows an increase across categories for 2024. Those categories showing a smaller
valuation number for 2024 are due to fewer permits being issued in 2024 in the given category.
This can be observed in the Single-Family category where a little under half of the number of
permits received in 2023 were received in 2024.
Table 3 - Valuation of Construction, 2022-2024
VALUATION OF
CONSTRUCTION 2022 2023 2024
Single-Family $32,464,875 $31,956,590 $16,693,300
Multi-Family $43,655,086 $26,914,510 $57,011,615
Commercial $33,950,000 $41,871,000 $27,075,000
Residential Additions /
Alterations $8,741,375 $11,494,439 $23,631,968
Commercial Additions /
Alterations $18,711,218 $26,659,996 $30,689,344
Total Valuation $137,522,554 $138,896,535 $155,101,227
Source: Community Development Department, 2024
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Residential Growth
The Land Use Element policy related to residential growth (LUE 1.11.2) states that the City’s
housing supply shall grow no faster than 1 percent per year, on average, based on established
thresholds shown in Table 4 (Table 3 in the Land Use Element). Affordable dwellings restricted to
residents with extremely low-, very low-, low-, or moderate- incomes, new dwellings in the
Downtown Core (including C-D zone), and legally established accessory dwelling units are exempt
from these regulations (M.C. 17.144.020.D). The intent of this policy is to ensure that the rate of
population growth will not exceed the City’s ability to accommodate new residents and to
provide municipal services consistent with the maximum growth rates established in the General
Plan.
Table 4 – LUE Table 3, One Percent City Population Growth Projection
Year Approximate Maximum
Number of Dwelling* Anticipated Number of People
2013 20,697 45,541
2015 21,113 46,456
2020 22,190 48,826
2025 23,322 51,317
2030 24,512 53,934
2035 25,762 56,686
Estimated urban reserve capacity: 57,200
Source: Land Use Element, City of San Luis Obispo General Plan, Table 3, page 1 -37.
*2013 population based on CA Department of Finance data. Projected numbers are based
on a 1 percent annual growth rate.
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Housing production has been a Major City Goal for the past several financial plans, with the City
successfully prioritizing programs that support new housing production. Each year the City
calculates a rolling average number of housing units produced since 2015 (Table 5 below). Prior
to 2024, the City maintained an average annual housing unit growth rate below the 1 percent
threshold. Due to the number of building permits finaled in 2024, the current average annual
growth rate is 1.03 percent per year since 2015, which exceeds the 1 percent threshold.
Despite the figure exceeding this threshold for number of eligible housing units, the average
annual population growth rate has remained under 1 percent within the same timeframe as
reported by the State Department of Finance. Therefore, while the number of housing units
currently exceeds the 1 percent threshold, the population is below the projected estimate for
2024. Based on State data, the City has a population of 48,684, while the LUE anticipated a
population of 50,000 by 2025 with a 1 percent annual growth rate. In addition, given the
impending completion of several large housing focused specific plan areas, it is anticipated that
the average annual residential growth rate could fall back under the 1 percent threshold within
the next several years.
The City Council reviews the rate of growth on an annual basis in conjunction with the General
Plan annual report to ensure consistency with the City’s gradual assimilat ion policy.
Table 5 – Residential Growth Rates, 2015-2024
Calendar Year
Period New Units Average Annual
Growth Rate
Total Units in the
City in 2024
LUE Estimated Units
in 2024 (1% Growth)
2024 342*
1.03% 23,748* 23,641
2015 - 2024 3,173*
Source: 2024 Building Permits finaled, Community Development Department
*These totals exclude deed-restricted affordable units, accessory dwelling units (ADUs), and new dwellings in the
Downtown Commercial (C-D) Zone. The all-encompassing unit total in 2024 was 23,984 units.
From 2015 to 2024, the City granted occupancy to 3,173 newly constructed residential units (also
accounting for the 46 units that were demolished between 2015 and 2024). Of the 3,173 units
constructed between 2015-2024, 2,348 units were subject to growth management limitations.
Of the units exempt from the growth management ordinance, 246 units were deed restricted for
affordable housing, 413 units were Accessory Dwelling Units or Junior Accessory Dwelling Units,
and 24 units were located within the Downtown Commercial (C-D) zone. As of 2024, there are a
total of 23,748 residential units subject to the growth management ordinance within the City (as
identified in Table 5 above), where the 2015 LUE estimated 23,641 units for 2024.
The City updated the General Plan Land Use and Circulation Elements in 2015, however, some of
the housing construction occurring today within the Orcutt Area and the Margarita Area was
planned for in the previous General Plan. Due to a variety of factor s, some of the development
originally planned in the 1994 General Plan is only now under construction. Of the 3,173 units
granted occupancy from 2015 to 2024, 1,796 of the units were located within Specific Plan areas.
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Non-Residential Growth
Based on final building permits, 71,386 square feet of net new non-residential floor area was
added to the City in 2024, resulting in an annual growth rate of 0.60 percent. Figure 2 illustrates
the net annual non-residential growth rate from 2019 to 2024. Non-residential growth includes
office, services and manufacturing, retail, hotel, and institutional uses.
Figure 1 - Net Annual Growth Rates of Non-Residential Sectors, 2019-2024
Source: Building Permits Finaled, Community Development Department, 2024
Note: Demolition of nonresidential square footage included in calculations.
Land Use Element Policy 1.11.4 states that each year, the Council will evaluate the actual increase
in non-residential floor area over the preceding five years. The Council shall consider establishing
limits for the rate of non-residential development if the increase in non-residential floor area for
any five-year period exceeds five percent. The five-year net non-residential growth rate for 2020
through 2024 was 2.26 percent.
Each year, City Council has considered implementing limits on new non-residential floor area and
has decided against establishing limits. If limits are established, they would only apply to certain
types of new commercial floor area, such as new offices or new retail establishments outside of
the downtown core. Since the five-year growth rate is less than five percent (2.26 percent)
establishing limits to new non-residential floor area is not necessary at this time.
Housing Element Program Implementation
Since adopting the Housing Element in November 2020, City staff has implemented numerous
Housing Element Programs in alignment with the Housing and Homelessness Major City Goal.
Table 6 displays a list of programs that were implemented or started in 2024.
0.44%
0.29%
0.56%
0.71%
0.35%
0.60%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
2019 2020 2021 2022 2023 2024
Gr
o
w
t
h
R
a
t
e
Year
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General Plan Annual Report 2024
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Table 6 – Highlights of Housing Element Program Implementation Progress with associated
programs, 2024
Safe Housing and Renter Protections
Information posting for renter protections: In July 2024, the City’s Community Development
Department published a 13-page Public Memorandum on renter Protections to raise awareness
of safe housing protections and educate renters about their rights. The memo highlights both
previously existing protections as well as new state protections that took effect on January 1,
2024.
Healthy Housing
In August 2024, the City was selected to join the National league of Cities Healthy Housing
Innovation Cohort to advance health outcomes and equity through improving healthy housing
programs. The Community Development Department and Office of Sustainability are working
together to support healthy and affordable manufactured housing in conjunction with energy
efficiency with equity focused retrofit work funded through the Department of Energy’s Buildings
Up project.
Program 1.6
Continue code enforcement to expedite the removal of illegal or unsafe
dwellings, to eliminate hazardous site or property conditions, and resolve
chronic building safety problems. Code Enforcement staff shall continue to
provide property owners and tenants with information on how to rectify
violations, who to contact in Code Enforcement for assistance, and other
resources that may be pertinent to the citation.
Policy 9.1
Residential developments should promote sustainability consistent with the
Climate Action Plan (CAP) and California Building Energy Efficiency Standards
(Title 24) in their design, placement, and functionality.
Support Housing Solutions
Maxine Lewis Apartments. On January 9, 2024 the City allocated an additional $300k of
Affordable Housing funds to the Housing Authority’s Maxine Lewis Apartment project for 40 BMR
supportive units.
Anderson Hotel Apartment. On October 10, 2024, the Anderson Hotel Apartments opened,
finalizing the preservation of at-risk units identified in the Housing Element for 68- units below
market rate housing including 40 units of permanent supportive housing for people experiencing
homelessness. The City used ARPA funding distributed through the City’s affordable housing
fund, deferred impact fees and through 2024 prioritized inspections to facilitate completion.
Waterman Village. On December 11, 2024, the City Planning Commission approved the 20-unit
below market rate tiny manufactured unit project on the site of the City-owned Rosa Butron
historic adobe known as the Waterman Village.
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Housing Study Session. On March 4, 2024, the City conducted a Housing Study Session a the City
Council that included need, progress and opportunities for housing for all across the housing
continuum including the unhoused, transitional, permanent supportive housing, below market
rate housing and market rate housing in the City.
Development Impact Fee Deferral for Affordable Housing: On October 1, 2024, the City Council
approved an ordinance that updated an impact fee deferral program to accelerate the production
of affordable housing units by reducing costs and enable developers to leverage additional
competitive tax credit funding.
Housing Trust Fund Support. The City continues to provide $40,000 in operational support for
the SLO County Housing Trust Fund’s efforts to provide below-market financing and technical
assistance.
Program 2.5
Continue to manage the Affordable Housing Fund so that the fund serves as a
sustainable resource for supporting, at a minimum, 4 new affordable housing
developments during the planning period. The fund shall serve as a source of
both grant funding and below-market financing for affordable housing projects;
and funds shall be used to support a wide variety of housing types at the
following income levels: extremely low, very low, low, and moderate, but with
a focus on production efficiency to maximize housing benefits for the City’s
financial investment, and to support high-quality housing projects that would
not be feasible without Affordable Housing Fund support
Program 2.9
Assist with the issuance of tax-exempt bonds, tax credit financing, loan
underwriting or other financial tools to help develop or preserve at least 20
affordable units annually through various programs.
Program 2.11
In conjunction with the Housing Authority and other local housing agencies,
continue to provide on-going technical assistance and education to tenants,
property owners and the community at large on the need to preserve at -risk
units as well as the available tools to help them do so.
Program 2.14
Continue to support density bonuses for residential projects above the state
density bonus allowance of 35% to promote the development of units for
extremely low, very low, and low-income households.
Policy 3.3
Encourage the construction, preservation, rehabilitation or expansion of
residential hotels, group homes, integrated community apartments, and single-
room occupancy dwellings.
Policy 3.9
Work annually with non-profit organizations, faith-based organizations, or the
Housing Authority of the City of San Luis Obispo to encourage rehabilitation of
residential, commercial, or industrial buildings to expand extremely low, very-
low, low or moderate income rental housing opportunities.
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Program 6.14
Continue to provide City resources, including $40,000 annually for operational
support, to support the SLO County Housing Trust Fund’s efforts to provide
below-market financing and technical assistance to affordable housing
developers to construct or preserve five affordable housing units per year in the
City of San Luis Obispo.
Homelessness Response
Education and engagement for homelessness response. On June 5th, 2024, the City conducted
a Homelessness Response Forum with non-profit partners and City legal and public safety teams
to facilitate a conversation about homelessness in our community and ways that the City, County,
and local service providers are working to address it.
Assisting the homeless and those at risk of becoming homeless. In June 18, 2024, City Council
adopted an updated Homelessness Response Strategic Plan for 2024-26, outlining objectives and
key tasks to prevent and address homelessness, in alignment with the Countywide Plan to
Address Homelessness. (More details are included in the following section.)
Rotating Overnight Safe Parking Pilot Program. On January 24, 2024 the Planning Commission
approved a Rotating Overnight Safe Parking Administrator Permit for the Community Action
Partnership of San Luis Obispo. Throughout 2024, City staff hosted monthly meetings with faith
community partners and CAPSLO, the count of San Luis Obispo and other stakeholders to develop
a pilot for a rotating overnight safe parking program in preparation of permit approval in January
2025.
Transitional and supportive tiny-unit housing: The City, as a California Encampment Resolution
Grant subrecipient, worked closely with the County of SLO on the Welcome Home Village
transitional and permanent supportive housing tiny manufactured unit project in the City at the
county public health campus. On May 8, 2024, the City made a determination of General Plan
conformity for the project which is projected to open at the end of 2025.
Permanent supportive housing motel conversion. In July 2024, the City and People’s Self-Help
Housing executed the standard agreement with the California Department of Housing and
Community Development for $19.4 million Homekey Round 3 grant to convert the Motel 6 North
into 75 permanent supportive housing units for the Calley Joaquin Homekey project.
Program 1.7 Continue to support local and regional solutions to ho melessness by funding
supportive program services and housing solutions.
Policy 8.10
Assist the homeless and those at risk of becoming homeless by supporting 40
Prado Homeless Services Center and other local service providers, as well as
advocating for additional safe parking, interim housing, and permanent
supportive housing opportunities Countywide.
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Source: Community Development Department, 2024
Regional Housing Needs Allocation (RHNA) Progress
Quantified Objectives
California cities and counties are required to develop programs designed to meet a share of their
surrounding region's housing needs for all income groups. California’s Department of Housing and
Community Development (HCD) identifies housing needs for all regions of the state. Councils of
governments then apportion the regional housing need among their member jurisdictions. The
Regional Housing Needs Allocation (RHNA) process ensures that each jurisdiction accepts
responsibility, within its physical and financial capability to do so, for the housing needs of its
residents and for those people who might reasonably be expected to move there. State housing law
recognizes that housing need allocations are goals that jurisdictions seek to achieve; however, they
are not intended as production quotas. The allocations are included in each jurisdiction’s Housing
Element so that plans, policies, and standards may be created to help meet housing needs within the
planning period.
The City has a total RHNA allocation of 3,354 housing units to plan for in the 6th Cycle Housing
Element. HCD has allowed the City 10 years to meet the 6th Cycle RHNA allocation. The City counts
all issued building permits from January 1, 2019, through December 31, 2028, as credit towards
achieving the 6th Cycle RHNA allocation. Additionally, HCD has allowed the City to count half of the
total of newly issued accessory dwelling unit (ADU) permits in the “low income” affordability level
count starting in 2020, due to the results of a market study conducted by the Co unty of San Luis
Obispo. Table 4 shows the City’s progress towards reaching its total RHNA.
Table 7 - Progress Towards 6th Cycle Quantified Objectives, 2019-2028
Income Level
6th Cycle
RHNA
Allocation
Building Permitted Units Issued by Affordability
Total
Units by
Income
Level
Total
Units
Remaining
by Income
Level
(% of County Median
Income) Year 1
(2019)
Year 2
(2020)
Year 3
(2021)
Year 4
(2022)
Year 5
(2023)
Years 6 –
10 (2024 -
2028)
Extremely
Low
Deed
Restricted 0 0 14 36 0 103 153
519
Non-
Deed
Restricted
825 0 0 0 0 0 0 0
Very Low
Deed
Restricted 0 14 42 14 22 61 153
Non-
Deed
Restricted
0 0 0 0 0 0 0
Low
Deed
Restricted
520
6 0 36 21 5 84 152
242 Non-
Deed
Restricted
0 30 46 50 0 0 126
Moderate Deed
Restricted 603 8 5 9 2 4 4 32 528
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Non-
Deed
Restricted
0 0 0 0 43 0 43
Above
Moderate 1,406 523 416 472 439 293 190 2,333 0
Total
Units 3,354 537 465 619 562 367 442 2,992
Total Remaining for RHNA
Period: 1,289
Source: Community Development Department, Building Permits Issued, 2024
The City has met its total allocation for “Above Moderate” housing units. This leaves 1,289 affordable
units needed to meet the 6th Cycle RHNA allocation by the end of the 2028 calendar year. Of the
remaining allocation, 40% of the units must be reserved for Very Low and Extremely Low Incomes,
19% for Low Incomes, and 41% for Moderate Incomes.
Below Market Rate (BMR) Housing (Commonly Known as Affordable Housing)
In 2022, the City followed the State’s lead to rebrand the often-misunderstood term "affordable
housing" as “Below Market Rate Housing.” Below Market Rate (BMR) means that the affordability
level of a dwelling unit is below the cost of what the current market rate unit would be, and includes
a deed restriction to ensure that the unit is affordable to extremely low-, very low-, low-, or
moderate-income households.
The City continues to implement its Inclusionary Housing Ordinance and promote opportunities to
collaborate with non-profit partners to develop BMR housing projects. In 2024, three 100% BMR
housing projects have been completed (Broad Street Place, Toscano, and the Anderson Hotel), which
has resulted in 144 new units reserved for lower-income households. The City continues to assist in
the efforts to complete the five BMR projects that are under construction (Tiburon Place, Bridge
Street, Maxine Lewis, Calle Joaquin Homekey, and Monterey Senior), which will result in 257 units for
lower-income households. Staff is also working on several new projects to ensure more BMR housing
is provided in the City. Those projects are listed in Table 8 below and shows that as of 2024, there are
474 new BMR units planned for lower-income households.
Table 8 – Active BMR Housing Projects in the Pipeline
Projects Address Dwellings Status
Tiburon Place 3750 Bullock 68
Planning Entitlements – Approved
Building Permits – Issued
Under Construction
Bridge Street Mixed-
Use 279 Bridge 94
Planning Entitlements – Approved
Phase 1 Building Permits – Under
Construction
Phase 2 & 3 Building Permits – Under
Review
Maxine Lewis
Apartments 736 Orcutt 40
Planning Entitlements – Approved
Building Permits – Issued
Under Construction
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Jones Mixed-Use 3806
Ranchhouse 9
Planning Entitlements – Approved
Building Permits – Issued
Under Construction
Monterey Mixed-
Use (Senior Phase
and Family Phase)
1422 Monterey 106
Planning Entitlements – Approved
Senior Phase Building Permits – Issued,
Under construction
Avila Ranch –
Sendero Apartments 165 Cessna Ct. 60 Planning Entitlements – Approved
Building Permits – Not yet submitted
Waterman Village 466 Dana 22 Planning Entitlements – Under Review
Calle Joaquin
Homekey
1433 Calle
Joaquin 75
Planning Entitlements – Approved
Building Permit – Issued,
Under Construction
Total 474
Source: Community Development Department, 2024
Third Party Below Market Rate Administrator
The City of San Luis Obispo’s BMR housing programs are growing and, at the same time, oversight
and enforcement is ramping up to ensure that local affordable housing programs comply with State
law. In 2021, the City contracted with HouseKeys to act as the City’s BMR Housing Administrator and
to manage the city’s growing Affordable Homeownership and Rental Programs to ensure that the
units are marketed to the community in a fair and equitable way, and to make sure those units are
occupied by eligible households. They also provide community members with the knowledge and
support to be successful in accessing homeownership or rental housing opportunities.
Through Housekeys, the city has conducted 32 Opportunity Drawings for inclusionary housing units
across the City, including 11 drawings for homeownership opportunities and 21 drawing for rental
opportunities.
Funding and Grant Programs for Housing
1. Community Development Block Grant Program (CDBG):
The CDBG program provides annual funding for eligible
affordable housing projects and support for the homeless
shelter. Over the past decade the CDBG Program has
allocated over $3,710,000 towards affordable housing and
$1,160,000 towards homeless services. Projects funded for
the upcoming 2024 Program Year include funding for
CAPSLO and the Five Cities Homeless Coalition for homeless services and homeless
prevention, funding toward the Monterey Family Housing project by the Housing Authority
of SLO, and funds to further implement the 6th Cycle Housing Element.
2. Prohousing Designation Program: In 2024, the City received designation as a Prohousing
jurisdiction which provides incentives to cities and counties in the form of additional points
or other preferences in the scoring of competitive housing, community development, and
infrastructure programs. Subsequently, the City applied for and was awarded $750,000 from
the Prohousing Incentive Program. The City of SLO will use these funds to support the
development and construction of three affordable housing projects in the City.
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3. Homekey Program: On January 18, 2024, HCD awarded the City and People’s Self-Help
Housing Homekey Round 3 funding totalling $19.4 million. These funds were awarded
towards the Calle Joaquin Homekey project, which will provide 75 units of permanent
supportive housing to individuals experiencing or at risk of homelessness.
Homelessness Solutions
The City’s 6th Cycle Housing Element includes policies and programs to reduce homelessness
under Goal 1 - Safety and Goal 8 - Special Housing Needs. Additionally, Homelessness Response
remains a Major City Goal (Housing and Homelessness) as part of the 2023-2025 Financial Plan.
With the continued rise in homelessness across California, City Council prioritized funding
programs and resources to prevent and address homelessness in collaboration with the County
of San Luis Obispo and local service providers. In local government, counties are primarily
responsible for leading efforts to address homelessness, yet the impacts often are borne directly
by cities. In 2024, the City responded to 103 encampment fires (an increase from 47 in 2023),
and 766 medical incidents involving people experiencing homelessness (a decrease from 987 in
2023), removed 56 tons of trash, and posted, conducted outreach, and cleaned up 144 illegal
encampments with $53,347 in City funds spent on cleanup and maintenance activities related to
homelessness. The City also provided $258,826 to the 40 Prado Homeless Services Center for
programs and operations, including the 40 Prado Safe Parking Program, a hotel voucher program,
and the 40 Prado Warming Center.
Strategic Planning for Homelessness
In June 2024, City Council approved an updated version of the City’s Homelessness Response
Strategic Plan for 2024-2026. This outlines objectives and key tasks to prevent and address
homelessness in the City of San Luis Obispo . The Strategic Plan aligns with the San Luis Obispo
Countywide Plan to Address Homelessness, which outlines key lines of effort to reduce
homelessness by 50% between 2022-2027. Key Components in the City’s plan include Regional
Collaboration & Engagement, Communications, Data, Pilot Programs, and Funding Opportunities.
The City’s first Homelessness Response Strategic Plan was adopted in March 2023 and was
informed by a community-wide survey, interviews with unhoused community members, and
stakeholder feedback sessions with Homeless Services Providers, Housing Services Providers,
Healthcare Providers, Grassroots/Activists Groups, Business Community, and Faith-Based
Groups. Homelessness response activities in 2024 included regional collaboration on state
funding opportunities to develop interim and permanent supportive housing; partnering with
community and faith-based organizations to develop a Rotating Overnight Safe Parking Pilot
Program model; implementation of internal procedures and standards for encampment related
activities operationalized through a data collection app for use in the field; and distribution of
the City’s Homeless Resources Pocket Guide, updated in English and Spanish, which contains
critical information on how to access community resources for individuals experiencing
homelessness.
Human Services Grant Program
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The City’s Human Services Grant (HSG) Program, overseen by the Human Relations Commission,
provides financial support to non-profit organizations that promote the economic and social
wellbeing of the community, whose funding criteria focuses on homelessness prevention,
including affordable and alternative housing, supportive services, and transitional housing. Other
funding priority areas include hunger and malnutrition prevention, supportive physical and
mental health services, services for seniors, veterans and/or people with disabilities, supportive,
developmental, and care services for children and youth, and services encouraging diversity,
equity, and inclusion initiatives, including access to language services. The Human Services Grant
Program is very competitive and had a total funding request of $379,245 which was $229,245
more than funds available to the program.
The Human Relations Commission reviewed 29 applications and recommended full or partial
funding for 19 different organizations. The City has issued $150,000 in grants to those
organizations since the approval of the funding recommendations .
Community Action Team
The Community Action Team (CAT) works with the San Luis Obispo Police Department and
consists of one CAT officer, one Community Services Officer, one Licensed Psychiatric Technician
from County Behavioral Health, and one Community Resources and Services Specialist to identify
problems and crime trends that negatively impact the quality of life for residents, business
owners, and visitors to the City of San Luis Obispo. In 2024, the CAT Team expanded with addition
of the Community Services Officer and a Licensed Psychiatric Technician to provide more
effective outreach and service to the community. In 2024, the CAT team engaged with 471
people, with 197 individuals electing to receive referrals to mental health and or substance abuse
services. Additionally, CAT facilitates family reunifications and in 2024, CAT reunited 8 individuals
with family members across the United States. Finally, CAT works in collaboration with County
Behavioral Health, social services agencies, local non-profit organizations and other City
departments utilizing a trauma-informed care approach to connect the City’s most vulnerable
residents to resources and services.
Partnerships with Downtown SLO and CAPSLO
The City provides funding for the Downtown
Ambassador Program which is administered by
Downtown SLO. The Downtown SLO Ambassadors work
to ensure that downtown is clean, safe, and welcoming
to visitors — whether they’re living, working, shopping,
or exploring downtown.
Ambassadors provide cleaning services for the sidewalks and alleys within the boundaries of the
24-block service area. This includes, but is not limited to, the removal of trash, graffiti, stickers,
and human waste. Additionally, Ambassadors are out on the streets connecting our
community — whether that's providing directions, recommending restaurants, answering
questions, or providing resources to unhoused individuals.
In 2024, the Downtown SLO Board of Directors explored alternative options to further en hance
the efficiency and effectiveness of the Downtown Ambassador and Clean & Safe Programs.
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Downtown SLO transitioned to a dedicated contractor cleaning service with CityWide Solutions
to oversee the cleaning duties. This shift allows the Downtown SLO team to focus solely on
maintaining a cleaner and more welcoming environment while ensuring consistent, high -quality
service without overseeing the day-to-day management, hiring, and training of ambassadors. By
leveraging professional cleaning expertise, Downtown SLO can better meet the needs of the
community and uphold the standards of cleanliness and safety that are essential to our shared
spaces.
The City also provides funding to CAPSLO for 40 Prado Homeless Services Center, which provides
overnight shelter and day services for unhoused community members, including housing
navigation and case management. The Homeless Services Center also provides access to meals,
showers, laundry facilities, healthcare, internet, and other supportive services. The City also
provides funding for the 40 Prado Safe Parking, Warming Center, and Hotel Voucher Programs,
which provide needed overflow capacity, services, and shelter for unhoused community
members.
Mobile Crisis Unit
Embedded within the City’s Fire Department, the Mobile Crisis Unit (MCU) was implemented in
the Summer of 2022 and pairs a Community Resource and Services Specialist with a Fire
Department intern/EMT/paramedic; as of October 2024, the team also consists of a Licensed
Psychiatric Technician (LPT) contracted through County Behavioral Health. The team responds to
calls for service within the City and provides crisis support services to individuals suffering from
non-emergency mental challenges, drug and alcohol addition, and chronic homelessness. In
2024, the MCU established 2,998 contacts with individuals experiencing homelessness and
reunified 35 homeless individuals with agencies or family, provided 46 transports to services or
alternate facilities, and fielded a total of 151 mental health crisis intervention calls for service.
Inspection of Homeless Shelters (AB 362)
In 2021, the state legislature passed Assembly Bill 362, implementing a list of procedures the City
must follow upon receiving a complaint from an occupant of a homeless shelter that said shelter
is substandard pursuant to California Government Code Section 17920.3. These procedures
include the immediate inspection of the homeless shelter, identification of any portion of the
shelter intended for human occupation that is substandard, and notification of the owner or
operator of the shelter of each violation and each action required to remedy said violation(s). In
the event any portion of the homeless shelter is found to be substandard, notice of violation shall
be issued immediately. If said deficiencies, violations, or conditions are determined to be
dangerous or otherwise render the shelter unfit for habitation, the local agency may issue an
emergency order directing the owner or operator to take immediate measures to rectify said
issues. Amongst several other provisions, the bill requires local agencies to submit a report
annually to the state that provides information on any pending uncorrected violations, instances
in which a determination was made that a homeless shelter was dangerous or otherwise unfit
for human habitation, instances in which an emergency order was issued, a list of any owners or
operator who received 3 or more violations within a 6 month period, and any corrected violations
from the prior year.
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Code Enforcement received one such complaint for the 40 Prado Homeless Services Center in
May of 2024. An inspection was conducted, and the complaint was determined to be unfounded.
This incident was reported to California’s Department of Housing and Community Development.
Coordination with Other Agencies
City staff responded to development plans from other agencies in 2024 that directly or indirectly
addressed General Plan policies. Additionally, City staff has continued to engage with other
agencies and jurisdictions to foster collaboration aimed toward implementing General Plan
policy. Some examples include:
Regional Housing Action Team
Representatives from San Luis Obispo County and its cities, including the City of San Luis Obispo,
continue to implement the county’s first regional housing action team as outlined in their
respective Housing Elements. This collaboration has assisted housing professionals in each
jurisdiction with navigating evolving housing issues and new State legislation to remove housing
barriers. Coordination through SLOCOG also facilitates housing and transportation infrastructure
data sharing in preparation of the Regional Transportation Plan and future Regional Housing
Needs Assessment allocations.
Cal Poly Staff and Faculty Housing
In 2024, Cal Poly University submitted an application to the City for street abandonment and a
minor City limit adjustment to facilitate a housing project on the Cal Poly campus. This project
includes 33 detached single-family housing units at the northeasterly corner of Slack Street and
Grand Avenue. While the housing units are located outside of City limits and do not count
towards the City's RHNA production, Cal Poly's development fulfills many of the City’s General
Plan policies and Major City Goals for Housing. General Plan Land Use Element Policies 1.12.2,
2.6.1, and 2.6.5, and Housing Element Polices 8.3 and 8.6 encourage providing additional on -
campus housing for Cal Poly to meet existing and future enrollment needs and to lesse n pressure
on City housing supply and transportation systems. Circulation Element Policies 5.1.3, 8.1.3, and
9.1.1 require that new developments provide sidewalks, assume fair share of responsibility for
constructing circulation improvements, and reduce or maintain vehicular speeds in residential
neighborhoods. The applications for City street abandonment and detachment to accommodate
the Vista Meadows housing project are consistent with and help implement these policies. The
project is currently under construction and adjustment of City limits is being finalized through
LAFCO.
California Department of Transportation (Caltrans)
Caltrans has continued progress on planning and design of the Caltrans District 5 Maintenance
Station and Equipment Shop Relocation Project, which is planned to be constructed at 4485
Vachell Lane near the new Buckley Road extension outside of City limits. In 2024, the City
coordinated with Caltrans on the Draft and Final EIR for the project. Several options were
considered for the project, including potential extension of City water and sewer with an
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application for annexation to the City. Caltrans ultimately decided to build the project without
City services and will provide the site with well water and onsite septic system instead.
Connection to City services and potential future annexation will be reevaluated in the future if
Caltrans staff offices are proposed to be relocated to the subject site at a later date.
Area Plan and Specific Plan Development
The General Plan requires approval of specific plans as a precursor to development of the City’s
major expansion areas. Specific plans typically contain more detailed land-use and design
standards than the General Plan and address the timing and financing of public facilities. Specific
plans can supersede the Zoning Regulations or lead to amendments of the Municipal Code. The
process for adopting a specific plan is similar to the process for adopting or amending a section
of the General Plan.
Margarita Area Specific Plan
The Margarita Area Specific Plan (MASP) is located in southern San Luis Obispo, bounded by
South Higuera Street, Broad Street, Tank Farm Road, and the ridge of the South Hills. As noted in
Land Use Element (LUE) Policy 8.1.3, the MASP includes capacity for residential dwelling units, a
business park, a neighborhood park, sports fields, and open space areas. Over 40 percent of the
land area is designated as open space, and 56 acres are designated as parks. LUE Policy 8.1.3
further states that “the City shall consider this area as potentially appropriate to accommodate
additional housing. Revisions to the Margarita Area Specific Plan will be required if residential
development in excess of that accommodated in the plan is proposed.”
In 2021 the Airport Land Use Plan (ALUP) was amended. As such, several areas of the MASP are
now available for residential development (where it was not allowed before), including higher
density residential development. In response to a Request for Proposals (RFP), the City selected
a consultant to work on an amendment to the MASP in June 2024, with work on the amendments
beginning in July 2024. These amendments will increase allowable density for land already zoned
for residential development, include opportunities and incentives to develop “Missing Middle”
housing types, and allow mixed-use development on commercially zoned land. Table 9 below
displays the status on current development projects within the MASP.
Table 9 - Margarita Area Development Status, 2024
Projects Address Commercial Dwellings Status
Prado Business
Park 301 Prado 159,663 -
Planning Entitlements – Approved
Public Improvements - Under Review
Building Permits – Under Review
365 Prado Road
Mixed-Use
Project
365 Prado 100,000 222 Planning Entitlements – In Process
Total 259,663 222
Source: Community Development Department, 2024
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Orcutt Area Specific Plan
Nestled at the base of the Santa Lucia foothills, the Orcutt Area provides a variety of scenic
resources for residents of the area and travelers along Orcutt Road and Tank Farm Road,
including views of Righetti Hill, Islay Hill and the Santa Lucia foothills.
Located along the southwestern edge of city limits and bounded by Orcutt Road, railroad , and
Tank Farm Road, the area encompasses 230 acres of land at the base of Righetti Hill. The Orcutt
Area Specific Plan calls for a residential neighborhood with up to 979 homes and a variety of
housing types, parks, hiking trails, and recreational opportunities. These opportunities include
bicycle paths, pedestrian paths, and natural habitat and visual resource protection in nearby
open space areas. Table 10 below displays the status on development in the Orcutt Area.
Table 10 - Orcutt Area Development Status, 2024
Projects Address Dwellings Commercial
Sq. Ft. Status
Bullock Ranch 3580 Bullock 192 585
Planning Entitlements – Approved
Public Improvements - Under Review
Building Permits – Under Review
Pratt Property 3750 Bullock 35 3,400
Planning Entitlements - Approved
Townhome Construction - Complete
Building Permits for Mixed-Use – Waiting for
Submittal
Righetti Ranch
Subdivision 3987 Orcutt 272
Construction Complete
Public Improvements – Substantially
Complete
Enclave at Righetti 3805 Orcutt 34
Planning Entitlements - Approved
Public Improvements – Substantially
Complete
Building Permits Issued – Under Construction
Tiburon Place
(Affordable) 3750 Bullock 68 Planning Entitlements – Approved
Building Permits Issued – Under Construction
Jones Mixed-Use 3806 Ranch
House 15 7,600 Planning Entitlements – Approved
Building Permits Issued – Under Construction
Total 616 11,585
Source: Community Development Department, 2024
Airport Area Specific Plan
Located approximately 2.5 miles south of Downtown San Luis Obispo, within the City’s Urban
Reserve, the Airport Area Specific Plan (AASP) consists of 1,500 acres of land adjacent to the San
Luis Obispo County Regional Airport bordered by the Margarita Area, South Higuera Street, South
Broad Street and Buckley Road.
The AASP envisions a mixture of open space, agriculture, business parks and industrial
development as well as limited residential development. Plans for the Airport Area include reuse
and regeneration of the natural and built environment; public, private, and environmental value
enhancement; and smart and sustainable growth that benefit the community economically,
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aesthetically, and environmentally. Table 11 shows the status of development within the AASP
in 2024.
In 2020 the City amended the Zoning Regulations to allow mixed-use development by right within
the Service Commercial (C-S) and Manufacturing (M) zones but did not extend this change to any
of the specific plan areas. With the update an d amendment to the ALUP in 2021 and the recent
allowance for mixed-use development in the rest of the City, in October 2024 the City began
preparing amendments for the AASP to allow mixed-use within C-S and M zoned parcels given
approval of a Conditional Use Permit (CUP) where appropriate and consistent with the ALUP.
Table 11 – Airport Area Development Status, 2024
Projects Address Dwellings Commercial
Sq. Ft. Status
Tank Farm
Commerce Park 179 Cross 29,280
Planning Entitlements - Approved
Building Permits – Issued
Under Construction
650 Tank Farm
Mixed-Use 650 Tank Farm 239 18,600
Planning Entitlements – Approved
Building Permits – Under Review
Public Improvements - Under Review
600 Tank Farm
Mixed-Use 600 Tank Farm 280 12,500
Planning Entitlements – Approved,
Modification in Process
Public Improvements - Under Review
SLO Airport Hotel 950 Aero 204 Rooms Planning Entitlements – Approved
Building Permits – Under Review
Conserv Fuel Station 4600 Broad 4,800 Planning Entitlements - Approved
Building Permits – Issued
Farmhouse
Fitness/Health
Facility
1051 Farmhouse 12,098 Planning Entitlements – Approved
U-Haul Personal
Storage and
Warehouse
1109 Kendall; 4805
Morabito 114,368;
24,498
Planning Entitlements – Approved
Building Permits – Under Review
Aerovista Medical
Services and Offices 832 Aerovista 35,908 Planning Entitlements – Under Review
Total 519 252,052
Source: Community Development Department, 2024
Avila Ranch Development Plan
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In 2017, the City Council approved the
Avila Ranch Development Plan to
enable the development of 720
residential units and 15,000 square
feet of neighborhood commercial uses
on a 150-acre site, north of Buckley
Road and within the boundaries of the
Airport Area Specific Plan (AASP).
Major Development review of the R-2
portion of Phases 1-3 and the R-1
portion of Phase 5 were approved by
the Planning Commission in 2021. The
R-2 area includes up to 297 detached for-sale dwelling units. Building permits for this part of the
project have been issued and construction of the residential units and public improvements are
underway. Approximately 150 residential units in Phase 1 have been completed and occupied to
date. The R-1 portion includes 101 detached for-sale dwelling units, which have entitlements
approved but have not yet been construct ed. The final map for Phase 2 (R-2 detached units) is
expected to be recorded in 2025 along with the construction on Phase 2.
An application for Major Development review for the multi-family R-4 portion of Phase 3 was
approved by Planning Commission on February 14, 2024. The application included a density
bonus request to add an additional 20 affordable units to the site, thereby bringing the total R-4
unit count to 85 market rate units and 60 affordable units. Mass grading for Phases 2-6 has been
completed. Public improvements for some onsite improvements, such as internal roads, utilities,
and park and landscape areas, and some offsite improvements, including the Buckley Road
extension, have been substantially completed. Construction of the interim fire station at Avila
Ranch is required to be completed by the developer prior to final of the 361st residential unit,
which is currently expected in the year 2028. Table 12 shows the status on development in the
Avila Ranch area.
Table 12 - Avila Area Development Status, 2024
Projects Address Dwellings Commercial
Sq. Ft. Status
Avila Ranch SFR
Phases 1, 2, & 3 (R-2) 175 Venture 297 -
Planning Entitlements - Approved
Public Improvements – Under Construction
Building Permits Issued – Under
Construction
Avila Ranch
Phase 3 (R-4) 175 Venture 145 -
Planning Entitlements – Approved with 20-
Unit Density Bonus
Public Improvements – Pending Submittal
Building Permits – Pending Submittal
Avila Ranch
Phases 4 (R-3)
175 Venture
197 -
Future Phase
Avila Ranch
Phase 5 (R-1)
175 Venture
101 -
Planning Entitlements - Approved
Public Improvements – Under Review
Building Permits – Pending Submittal
Avila Ranch Site Plan
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Avila Ranch Phase 6
(Neighborhood
Commercial)
175 Venture - 15,000 Future Phase
Total 740 15,000
Source: Community Development Department, 2024
Froom Ranch Specific Plan
A major component of the Froom Ranch Specific Plan is a Life Plan Community (LPC) known as
Villaggio, which would provide 366 independent senior units, 38 assisted living units, 51 care
facility beds, and a wellness center and ancillary services. In addition to the LPC, the Specific Plan
includes approximately 174 multi-family units; 100,000 square feet of commercial retail uses; a
3.6-acre trailhead park, which would incorporate onsite historic structures; and over 60 acres of
land designated for conservation/open space. Consideration of the project included preparation
of an EIR.
The City Council certified the Final EIR and
approved the Specific Plan, General Plan
Amendment, pre-zoning of the property,
and the Vesting Tentative Tract Map. City
Council authorized submittal of an
annexation application to LAFCO in
September 2020. An annexation
application was filed in February 2021 and
was approved by LAFCO in October 2021.
LAFCO conditions of the annexation were
completed, and the site was annexed into
the City of San Luis Obispo in November
2023. Public improvement Plans for on-
and off-site roadway and utility
improvements were submitted to the City
for initial plan check in June 2023. The
project has been on hold for the past 18
months due to ownership changes. The
City has recently met with the project developer and expects the multifamily portions of the
project to move forward for design review and mapping in 2025.
San Luis Ranch Specific Plan
Froom Ranch Site Plan
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The San Luis Ranch Specific Plan
project includes a mix of 654
residential units, 145,500 square feet
of commercial/retail/restaurant space,
100,000 square feet of office
development, and a 200-room hotel.
Most of the public improvements have
been completed, including utilities,
landscaping, and the extension of
Dalidio Drive and Froom Ranch Way.
Building permits were issued in 2022
for the hotel, with construction
expected to be complete in 2025. The
Agricultural Heritage and Learning
Center is open to the public, including
several new commercial buildings with
restaurants, retail, and agricultural
processing along with the rehabilitation of historic structures. Nearly all the 580 approved
residential units have been completed and occupied, with less than 15 units remaining under
construction. Construction has not begun on the 64-77 affordable housing units that are required
on Lot 7.
In December 2024, City Council authorized the submittal of General Plan and Specific Plan
amendments for San Luis Ranch to modify the uses planned for “Lot 7,” a vacant, 11.44-acre
commercial parcel. The developer is has proposed to replace approximately 100,000 square feet
of planned commercial uses with an additional 276 market rate multifamily units. The
applications for amendments are expected to be processed this year. Table 13 below displays
the status on development in the San Luis Ranch Area.
Table 13 – San Luis Ranch Area Development Status, 2024
Projects Address Dwellings Commercial
Sq. Ft.
Hotel
Rooms
Office
Sq. Ft. Status
Commercial
Center
1035
Madonna
77 114,300 - -
Planning Entitlements –
Amendments in Process
Public Improvements – Partially
Complete
SpringHill
Suites
Hotel
- - 200 -
Planning Entitlements –
Approved
Public Improvements – Under
Construction
Building Permits – Under
Construction
NG-10
Single-Unit
Residences
198 - - -
Planning Entitlements –
Approved
Public Improvements –
Substantially Complete
San Luis Ranch Site Plan
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Building Permits – Issued, Under
Construction
NG-23
Single-Unit
Residences
83 - - -
Planning Entitlements –
Approved
Public Improvements – Complete
Building Permits – Complete
NG-30, The
Orchard
Multifamily
Residential
296 - - -
Planning Entitlements –
Approved
Public Improvements –
Substantially Complete
Building Permits – Complete
Agricultural
Heritage
and
Learning
Center
- 31,200 - -
Planning Entitlements –
Approved
Public Improvements –
Substantially Complete
Building Permits – Substantially
Complete
Office - - - 100,000 Future phase, no building
permits issued
Total 654 145,500 200 100,000
Source: Community Development Department, 2024
Municipal Code Updates
Energy Code & Reach Code Updates (Clean Energy Program for New Buildings)
The City has a long history of local requirements for new construction that cost effectively reduce
greenhouse gas emissions through energy efficiency. On October 3, 2023, Council adopted an
energy reach code that began enforcement on January 1, 2024, and will result in lower building
emissions. The reach code will be in place through December 31, 2025, when a new state energy
code will be adopted. Staff’s work plan includes an update to this reach code, which will be
developed in calendar year 2025.
Climate Action Plan
The General Plan includes climate action initiatives in the Land Use, Circulation, Conservation and
Open Space, and Water and Wastewater Elements, including:
Land Use Policy 9.4 Climate Action Plan - The City shall maintain and implement its Climate
Action Plan to reduce community and municipal GHG emissions consistent with state laws
and objectives.
Conservation and Open Space Policy 2.2.1 (Atmospheric Change) - City actions shall seek
to minimize undesirable climate changes and deterioration of the atmosphere’s
protective functions that result from the release of carbon dioxide and other substances.
Conservation and Open Space Policy 2.2.5 (Model City) – The City will be a model of
pollution control efforts. It will manage its own operations to be as pollution free as
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possible. The City will work with other agencies and organizations to help educate citizens
in ways to prevent air pollution.
In 2020, City Council adopted the Climate Action Plan for Community Recovery (CAP) and set the
goal of reaching community carbon neutrality by 2035 (Resolution No. 11159 (2020 Series)). City
Council also adopted the Lead by Example plan for Carbon Neutral City Operations in the summer
of 2021 (Resolution No. 11263 (2021 Series)), which set the goal for carbon neutral municipal
operations by 2030. As part of the 2023-25 Financial Plans, Climate Action was also identified as
a Major City Goal (Climate Action, Open Space, and Sustainable Transportation).
On December 13, 2022, the City Council adopted the
Climate Action Plan 2023-27 Work Program (CAP
Volume 3). Notable Climate Action Plan implementation
efforts in 2024 include the various active transportation,
mobility, and land use efforts described in this report, as
well as:
Progress on municipal operations
decarbonization, including procurement of
electric vehicles, installation of electric vehicle
chargers, and the installation of heat pump hot
water heaters.
Introduction of electric buses to the City’s transit
fleet.
Ongoing participation in Central Coast
Community Energy, which has a goal of 100%
carbon free and renewable energy by 2030.
Review of major development projects for consistency with the Climate Action Plan
Direct support for building decarbonization programs to help community members and
affordable housing providers reduce fossil fuel use.
Receipt of Federal funds to develop a building decarbonization concierge service.
Economic Development
The City’s Economic Development Strategic Plan (EDSP) was adopted by City Council in 2012,
revised in 2015, and completely updated in 2023. The overarching goal of the plan is to advance
the economic vitality of the City of San Luis Obispo and develop strategies that strengthen the
City's economic development efforts while integrating the principles of sustainability, diversity,
equity, and inclusion. Additionally, the EDSP provides an emphasis on the retention of current
businesses, the continued expansion of the arts and culture scene, and ongoing efforts to
contribute to the vibrancy of the Downtown area. The City has also recognized the need to
expand the traditional function of economic development to include practices that incorporate
sustainability and social equity to maximize the community’s economic vitality. The EDSP has
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created broad themes that encompass three key pillars and their subsequent action plans:
Business & Entrepreneurship Vitality, Placemaking & Promotion, and Talent Development &
Attraction. These key pillars are meant to reflect the City’s priorities, where appropriate, along
with its ever-evolving economic landscape. Careful consideration was made to ensure that the
recommendations that follow fall within the scale and scope of the City’s economic development
function.
Many of the strategies in the EDSP are aligned with the policies in the Land Use element. Progress
on implementation of the EDSP is published quarterly on the city’s website: Economic
Development Strategic Plan | City of San Luis Obispo, CA. 1
Tourism and Community Promotions
The importance of the City’s Tourism and Community
Promotions activities as an economic development function
continued to prove vital in Fiscal Year 2024 (FY24) and as a
result, the City collected a record-breaking $10.9 million
dollars in transient occupancy tax (TOT). This number
represents a .25% increase in revenue compared to Fiscal Year
2023 (FY23), which was previously the best performing year in
the City’s history. FY24 produced five, $1 million revenue
months, which included July, August, September, April, and
June. This contribution of TOT revenue into the City’s General
Fund is a direct benefit of tourism for the City, as the full
collection of TOT revenue is retained by the City. The FY24
occupancy level in the city was consistent with FY23, with an average occupancy rate of 68.17%
for the year.
During this same period, the Promotional Coordinating Committee (PCC) continued their
commitment to enhancing the San Luis Obispo experience for residents and visitors. The PCC
continued ARTober in October 2024 following its launch in 2023, which is a celebration of
National Arts & Humanities Month. The events held highlighted various arts, culture, and
humanities experiences in San Luis Obispo. The PCC also continued the City’s Cultural Arts &
Community Promotions (CACP) program which provided vital promotional grants to local non-
profit organizations for programs to enrich the social, cultural, and diverse community events
and activities available during this time.
Also continued in FY24, the PCC directed the “Support Local” campaign through the Economic
Development program that included a multi-channel paid advertising plan, local public relations,
social media content strategy, and business support. In addition to the implementation of the 5th
year of the Buy Local Bonus promotion, the City supported the 2nd year of the Eat Local Bonus
program in January 2024 and the launch of SLO Restaurant Week.
1 https://www.slocity.org/business/economic-development/economic-development-strategic-plan
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Policy Initiatives
Cannabis Business Program
Tax Revenue: The revenue generated from the City’s Cannabis Program helps support a variety
of the City’s core services. Said revenue is generated through taxes, licensing fees, and other
financial mechanisms associated with the legal cannabis market. The City collected over $1.1
million in tax revenue in Fiscal Year 2024 (FY24), and is budgeting for an approximate $1.1 million
in revenue for Fiscal Year 2025.
Program Updates: Since the adoption of the Cannabis Program, staff has provided annual
updates to City Council and recommendations for code and process improvements. In 2024, staff
presented the Annual Cannabis Business Program Update to Council, including a review of
operator permit changes, cannabis tax and permit fee revenue forecast updates, and cannabis
industry updates. Council adopted an ordinance amending the City’s Zoning Regulations to allow
cannabis retail storefronts to conduct retail sales by delivery, with approval of a Conditional Use
Permit or by amendment to an existing Conditional Use Permit.
Water Supply
In 2024, the City obtained water from four sources: Salinas Reservoir (Santa Margarita Lake);
Whale Rock Reservoir; Nacimiento Reservoir; and recycled water from the City’s Water Resource
Recovery Facility (WRRF).
Table 14 - City Water Resource Availability, 2024
Water Resource 2024 Annual Availability
Salinas Reservoir (Santa Margarita Lake) and
Whale Rock Reservoir
4,910 AF Safe Annual Yield1
Nacimiento Reservoir 5,482 AF Dependable Yield2
Recycled Water 354 AF 2021 Annual Usage3
Siltation to 2060 (500 AF) WWME Policy4 A4.2.24
TOTAL 10,246 AF
Source: Utilities Department, 2024
1Safe Annual Yield is the quantity of water which can be withdrawn every year while operating both reservoirs in coordinated operations under
critical drought conditions. The City’s Safe Annual Yield Model was updated in 2018 to reflect drought conditions that ended in 2017.
2Dependable Yield is the contractual amount of water the City has right to from Nacimiento Reservoir. During the 2024 calendar year, the
Nacimiento Pipeline was offline due to storm damage, and the City did not receive source water from the Nacimiento Reservoir. City water
supply was provided from the Whale Rock and Salinas Reservoirs, which provided sufficient supply for the City.
3The quantity of recycled water included is the actual prior year’s recycled water usage (2023) per WWE A7.2.2.
4Reservoir siltation is a natural occurrence that reduces storage capacity over long periods, resulting in the reduction of safe annual yield.
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For 2024, availability from the
City’s water sources equaled
10,246 acre-feet, as shown in
Table 14. This supply meets the
projected primary water supply
need at General Plan build out of
7,496 acre-feet, plus an additional
1,216 acre-feet for a reliability
reserve and a secondary water
supply of 1,534 acre-feet.
The primary water supply was calculated using the City’s build-out population (57,200 people)2
and the water use rate of 117 gallons per capita, pursuant to Water and Wastewater Element
Policy A 5.2.1 (Water Use Rate). The reliability reserve was calculated using the City’s estimated
2024 population (48,684) and 20 percent of the aforementioned water use rate. The secondary
water supply includes the remaining water resources. Additional information is available in the
City’s annual Water Supply and Demand Assessment.
Transportation & Circulation
Sustainable transportation was identified as a Major City Goal (Climate Action, Open Space, and
Sustainable Transportation) as part of the Fiscal Year 202 2-23 Financial Plan, and again in the
2023-25 Financial Plan. The following transportation planning/engineering projects and
programs were implemented in 2024 as part of the City’s sustainable transportation Major City
Goal, consistent with the Circulation Element of the General Plan.
Vehicular
Numerous traffic safety improvements were
implemented as part of the City’s Traffic Safety
Program to address collision trends and resident
safety concerns. This included striping
modifications, sign replacements, and sight distance
improvements at several intersections. Additionally,
the City’s first Vision Zero Action Plan was released
in draft form for public review in 2024. The Action
Plan provides a comprehensive summary of current
safety trends and provides a blueprint to guide priorities in areas of engineering, enforcement,
and education to improve traffic safety citywide. Additional vehicular projects and programs
implemented in 2024 include:
2The City’s population projection of 57,200 persons, from the General Plan Land Use Element, is based on 1 percent growth annually between
2014 and 2035. By policy, certain housing types and areas are excluded from this growth rate and projection (affordable housing, etc.). The
City’s estimated Primary Water Supply need is based on projected population but encompasses all water demand in the City (residential, non-
residential, and irrigation).
Whale Rock Reservoir
Vision Zero Traffic Safety Program
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Numerous traffic signal and intersection
optimization improvements were completed as
part of the City’s ongoing traffic signal
management responsibilities.
Signal modifications completed and in progress
at several intersections to address collision
trends and pedestrian accessibility. This
includes an addition of lead pedestrian crossing
intervals at several intersections,
reconstruction of the Santa Rosa
Street/Monterey Street traffic signal, and
addition of ADA-compliant pedestrian push
buttons at several intersections.
Design for the roundabout at California and
Taft Streets is 90% complete. Acquisition of
remaining right-of-way is in progress.
Two mobile speed feedback trailers were deployed at over 50 locations consistent with the
City’s radar sign program.
Progress continues with preliminary engineering and environmental review for the Prado
Road/US 101 Interchange Project, which is anticipated to begin construction in 2029.
Final design, permitting, and right-of-way work continues with the Prado Road Bridge
Replacement over San Luis Obispo Creek. The Prado Bridge Project construction is anticipated
to begin in 2026 and should be complete before the start of construction for the Prado
Interchange Project.
Traffic Signal Modifications to Improve Pedestrian
Safety
Santa Rosa/Monterey
Rendering of the Prado Road / Highway 101 Overpass
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Bicycle/Pedestrian
The 2023 Arterials Paving Project was completed in 2024. This involved the addition of numerous
traffic safety elements to improve mobility for all roadway users on Johnson Avenue, Santa
Barbara Avenue, Orcutt Road, and Monterey Street, consistent with the Circulation Element,
Active Transportation Plan, Downtown Concept Plan, and Vision Zero Policy. Improvements
included completion of new protected and buffered bike lanes, enhanced bicycle and pedestrian
crossings, and new curb ramps.
Completion of the North Chorro Neighborhood Greenway included a 1.7-mile bicycle/pedestrian
route connecting the north Foothill neighborhoods into Downtown, 43 new accessible curb
ramps, 60 new street trees, hi-visibility crosswalks throughout the corridor, and path lighting.
Public art and gateway elements at the Chorro Underpass are expected to be complete early
2025. Preliminary data monitoring indicates an increase in bicycle activity on the corridor of up
to 123% on certain segments.
Rendering of the Prado Road Bridge Replacement at San Luis Obispo Creek
Enhanced Pedestrian Crossings on Monterey Street Installed with the 2023 Arterials Paving Project
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Public outreach and design work continued through 2024 for the Higuera Complete Street
Project. The project includes multimodal transportation and safety improvements along the
Higuera Street corridor from Marsh Street south to the City Limits. This includes several miles of
protected bike lanes, more than 70 ADA curb ram upgrades, enhanced pedestrian crosswalks at
40 different locations, pavement repairs, traffic signal improvements, and updated pavement
surface and roadway markings. This project is supported by over $9 million in grant funding.
Project outreach, design and environmental review is expected to continue through 2025, with
construction start planned for early 2026 at the latest.
Annual transportation safety educational activities continued in 2024. This included Walk & Bike
to School Days, Bike Month, Rideshare Week, reflective Halloween bag distribution, the Bike Light
Education Pop-Up event, and other educational programs coordinated with Bike SLO County.
Additionally, the City’s website was updated to include a bicycle and pedestrian education hub
for community members and advocates to learn more about active transportation infrastructure,
programs, policies, and laws.
Protected Bike Lanes on Chorro Street Constructed with the North Chorro Greenway Project
Rendering of the Planned Higuera Complete Streets Project
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The City’s supply of short and long-term bicycle parking continued to expand. Provided by
SLOCOG, six BikeLink lockers were installed in the downtown providing secure and affordable
long-term parking options in the downtown.
Bike valet parking service was offered at the Farmer’s Market, Concerts in the Plaza, and other
events with an expected attendance of over 300 people.
SLO Transit
SLO Transit operations in 2024 included the following:
In January 2024, a presentation on the draft Transit Innovation Study was provided to Council,
who directed staff to finalize the report. Since then, staff has implemented, or is in the
process of implementing, 10 of the 18 recommendations from the report.
After 4 years of not being in service, SLO Transit returned the Double Decker bus to service
on the Laguna Tripper. The Double Decker is ideal for high use, infrequent services like the
trippers and the 6 Express, as it can accommodate over 80 riders in a single trip.
In March 2024, the City issued a purchase order for 2
battery electric buses bringing the total number on
order to 8. Staff anticipates that by 2026, half of the
City’s bus fleet will be made of zero emission vehicles.
Ridership continues to recover post-pandemic. SLO
Transit reported nearly 576,000 passenger trips in
Fiscal Year 2023-24. This is 12% more trips compared
to the previous fiscal year.
In August 2024, Council recognized SLO Transit’s 50th
anniversary with a proclamation declaring August 20th
of each year to be SLO Transit Day.
BikeLink Lockers
SLO Transit 50th Anniversary
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SLO Transit partnered with SLOCOG and RTA to offer free transit rides during Rideshare Week.
SLO Transit provided over 4,000 free rides during the five-day period.
In September 2024, SLO Transit reinstated the 6 Express, providing direct service between
Cal Poly and Downtown during Farmers’ Market.
In November 2024, SLO Transit provided its
expanded Holiday Trolley service, which now
includes service on Sundays.
SLO Transit’s Short-Range Transit Plan update,
which kicked-off in September 2023, is nearing
completion. The plan recommends service, fare,
and program changes over the next five years to
help SLO Transit better meet the community’s
transportation needs. A review of the draft plan
is scheduled to go before Council in March 2025
and a final plan adoption scheduled for April
2025.
Parking Services Program
Parking Services Program’s major focus areas in 2024 included:
Completion of a comprehensive rate study to evaluate all parking rates and gain community
input on how parking changes have impacted the vitality of Downtown.
The City Council approved and implemented
parking rate reductions in the Downtown area that
went into effect July 1, 2024.
Per public feedback received during the Parking
Rate Study, Council approved a Technology
Roadmap Study to evaluate the parking technology
and operating systems used in the Downtown area.
Council adopted the Technology Roadmap Report
on November 12, 2024. City staff began
implementing recommended actions from the
report, which included digitizing garage permits,
adopting a single mobile payment app for on-street
parking, implementation of a standard vendor for a
new gated system in all public parking garages, new parking pay stations Downtown, and
added security at all public parking garages.
The City continued with the construction of the Cultural Arts District Parking Structure located
at the corner of Palm and Nipomo Streets. This will be the City’s fourth parking garage and is
expected to be complete in 2026.
SLO Transit Holiday Trolley
Reduced Parking Rates Advertisement
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The 1166 Higuera Street public parking lot was opened, accommodating long-term paid
parking spaces on the eastern side of Downtown.
Maintenance work was completed at the 842 and 919 Palm Street Parking Garages, which
included concrete and waterproofing repairs, coating of stairways, refreshed striping, and
exterior painting.
Parking Services and the Mobility Services Communication Coordinator continue to
collaborate with organizations like Downtown SLO, the SLO Chamber, the Parking Steering
Committee, and business owners, to ensure that they are kept up to date on all things
parking. This included the creation of informational flyers, business tool kits, and
presentations. Staff has also provided ongoing public outreach through press releases, media
campaigns, social media posts, flyers, updated signs, and in-person events.
Maintenance Work at the 842 and 919 Palm Street Parking Garages
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Safety Services
Fire Department
Climate Adaptation and Safety Element Policy OP-7.1 states that there should be adequate
planning, organization, and resources for emergency preparedness and emergency response.
Staff has made several accomplishments in 2024 to meet this policy and have highlighted some
of them below.
Administration
Public Information: SLOFD continued to increase Public Information services in 2024 by
expanding the Department’s communication through increased social media presence and
activity. This included an updated and comprehensive social media calendar which was
integrated into the City’s master communications calendar, and an ongoing bi-weekly standing
segment with KVEC radio to discuss department programs, safety tips, and disaster preparedness
information. With the PIO role being formalized at the end of 2019, the department has
continually increased its ability to provide the media and public with accurate and timely incident
information. Public Information plays a critical role in educating the public to reduce the severity
of emergencies and allows the public to make the right decisions during an emergency. Per
Instagram analytics and insights, nearly 50% of the department’s followers are residents of San
Luis Obispo.
Operations
Emergency Response: In 2024, SLOFD responded to 7,004 incidents from 4 strategically placed
fire stations throughout the City. This number is 5.17 percent lower than 2023, which is attributed
to the federally declared disaster winter storms in 2023 that created an increase in calls.
Emergency response was accomplished with daily minimum staffing of 14 sworn personnel. To
help maintain the daily minimum of emergency response personnel, the City has continued its
investment in two important programs that included a functional movement program to reduce
the occurrence and severity of physical injuries and a Peer Support Team Program to maintain
the mental health and wellbeing of department personnel.
The City’s Safety Element, updated in 2023, references the Fire Department’s master plan
objective to respond to all lights and sirens emergencies within 4 minutes or less , 90% of the
time. New ImageTrend Continuum software deployed in 2023 has allowed the department to
study its response times using key performance indicator dashboards and special study analysis
on unique populations like students and the unhoused. The Fire Department joined the County
of San Luis Obispo’s patient care reporting system in 2024, unifying most emergency medical
service providers in the county on a common platform. The department deployed field fire
inspection data collection tools in 2023 using new software that combines fire reporting with fire
inspections.
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Open Space Rescue Operations: In 2024, the
Fire Department’s Urban Search and Rescue
(USAR) Team continued to play a vital role in
protecting the lives of both visitors and citizens
alike. Members of the USAR Team receive
specialized training in complex and technical
rescue operations and take part in the San Luis
Obispo County Regional USAR Team. In January
2024, the department expanded the USAR
Team from 6 members to 9. This increased the
likelihood that multiple USAR specialists will be
on duty on any given day, thereby increasing
the department’s level of operational readiness. The Fire Department, along with its USAR Team
members, responded to 16 technical rescues and medical emergencies in open space areas in
and around the City during 2024. Among the significant incidents were rescues on Cerro San Luis
(Madonna Mountain), Bishop Peak, Irish Hills, Cal Poly, and Reservoir Canyon.
The Fire Department’s open space rescue programs continue to evolve. Many of the open space
rescues, especially around Bishop Peak, require the use of a helicopter to locate, access, and
transport victims. The department works closely and trains frequently with the California
Highway Patrol, which operates the rescue helicopter in this county. In addition to the
cooperation with CHP for air resources, two key contributors to the continued success of the Fire
Department’s open space rescue program have been both the E-Bike Program and the Utility
Terrain Vehicle (UTV) program. Both pieces of equipment have been invaluable to locating,
transporting, and caring for people in open space in a timely manner. Our UTV program is also
utilized through Mutual Aid to assist our neighboring fire depar tments.
Mobile Crisis Unit: The Mobile Crisis Unit
(MCU) provides response to behavioral
health incidents in both a proactive and
reactive manner. Law Enforcement (LE) and
Fire Service (FS) resources are often
summoned for persons in crisis within
communities across the nation, as a one size
fits all solution for a broad spectrum of
problems ranging from homelessness to
mental illness to addiction. As a result, these
individuals in crisis are often not connected
to the most appropriate resources available
that could provide them assistance. To help
provide a more tailor-fit service to our community members in crisis, the MCU pairs a Community
Resources Services Specialist with a Fire Department intern and, as of October 2024, a Licensed
Psychiatric Technician through County Behavioral Health to these types of incidents. The benefits
of this response model are that it increases the level of service to those in need and decreases
Open Space Rescue and Expanded Technical Rescue Team
Mobile Crisis Unit
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the reliance on emergency law enforcement and fire service resources who have limited options
and tools to address the individual in crisis.
A leading MCU goal is to provide an alternative resource program to handle non-emergency 911
calls for service to increase capacity of both police officers for more urgent criminal emergencies
and fire personnel for higher acuity emergencies. The program seeks to respond to the root
issues through shelter, medical care, or behavioral health support and services to decrease the
number of arrests, county jail time, fines, hospitalization, and nuisance fires.
The MCU is staffed during peak activity hours of 8 AM to 5 PM, Monday through Friday, reflective
of current SLOPD and SLOFD response data. An eventual implementation of a 24/7 service may
be warranted based on the impact of the program’s ability to meet the needs of the community,
reduce LE/FS resource impacts, and decrease hospitalization and arrest/jail time.
In 2024, the MCU responded to a total of 151 calls for service and 2,998 field contacts. These
field contacts resulted in the MCU being able to provide transport to alternate facilities (other
than local hospital Emergency Departments) a total of 46 times. Working with fellow
stakeholders, the MCU Team was able to facilitate the reunification of 35 individuals with their
family, friends, or other out-of-area support networks.
Training
CASE Program OP-7.18 “Staff Training” states that they will train fire fighters, police officers,
building inspectors, and public works and utilities staff to levels appropriate for their tasks and
responsibilities. In 2024, the Fire Department employed 49 sworn positions and 12.5 non-sworn
positions for a total of 57.5 full-time employees.
Fire Department employees logged nearly 24,000 hours of training in 2024. Employees who are
eligible to participate in the Joint Apprenticeship Committee (JAC) registered a total of 7,686
hours in 2024. JAC provides reimbursable funds back to the department. The JAC training resulted
in over $32,000 in funds returned to the department in 2024, a $4,000 decrease from 2023. These
funds are held by the JAC program and can be utilized to support the department’s training
program upon approval from the sub-JAC committee, which is comprised of department and
labor group leadership. Increased training results in a higher skilled and educated professional
firefighter. The department has also reached an Instructional Service Agreement (ISA) with Allan
Hancock College, which allows the department to receive compensation for the training of
personnel that do not qualify for the JAC program.
Non-sworn employees attended several key trainings to maintain skill levels appropriate for their
tasks and responsibilities in 2024. Some of these trainings included attendance at the bi-annual
California Conference of Arson Investigators and State Fire investigation training. Our Fire
Mechanic staff attended training to maintain their certifications and to learn about new
technologies in fire apparatus, including electric fire apparatus, which are becoming more
common across the nation. In 2024, the Training Division hosted 5 classes from State Fire
Training, the State industry standard for training certifications. To provide necessary succession
training without a budget increase, the Training Division saved the department an estimated
$100,000 by hosting classes at FS1 headquarters. These savings were a combination of cost
savings from tuition, per diem, travel expenses, and personnel backfill.
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Training Officer: The Training Captain oversees the Injury Prevention Program, which has
continued to show success in reducing hours lost to work-related injuries. Prior to the start of the
program in 2019, the Fire Department totaled 11,550 hours of work comp time lost. In 2024,
comp time hours lost decreased to 5,640 hours, a 52 percent reduction. The new positions help
provide consistent and reliable administration and coordination of all mandatory, recertification,
and recommended in‐service training and safety programs for emergency response, which is
necessary as the complexity and changing service demands call for specialized instruction. In
addition, the Fire Training and Safety Officer responds to emergency incidents in the primary role
of operational support and as the incident safety officer to identify and cease preventable
accidents or potentially unsafe situations. As part of the Injury Prevention Program, a new
vendor, Pinnacle Fitness, provided a more comprehensive physical examination for all
suppression members and fire prevention staff. The new vendor was able to provide in-house
blood testing, physical exams, fitness exams, cancer screening, hearing screening, and vision
screening. The increased cancer screening is in alignment with NFPA recommendations for
professional firefighters.
The Training Captain also manages the fire intern program. In 2024, the Fire Department
employed 5 interns, sponsoring 1 intern through a Firefighter 1 academy at Allan Hancock
College. The Fire Intern Program was expanded to include our fire prevention bureau, mechanic
shop, MCU, and emergency management division. The department had over 120 applicants for
4 positions. Fire Interns were able to interview for areas they had a particular interest or
experience in. Through the internship program, the Fire Department is now a certified internship
site for Cal Poly Psychology students.
Interagency Training: The Training Division coordinated joint training with inter and intra-
departmental entities, preparing our employees for all types of emergencies. Those included:
USAR H70 Helicopter training - Irish Hills
Open Space Mapping - SLO CITY GIS department
County Impact Burn - Prepares members to utilize fire to assist with control and containment
of large wildland fires.
Earthquake Response - Joint training with SLO County USAR team, utilizing new technology
from FEMA on earthquake response and tracking. Coordination with EOC personnel and SLO
GIS department.
Wellness and Fitness Initiative (WFI): The WFI program was created in 2018 to help improve the
fitness, health, and wellness of Fire Department emergency response staff, improving the
department’s ability to provide service to the community. In 2024, the wellness team helped
provide funding for more expansive annual physical exams. The wellness program oversaw the
remodel of station 4’s gym. Functional training equipment and space specific equipment replaced
outdated equipment that was both obsolete and hazardous due to the tight area where the
equipment resided.
California Incident Command Certification System (CICCS): The California Incident Command
Certification System (CICCS) is a cooperative effort between the State Fire Marshal’s Office and
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the California Governor's Office of Emergency Services, Fire and Rescue Branch. CICCS is an all -
hazard qualification and certification system that enhances the ability of the State of California
to deploy firefighting resources to complex and catastrophic incidents with trained and qualified
personnel. The system includes development of personnel in key field positions of the ICS system,
minimum training standards, qualification, and experience requirements when assigned to
wildland/urban interface incidents. To achieve these standards and qualifications, personnel
must meet the minimum requirements for each ICS position they choose to wo rk in. The
minimum qualifications require prospective candidates for each ICS position to take multiple
week-long classes. They then fill out an application that includes certifications from the required
classes, experience level, and a letter of support from their perspective fire department. This
application is then sent to the CICCS committee for review and approval to become a trainee in
the position. Then they are required to open a task book. The task book involves going out on all
hazard incidents as a trainee assigned to a trainer. They are then taught and evaluated on specific
aspects of the position by the trainee. This requirement often takes two or more years and
multiple assignments on incidents. Once the task book is complete, all the documentation is
submitted to the CICCS committee for review and final approval to work in the position. These
expanded roles allow for a greater depth of knowledge and qualification that further improves
personnel capabilities. This process provides a benefit for the individual and each department
the individual works for. By being qualified to work in different ICS positions, the individual can
then work in these positions both out of the area and in their department in the event an incident
occurs within the city they work for.
Emergency Management
Climate Adaptation & Safety Element (CASE) Policy OP-7.1, Emergency Preparedness and
Response ensures that that City and all relevant City departments have adequate planning,
organization, and resources for emergency preparedness and emergency response. Staff has
made several accomplishments in 2024 to meet this policy and have highlighted some of them
below.
Coordinated Emergency Planning & Training: Safety Element Program OP-7.15 states that the
City will work within the Standardized Emergency Management System (SEMS), an emergency
response and coordination system used throughout California, the National Incident
Management System (NIMS), and the National Response Framework (NRF). Additionally, the City
will participate in periodic disaster-response drills, on a regional basis with all involved
jurisdictions and involving the news media. CASE Program OP-7.18 states that the City will
conduct disaster-City Operations and Emergency Services response exercises for the types of
non-nuclear disasters discussed in the CASE, coordinated with participation in required, periodic
nuclear-disaster response training exercises. All public employees in the State of California are
considered Disaster Service Workers (DSW) and as such the City will train all employees to ensure
basic understanding of DSW responsibilities, the Standardized Emergency Management System,
National Incident Management System, and the Incident Command System.
In 2024, the City’s Emergency Manager ensured the Fire Department maintained the ability to
effectively manage the City’s emergency management program which includes emergency
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planning, training, staff preparedness, community preparedness, and hazard mitigation project
support.
The Fire Department continued coordination with every City department to ensure all
employees, including City Council members, have completed the proper SEMS and National
Incident Management System (NIMS) training courses. This training is a requireme nt to receive
Federal Emergency Management Agency (FEMA) assistance during a disaster. Staff has worked
with Human Resources to ensure that new employees complete the necessary training in relation
to their job in the city. This program will continue to grow in 2025 with general disaster service
worker training.
The Emergency Operations Plan (EOP) is in place to describe the City of San Luis Obispo policies
and concept of operations for responding to major emergencies or disasters that could affect the
health, safety, and property of the public within the City of San Luis Obispo and exceeds the
capabilities of day-to-day city operations. The EOP includes hazard specific annexes including
Earthquake, Hazardous Materials, Multiple Casualty, Transportation, Fire, Civil Disturbance-
Terrorism-Active Shooter, Diablo Canyon Nuclear Power Plant, Adverse Weather, Extended
Utility Disruption, and Pandemic. This plan will be reviewed and exercised periodically and
revised as necessary to satisfy changing conditions and needs.
Preparedness Education: CASE Program MH-1.10
states that the city will work with community
organizations to educate individuals and
households about strategies to increase
preparedness for emergency events and climate-
related impacts. In 2024, the Fire Department
offered several public events to improve disaster
and emergency readiness including wildfire
readiness night, community flood readiness night,
the Fire Department’s annual Fire Prevention
Week Open House, and a Parks & Recreation
Monday Meet Up event.
Staff continued to disseminate the many
preparedness fliers and videos that were created as part of the “Prepare SLO” campaign to
ensure the public continued to have the most up to date tools and information at their disposal.
Preparedness resources are available to the public on the department website and social media
accounts. Additionally, during the bi-weekly department appearance on the local KVEC First Take
radio show, staff provide important safety and disaster preparedness tips to the community.
Risk Reduction & Fire Prevention
Hazard Mitigation: The most recent update of the City’s Hazard Mitigation Plan was completed
in 2020 as the 2019 Multi-Jurisdictional Hazard Mitigation Plan (HMP), which was formally
adopted by the City Council in 2020 after the Federal Emergency Management Agency (FEMA)
and California Office of Emergency Services (CalOES) reviewed and approved the plan. This HMP
serves as the mandatory update to the City’s 2014 Local HMP (LHMP). The HMP is incorporated
SLO Fire Dept. Preparedness Education
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by reference into the CASE and should be consulted when addressing known hazards to ensure
the general health and safety of people within the City of San Luis Ob ispo. It provides guidance
on how to reduce the community’s vulnerability to natural hazards. This plan calls for annual
stakeholder meetings to update progress and identify collaborative opportunities. The city is
required to maintain a current HMP, which must be updated every five years and in 2023 signed
a letter of commitment to participate in the 2025 MHP Update with the County of San Luis
Obispo. Maintaining a current HMP allows the city to apply for State and Federal reimbursement
in the event that the City is impacted by a disaster.
Program FI-5.12 of the CASE states that the City should continue to implement the City’s
Community Wildfire Protection Plan (CWPP) to reduce wildfire risk in the City’s wildland-urban
interface, including implementation of the CWPP Tactical Policy Measures that focus on the four
key policy areas of community education, fuels management, planning, and emergency response
preparedness on an ongoing basis. As part of hazard mitigation, SLOFD finalized the City’s first
Community Wildfire Protection Plan (CWPP) in July of 2019. The CWPP is a collaborative plan to
guide the City in addressing fire protection planning efforts to minimize wildfire risk to watershed
lands, assets, firefighters, and the public. The CWPP presents the City’s physical and social
characteristics, wildfire history, identifies and evaluates landscape -scale fire hazard variables,
utilizes priority landscape datasets for evaluating wildfire risk, identifies strategic measures for
reducing structural ignitability, public education and outreach, and identifies strategic fuel
reduction goals and techniques for minimizing wildfire risk. The CWPP is intended to be a living
document managed and updated by the Fire Department with stakeholder input and
involvement.
Staff utilized the plan to act in 2023, including public education and fuel reduction efforts. City
staff continued to provide wildfire preparedness tools to the community through news releases,
webinars, social media, and a Wildfire Readiness Night held in June. The Fire Department also
coordinated with the Office of Sustainability and Natural Resources and the Parks and Recreation
Ranger Service to conduct fuel reduction efforts along San Luis Obispo Creek, the Irish Hills Open
Space, San Luis Drive, and Cerro San Luis Open Space.
Per Program FI-5.12, the CWPP is scheduled to be updated in 2024. Staff will be working with
partners at the San Luis Obispo Fire Safe Council to accomplish this effort in the new year.
Multi-Dwelling Property Inspection Program: Under the direction of the Fire Marshal, the Fire
Prevention Bureau inspects all multi-dwelling properties (three or more units) in the City to
ensure that they meet a reasonable degree of fire and life safety. This state -mandated program
helps safeguard residents and visitors who patronize local hotels and generates approximately
$350,000 in annual revenue that offsets implementation costs. The Fire Prevention Bureau
completed inspections of apartments, hotels, and fraternity/sorority houses in 2024 for a 99%
compliance completed ratio.
Fire and Life Safety Inspections: 1,800 inspections were completed for the City of SLO in 2024.
These inspections include new or existing businesses, annual inspections, and Fire and Life Safety
Systems. The Fire Prevention Bureau (FPB) has maintained a 97% compliance rate for all fire and
life safety systems in the city of SLO. FPB staff also completed 428.66 Plan Review hours. A
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portion of these inspections resulted in Fire Code operating permits, which generates about
$100,000 in annual revenue.
Hazardous Materials Inspections: The Fire Prevention Bureau serves as a “Participating Agency”
in the County’s Certified Unified Program Agency (CUPA). Businesses that use or store hazardous
materials in an appreciable quantity, generate hazardous wastes, or operate underground or
aboveground petroleum storage tanks are subject to inspection. The Hazardous Materials
Coordinator conducted 288 facility inspections in 2024. An additional 296 inspections were
completed of which 119 facilities are coupled to our Operational Permit Program. The overall
program generated approximately $234,000 in revenue in fiscal year 2023-2024
Vegetation Management: In July 2024, the Fire Prevention Bureau was able to take a proactive
role in Weed Abatement. The Bureau mailed out 76 courtesy letters to property owners with a
history of enforcement. Due to the early notification only two dozen required follow up
enforcement, leading to compliance within 30 days. The Fire Department continued to support
Natural Resources and Parks and Recreation Ranger Service in the fuel reduction projects in City-
owned open space and creek corridors. In 2024, City staff continued along the Bob Jones Bike
Trail and San Luis Obispo Creek between Prado Road, Los Osos Valley Road, San Luis Drive,
removing dead and down material and smaller vegetation from the creek, creating a shaded fuel
break along the creek corridor behind the Water Resource Recovery Facility and nearby critical
facilities. Additionally, fuel reductions efforts were continued in the Bowden Ranch Open Space,
Cerro San Luis Natural Reserve with staff support from Ranger Service’s Open Space Technicians
(supplemental staff positions) and help from the California Conservation Corps crews. In Fall of
2024, staff received notification of a grant award through CalFire for the purchase of two large
woodchippers to continue hazardous fuel reduction in high fire creek areas.
In 2024, the Fire Department also worked closely with the County Fire Safe Council to support
future vegetation management projects into 2025, including both planning and fuel reduction
projects to help reduce the wildfire threat surrounding the City, with a large focus on the Irish
Hills, Miossi Ranch, and Reservoir Canyon areas. Grants through the fire safe council were
secured to fund hazardous tree removal throughout the City and grazing along San Luis Obispo
and Prefumo creeks.
Critical Facilities Locations and Reducing Structural Hazards:
CASE Program OP-7.12 identifies City facilities necessary for
community function and emergency response. Additionally, the
program tasks the City with preventing the construction of new
critical facilities from being located in specified flood zones,
wildfire zones, earthquake faults, or other special designated
zones. Where critical facilities are already located in these zones,
the program tasks to identify, and when feasible, implement,
mitigation strategies to limit the impacts of associated hazards.
In 2022, staff attempted to implement a project with the
California Joint Powers Insurance Authority to install seismic
sensors in critical facilities to help staff quickly assess potential
structural impacts after earthquakes. The project was paused due
SafeHub Seismic Senor
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to staff time capacity within the Public Works Department due to winter storm impacts, which
was anticipated to be completed in early 2024.
Police Department
Safety Element Program 9.4 states that the City will train police
officers and other City employees to levels appropriate for their
tasks & responsibilities. In 2024, the Police Department employed
61 sworn positions and 34 non-sworn positions, for a total of 95 full-
time employees. As noted in the 2018 Capital Facilities Fee Program
Nexus Study (i.e. AB 1600 Nexus Study), the service population
totals to a combination of 72,800 workers and residents. With the
current 61 sworn officers, the current service level is a ratio of 0.84
sworn officers per 1,000 service population. At General Plan
buildout, the service population is forecasted to grow by approximately 15,500 persons, and if the
same service level ratio is applied, the City would need 13 more sworn officers by 2035. The Police
Department had 59 sworn officers back in 2002 and has not experienced significant sustained growth
in personnel in the past 20 years, while conversely the City has continued to grow in area and
population. In 2024, the Police Department completed a comprehensive staffing study that was
presented to City Council in January 2025. The staffing study recommended 55 action items for the
department, including the addition of 14 full-time employees to enhance service delivery to the
community, of which 11 were police officers.
In 2024, the Police Department completed its first year of work effort on the 5-year strategic plan.
Year 1 action items include: the completion of a department-wide staffing study, use data-driven
policing tools to reduce crime, establish an online recruitment portal to enhance hiring efforts,
improve the existing physical fitness facility at the department, develop a central resource guide for
employee wellness information, and update the current body-worn and in-car camera systems.
Staff Training: The California Commission on Peace Officer Standards and Training (POST), which
mandates minimum content and hours for basic and in-service training, also regulates the training of
police officers and communication technicians. The Police Department maintained compliance with
POST requirements for in-service training hours for required employees. This was accomplished in
2024 by sending employees to POST-certified training courses in various topics, with the associated
costs reimbursed by POST, and by providing in-house training for employees. Police Department
employees have utilized a combination of on-line, in-person and SLOPD hosted training to ensure all
employees maintain their training hours.
In 2024, the department continued their commitment to having 100 percent of staff trained in Crisis
Intervention Training (CIT). As new employees are hired, they are sent to CIT training as soon as
possible to maintain the City’s commitment to having a fully trained CIT staff. The primary goal of CIT
is to reduce injuries to officers and mental health consumers during contacts, and to appropriately
redirect mental health consumers from the judicial system to the services and support needed to
stabilize consumers and reduce contact with police. CIT training can be between 8 and 40 hours
depending on the course. The San Luis Obispo Police Department is committed to ensure that all staff
receive the 40-hour training course as soon as possible.
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The San Luis Obispo Police Department (SLOPD) also conducts in-house training using employees who
are certified instructors in a variety of police-related job functions, including defensive tactics, mobile
field force, active shooter, and use of firearms. In addition to the standard police training, the
department successfully completed its second year with a robust Peer Support Team to help officers
after tragic or traumatic events. The Peer Support Team has been trained to deal with a wide variety
of potential problems and can give direct counseling or direct those in need to the proper resources.
They have implemented a monthly employee wellness newsletter providing outreach and
information on a regular basis to staff. Peer Support has provided its expertise to surrounding Law
Enforcement agencies over the past year in response to critical incidents in those jurisdictions.
Mutual and Automatic Aid – Police: Section 9.10 of the Safety Element indicates that the City will
work with other jurisdictions to obtain and follow adequate mutual-aid and automatic-aid
agreements. In 2024, there were zero requests for mutual-aid to SLOPD for natural disasters. The
Police Department provides Officers to assist surrounding Law Enforcement agencies with various
special events including parades, protests, and large-scale investigations. Typically, our officers assist
many local police departments, including Santa Maria, Pismo Beach, Paso Robles, Morro Bay,
Atascadero, California Highway Patrol, and the Sheriff’s Department. In return, many of these
agencies assist SLOPD in several of our large-scale events, including the Women’s March and the
Holiday Parade. With COVID-19 restrictions lifted, special events throughout the City have returned
to normal levels.
The City has participated in a regional Special Weapons and Tactics Team (Regional SWAT) since 2008.
The Regional SWAT team allows participating cities to leverage limited resources and maximize
coordination and special expertise during critical incidents. The SWAT team responds to incidents
throughout the county and conducts twice monthly training exercises along with scenario-based
training days in conjunction with the City’s Crisis Negotiation Team. In 2024, the Regional SWAT team
was requested to assist Kings County Sheriff’s Office on a large-scale warrant service operation for an
organized crime ring.
Community Action Team (CAT): The CAT Team continues to identify problems and crime trends
that negatively impact the quality of life of residents, business owners, and visitors. The CAT Team
works collaboratively with a variety of individuals and groups, including patrol officers, investigators,
the Neighborhood Outreach Manager, other City departments (Fire, Ranger Service, Public Works,
Community Development), social service providers, business groups, and other governmental
agencies as appropriate to provide a trauma-informed care approach to connect the City’s most
vulnerable residents to resources and services. The CAT Team has focused on several individuals in
our community who are involved in adverse and repetitive criminal activities that negatively impact
our community. In 2024, CAT engaged with 471 individuals and made 197 treatment referrals to
mental health and substance abuse services. Additionally, CAT facilitated 8 family reunifications for
individuals experiencing homelessness.
In 2024, the CAT Team was expanded and is comprised of 1 CAT Officer, 1 Community Resources
Officer, 1 Licensed Psychiatric Technician from County Behavioral Health, and 1 Community
Resources and Services Specialist. This expansion has been vital to enhance the effectiveness of the
CAT Team in providing services to the community.
Community Service Officers: The growth and rebranding of the Community Services Officer
(CSO) program formerly known as Field Service Technician (FST), was a strategic expansion aimed
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to triple the program's capacity and enhance our commitment to the Downtown Core's well-
being along with the rest of the City. With this, the CSO program has played a pivotal role in
delivering personalized services to our business community, residents, and visitors.
The primary objective of CSOs is to address quality-of-life issues efficiently. These non-sworn
officers promptly respond to non-criminal and criminal infractions, including but not limited to
drinking, smoking, noise disturbances, blocking the right-of-way, and minor disturbances of the
peace. This year, the CSO program has demonstrated a significant impact and success in
addressing crime and quality-of-life issues. CSOs have effectively responded to infractions, and
misdemeanors contributing to a safer and more harmonious downtown environment. Over the
past year, the CSO issued 88 citations for offenses such as public alcohol consumption, littering,
smoking, and unregistered vehicles, along with 294 cite-and-release arrests for alcohol, drugs,
theft, tows, and trespassing. While many of these incidents reflect their dedicated efforts
Downtown, enforcement has been carried out citywide. Their presence has been felt through
their rapid resolution of incidents.
CSOs have actively engaged in building effective partnerships with various community
stakeholders. This collaborative approach not only fostered a sense of community but also
enabled sworn police officers to concentrate on more serious calls for service. The CSO team is a
visible presence in the community, utilizing a range of patrol tactics, including bikes, vehicles, and
predominantly, foot patrols. The CSOs have proven to be a force multiplier for the Police
Department and the strategic allocation of these resources has improved overall service delivery
to the community, offering assistance in a shorter timeframe.
The success witnessed over the past year in the expanded CSO program represents a significant
step towards creating a safer, more vibrant downtown community. This initiative has
strengthened the bond between law enforcement and the community, fostering a collaborative
and secure environment for everyone.
Neighborhood Wellness
Land Use Element Program 2.14 states the City will help identify neighborhood problems, and
undertake a wide range of focused development review, capital improvement, and code
enforcement efforts to help residents preserve and enhance their neighborhoods.
Neighborhood Officer Program – Police Department
In 2013, the Police Department launched a Neighborhood Officer Program that divides the City
into 13 distinct “neighborhoods,” each with dedicated patrol officers assigned to address
neighborhood issues. The Neighborhood Officers act as liaisons between the Police Department,
the community, and a variety of City agencies. Neighborhood officers have continued to be a
consistent “go to” for residents needing assistance with a variety of quality-of-life concerns.
Residents can contact their neighborhood officer directly from the City website.
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Code Enforcement – Community Development Department
The City’s Code Enforcement Office reports directly to the Community Development
Department’s Chief Building Official and is responsible for prioritizing, responding to,
investigating, and enforcing the validity of all reported violations relating to several regulations.
It is the goal of code enforcement to gain compliance utilizing the lowest level of enforcement
mechanisms and techniques possible. Staff is responsible for ensuring compliance with state and
local laws relating to:
Building and Zoning Requirements
Property Maintenance
Graffiti
Abandoned Shopping Carts
Conditional Approvals and Permits
Setbacks, Fence Height
Polystyrene/ Straws/Water bottle
Signs
Land Use
Health & Safety Concerns
Unpermitted Construction
Improper Occupancy
Substandard Buildings
Dangerous or Unsecured Buildings
Animal & Waste
Noise & Odor
In 2024, Code Enforcement staff responded to 1,397 requests for investigation, a 36% increase
over the previous calendar year and 122% increase when compared to 2022 totals. In total, 241
Neighborhood Preservation cases and 235 additional Code Enforcement cases were opened,
resulting in a total of 476 Code Enforcement Cases as shown below in Table 15.
Table 15 - Code Enforcement Statistics, 2018-2024
2018 2019 202
0 2021 2022 2023 2024
Requests for Investigation 612 528 450 460 628 1026 1397
COVD-19 Related Calls - - 723 109 - - -
Code Enforcement Cases Opened 240 273 143 153 223 155 235
Neighborhood Preservation Cases
Opened 574 658 556 518 365 73 241
Source: Community Development Department, 2024
Neighborhood Outreach – Police Department
Police Department SNAP employees (Student Neighborhood Assistance Program) continue to
conduct parking enforcement and respond to noise complaints in neighborhoods during evening
hours. In 2024, SNAP responded to 588 noise complaints in the neighborhoods and issued 294
Disturbance Advisement Cards (DACs). DACs are a formal warning that does not have a financial
penalty, but it does place the property on the noise “no warning” list and future noise complaints
are investigated by patrol. SNAP continues to conduct parking enforcement in the residential
districts, and in 2024, issued 3,199 citations (no permit, fire lanes, blocking hydrants, parking in
disabled spaces without placard, etc.).
In response to the need for non-adversarial processes that address community conflicts, the City
of San Luis Obispo, Cal Poly, Cuesta College, and Creative Mediation, a local non-profit, developed
the SLO Solutions Program in 2004 to offer free conflict resolution and mediation to City
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Figure 32 - Monthly Noise Party Calls for Service, 2024
residents. SLO Solutions served 1,683 residents in 2024, a 75% increase from 2023. Out of this
total number of residents/students, 637 were participants in web-based or in-person workshops
and information sessions regarding SLO Solutions services and benefits, and communication and
conflict resolution tips/strategies.
We credit the increase in outreach/education in part to the Cal Poly intern, as well as growing
partnerships with the Cal Poly Off-Campus Housing office and Greek Life organizations and
Cuesta’s Student Life and Leadership office and Basic Needs Center.
Noise abatement in the neighborhoods continues to be a priority in the maintenance of civility
and wellness in the community. Figure 4 below provides a monthly overview of noise complaints
throughout the year. Voluntary party registration continues to be an excellent tool for residents
who choose to have social gatherings at their homes. Party registration provides residents the
opportunity to register their event with SLOPD, and if a noise complaint is received, police
dispatch will call the host and give a 20-minute warning for the party to quiet down. In 2024, 442
party registration applications were received, 304 applications approved, 51 warning calls were
made, and 75 citations issued to party hosts that did not heed their warning call.
Conservation & Open Space
Conservation and Open Space Protection was identified as a Major City Goal (Climate Action, Open
Space, and Sustainable Transportation) as part of the Fiscal Year 2023-2025 Financial Plan. The
General Plan contains many goals, policies, and programs focused on open space protection. The
policies apply to sensitive lands within the City’s urban reserve as well as land in the San Luis Obispo
Greenbelt area that is protected for its biological, agricultural, aesthetic, and/or watershed
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protection value. These policies are further detailed in the Land Use and Circulation Element and the
Conservation and Open Space Element. Department highlights for 2024 include:
Miossi Open Space: The City continues to implement measures identified in the Miossi Open
Space Conservation for this 266-acre property purchased in 2018. The acquisition protected
6 different special status wildlife species and 6 different special status botanical species. It
also protected critical area of the upper San Luis Obispo Creek watershed and provides a key
wildlife migration corridor along Cuesta Ridge. City Council approved the conservation plan
for the property in 2019, and Natural Resources and Ranger Service staff have been
implementing the necessary steps to steward the property for natural resources protection
and for compatible passive recreational uses. The core network of the Miossi Open Space
trail system was completed in Spring 2022, including a trail agreement with Cal Poly in
November 2021 that allowed the City to create a trail connection from Miossi Open Space
to Poly Canyon Road. This greatly improved overall trail connectivity in the area and has
provided opportunities for student research. Invasive species control efforts were
implemented in 2023 and 2024, as well as erosion and storm damage repairs, with significant
repair work completed to protect the primary access road through the property that was at
risk of
being
lost.
Additional trails identified in the conservation plan are anticipated in 2024 as part of the
Major City Goal work program.
Righetti Hill: The City received a dedication of Righetti Hill within the Orcutt Area Specific
Plan and Natural Resources, along with the Ranger Service staff to establish a new open
space and trail system. The Righetti Hill Open Space Conservation Plan was adopted by
Council in 2023 and Phase 1 of the trail system and trailhead work was completed in early
2024.
City Farm SLO: The City continued to support and partner with City Farm SLO to deliver
sustainable agriculture education for students and the community, while producing healthy
local food. In early 2022, a 40-year lease extension was granted to City Farm SLO reflecting
the successful long-term partnership and City Farm SLO’s plans for significant capital
improvements at the property. City Farm SLO was awarded a $200,000 grant from the
California Farmland Conservancy Program for site access improvements and enhancements
along Prefumo Creek, which was completed in 2024. The City will continue to further
Miossi Open Space
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augment this effort with in-kind services and support as part of the Major City Goal work
program.
Invasive Species and Restoration: The City
continued invasive species vegetation control along
Froom, Prefumo, and San Luis Obispo Creeks, which
involved planting native plants and trees to restore
habitat. Restoration plantings included the
installation of butterfly gardens in City and
neighborhood parks in support of the Mayor’s
Monarch Pledge, a partnership with the National
Wildlife Federation. The City also partnered with
the Central Coast State Parks Association and the
Western Monarch Trail organizations to have
educational signage (in English and Spanish) and a
demonstration nectar garden installed in Mission Plaza for the purpose of educating visitors.
Cultural Fire: In June 2024, the City hosted a cultural burn at Johnson Ranch Open Space.
The burn was conducted by the yak titʸu titʸu yak tiłhini Northern Chumash Tribe (ytt) with
support from CalFIRE. It was the first Indigenous-led cultural fire in SLO County since the
1800's. The yak titʸu titʸu yak tiłhini Northern Chumash Tribe (ytt) is 1 of 8 distinct tribes of
the Chumash community and was historically present throughout today's San Luis Obispo
and northern reaches of Santa Barbara County. In 2022, the City adopted the Climate
Adaptation and Safety Element (CASE) which aims to incorporate traditional ecological
knowledge, such as cultural burns, as a form of traditional knowledge that helps our
community adapt to climate change. Good fire reduces fuel loads and decreases the
likelihood of catastrophic future wildfires that can lead to significant safety risks, property
damage, and poor air quality in the community. Tinɨtyu "Good Fire" can also enhance and
maintain biodiversity, increase the abundance of foraged food, encourage the growth of
high-quality material, reduce plant diseases and insect infestations, and improve hunting
conditions. This cultural burn was an interagency operation with support from the City of
San Luis Obispo, CalFIRE, San Luis Obispo County Fire Department, and San Luis Obispo City
Fire Department.
Johnson Ranch Riparian Restoration: In
2024, the City began restoration work at
Johnson Ranch. This project is funded by a
$250,000 grant from the Wildlife
Conservation Board and Point Blue
Conservation Science. The project approach
leans heavily on City partners, such as ytt
who are leading perennial grassland
restoration efforts on the banks of Dry
Creek, and the Nature’s Engineers who are
implementing over 30 Beaver Dam Analogs Johnson Ranch Open Space
Mission Plaza Monarch Butterfly
Educational Panels
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(BDAs) in Dry Creek to retain water longer into the dry season, improve groundwater
recharge, and improve steelhead habitat. Lastly, ECOSLO is leading volunteer-driven native
tree and shrub plantings in the creek corrridor. Together these restoration activities can
sequester carbon while making Dry Creek and Johnson Ranch more resilient to the impacts
of climate change. Staff continue to engage with different professors and classes from Cal Poly
to further educate with the “Learn by Doing” mantra in open space monitoring and restoration
projects.
Staff continued to support the Utilities Department in implementing the Stormwater
Management Program as required by the Regional Water Quality Control Board (RWQCB).
The plan focuses on improving stormwater quality through Best Management Practices
(BMPs), including construction site monitoring, municipal operations, development review,
litter control, installation of projects to address the Pathogen TMDL, and public participation
to reduce pollution run-off.
Staff continued steelhead trout (Oncorhynchus mykiss) and Pacific lamprey (Entosphenus
tridentatus) surveys along San Luis Obispo and Stenner Creeks with biologists from the
California Department of Fish and Wildlife (CDFW) and the U.S. Fish and Wildlife Service
(USFWS). We collaborated with CDFW staff to tag juvenile steelhead to better understand
migratory patterns and population trends in the future and continue to expand those
monitoring efforts. Staff also began cataloging where new oak trees can be planted and have
begun installation of oak trees to expand the current oak forest in several City open space
properties, such as Terrace Hill and Cerro San Luis. These projects were completed in
collaboration with Rotary clubs, volunteers, and the California Conservation Corps and will
support the City’s “10 Tall” goal of planting 10,000 trees by 2035.
City staff partnered with the California Conservation Corps (CCC) through the Greenhouse
Gas Reduction Fund (GGRF) program to help implement the Wildland-Urban Interface (WUI)
and Integrated Vegetation Management Pla n for Open Space Lands of San Luis Obispo.
Through this partnership, CCC members worked in Bowden Ranch to reduce and remove
dead, down, and burned material and ladder fuels in response to the Lizzie Fire from October
2023. Staff were able to work with the FireSafe Council and PG&E on a major fuel reduction
and cleaning effort in response to the Lizzie Fire and continue to further identify projects to
increase the community’s protection along the WUI.
Parks & Recreation
The Parks and Recreation Department provided programs and services with a focus on youth,
senior, and family programming to support objectives associated with the Parks and Recreation
Blueprint for the Future (Element and General Plan), Major City Goals and Local Revenue
Measure G. Throughout 2024, the Parks and Recreation Department offered programs and
activities in areas of senior programming, youth activities, and family-friendly community events
with an emphasis on community building. The following sections highlight the comprehensive
divisions and programs supporting the Major City Goals and the Parks & Recreation Blueprint for
the Future (Element and General Plan).
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Community Programming
Youth Sports: The City provides recreational youth sports opportunities for children of all abilities
and experience levels, through clinics and sports leagues. The City’s recreational programming
focuses on building confidence, teamwork, integrity, and leadership skills. The City continues to
work collaboratively with local youth sports groups and San Luis Coastal Unified School District
(SLCUSD) to meet the needs of the community. The Youth Sports Clinics, offered by Parks and
Recreation staff, have continued to provide a variety of sports and fitness activities in 2024.
Clinics included: pickleball, soccer, basketball, t-ball, and volleyball, serving over 180 youth
athletes. Staff also provided two and a half weeks of full day sports camps during the summer,
with over 100 youth participants.
The Sports Division continued the long-standing San Francisco
Junior Giants summer program (baseball and softball) with over
230 children and over 45 volunteer coaches. This free, non-
competitive, 8-week program focused on skills and drills,
training, and game play as well as focused lessons to build
resiliency, including: education, teamwork, confidence,
leadership, and integrity. In addition, the Parks and Recreation
Department continued their partnership with the Channel
Islands YMCA (San Luis Obispo County) for the winter youth
basketball league with over 700 children enrolled to form the
72-team program. The spring Futsal program was the second of
these partnership leagues with over 350 children participating.
Each of these leagues was made possible because of the 160 volunteer coaches to provide
training and support games, with City staff coordinating the program and overseeing all games.
Adult Sports: Adult recreational sports continue to provide the community with a variety of
activities for both adult and senior populations. These sports include drop-in Boomer Softball,
ultimate frisbee, table tennis, volleyball, dodgeball, and basketball. Programmed activities
include adult soccer through partnerships with Central Coast Soccer and the SLO Pickleball Club
for affordable pickleball lessons.
Parks and Rec Youth Sports Clinic
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Parks and Recreation staff manage the
popular year-round softball leagues which
annually encompass three seasons
averaging 160 teams in 2024 with over 2400
rostered players. Senior sports activities
(55+) include Pickleball programs and
Boomer Softball. Pickleball continues to
exhibit high popularity with the total
number of participants playing on a regular
7-days a week basis at multiple park
locations.
Community Building Programs:
The Department continued to assess and expand activities for the community to connect and
enjoy all that San Luis Obispo has to offer. With support from the Parks and Recreation
Commission, the dedicated Parks and Recreation staff provide enhanced programming year-
round to local community members.
Throughout 2024, Staff coordinated popular
community events such as the Leprechaun Lost event
at Farmer’s Market in March, the Spring Fling and Egg
Hunt at Meadow Park, the Jack House Spring Concert
series, and summer “Monday Meet-Up” days
(including music, food trucks, games). The extremely
popular fall events were the September Scramble
with over 600 participants, as well as the October
Boo Bash with a movie and haunted house that
experienced record attendance for over 500
community members of all ages.
Contract Classes: The City’s external instructor
partners provide a range of classes for youth and adults. Parks and Recreation staff coordinated
over 750 class registrations for courses related to art, dance, fitness, financial planning, and even
surfing.
Community Gardens: The five Community Gardens in the City continued to thrive with the
support of staff’s hard work and maintenance. Staff coordinated four volunteer workdays, as well
as free composting days available to gardeners through the City’s Hitachi Zosen Inova (HZI)
program. With the completion of the North Broad Street Park, the Broad Street gardens
reopened with 12 new plots, including 3 elevated beds. The past gardeners had first priority in
plot placements with the park opening.
September Scramble
Softball League Champions
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SLO Skate Park: The Skate Park
remained a popular location for the
community to actively utilize, from
beginners to experts, at both the
skate park and roller rink. As roller
sports have become increasingly
more popular, City staff played a role
in supporting all user groups to enjoy
the park with education and
assistance for user groups with
facility reservation times at the roller
rink. Throughout Spring 2024, the City participated in the popular SLO County Monster Skate
Program which rotates throughout the County and finalizes with the end of season event at the
SLO Skate Park in May. Monster Skate is a multi-agency event, with each agency hosting a
separate skate competition throughout the spring.
SLO Senior Center: The City continued to support senior programming and the Senior Center
Board with a half-time Coordinator. Program support included two trips to the San Luis Obispo
Repertory Theater, the Melodrama in Oceano, and City Farms SLO. In 2024, staff continued to
offer programs including a hiking group, walking group, two seasonal family trivia night series,
and six Around the Town tours. A bocce ball workshop series was introduced following the
opening of the new court at Mitchelle Park and evolved into a bocce ball club that meets weekly.
Three special events were offered including a new partnership concert with SLO Winds, a
luncheon to celebrate the opening of the revitalized Mitchelle Park, and the end of the year
1950’s sock hop dance. The Senior Center Board continues to organize book clubs, bridge, brain
aerobics, and other programs geared at engaging the Senior community in San Luis Obispo.
Jack House and Gardens: Staff, along with the volunteer Jack House Docents, contributed to
growth and development of Jack House events, and recruitment strategies enabling more
activities to take place in 2024 and greater volunteer support. Through the support of the
Volunteer Coordinator, the Jack House Docents expanded their mem bership from 6 to 13. Jack
House Docents conducted public tours one to two Sundays per month from May to December
and held frequent special events like musical concerts and crafts for kids in the garden. Docent
volunteers decorated the Jack House for the holidays and welcomed involvement from the SLO
History Museum and a life-size model train on display for guests to operate from the Railroad
Museum in the freshly cleared out Carriage House. Over 150 community members of all ages
visited the Jack House over the holidays – a record and best year to date, according to a Docent
volunteer who’s been involved with the Jack House for over 45 years.
Youth Services
School Year Childcare: Childcare was offered before and after school to children enrolled in
grades TK through 6th grade at their home school sites (except for Teach Elementary which is
bussed to the nearby Pacheco Elementary school site). Families were able to register for drop-in
care (paying only for the time that their ch ild attends) which
SLO Skate Park
Day Camp Field Trip
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benefits more families as they only pay the cost of the care used (as opposed to a flat program
rate that is a “use it or lose it”) which allows more children to be enrolled in the program due to
fluctuating schedules. Programs continue to be offered in the traditional time frames: before
school, middle of the day for TK and Kindergarteners, and after school. Due to continued
nationwide staffing shortages and limited facility space, programs continue to manage waitlists
throughout the schoolyear.
For the 2023-2024 school year, San Luis Coastal Unified School District (SLCUSD) requested a new
partnership from the City. Instead of the City providing family-paid childcare during the
traditional TK/Kinder program hours (8:30 am to the start of their school day or release of their
school day until 2:50 pm), the District used Extended Learning Opportunity Program (ELOP) funds
to pay for childcare coverage for all TK/Kinder students during this time. The District also
extended the school day for Kindergarteners. This resulted in a Memorandum of Understanding
(MOU) with the District to pay directly for the costs of children attending during these program
times. For the 2024-2025 school year, 563 children are enrolled into the City’s licensed
before/after school program (paid for by family or subsidized through CAPSLO or City
scholarships). In addition, 300 children receive care during the District paid time (8:30 am– 2:30
pm). Combined, the City is providing care to over 863 children, the highest numbers ever.
Challenges in increasing attendance continues as the school district is currently under
construction at all school sites, using a recent bond measure. As such, some of the childcare
programs have been confined to running on a stage in a Multi-Purpose room or sharing a
classroom, knowing that when construction is finalized, opportunities for growth will follow.
Summer and School Break Care: In 2024, the City provided two camp options: the traditional
summer camp program, (Ultimate Day Camp = UDC) and a summer school option in partnership
with SLCUSD (Summer Fun Day Camp = SFDC). UDC included seven weeks of full-day camp for
about 90 children each week including field trips, swim trips, and special events on-site. Staff
coordinated field trips to locations throughout the City and County, including Mustang
Waterslides, Avila Beach, Santa Barbara Zoo, SLO Children’s Center and a downtown scavenger
hunt, Cachuma Lake and bi-weekly trips to the SLO Swim Center
and Sinsheimer Park. Since the pandemic began, City transit and
local buses have not been available for summer camp. The
program was required to pay more for an outside charter bus to
allow children to participate in the traditional field trip offering,
including twice a week trips to the SLO Swim Center. Numbers
for this package-price program decreased slightly in 2024 and
numbers in the District’s free summer school program
increased. For SFDC, numbers increased as the City partnered
with SLCUSD to provide before and after summer school care at
two school sites. While this program was free for the children,
the District paid the City directly for the services using ELOP
funds, with over 300 children participating at two sites.
Other programs during the school year included: two Teacher
Workday Camps, a week-long Spring Break Camp for school-
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aged youth, increased care hours during the district’s early release days, as well as numerous
onsite special events. The Division also held its third annual “Family Fest” in the winter where
families made gingerbread houses and could participate in a silent auction for items donated by
local businesses, with all proceeds going to Youth Scholarships.
Subsidized Childcare: The City continues to work with Community Action Partnership (CAPSLO)
and Childcare Resource Connection to provide subsidized care for children. This means that
children who are qualified through CAPSLO are allowed to attend childcare without paying and
the City applies to CAPSLO for reimbursement (unlike all other attendees who are required to
pay prior to attendance). In 2024, 62 children were subsidized through CAPSLO. The Youth
Services division also manages a registration scholarship program. In the 2023-2025 financial
plan, Council approved $20,000 to be allotted to youth scholarships. In 2024, 26 families received
$16,450 in scholarship support.
Childcare Staff: All Youth Services programs are made possible with the work of up to 70
supplemental staff, ranging from entry level Childcare Aides to Childcare Head Teachers and full
time Site Directors. Staff turnover since Fall 2024 has resulted in 75 part-time staff hired during
the year and 50 staff separations. Each time a supplemental staff is onboarded, the Youth
Services Administrative team and Parks and Recreation administrative staff spend a total of 60
hours per employee in onboarding and training.
Staff are provided ongoing instruction to ensure programs are consistent with Department and
State Licensing standards. Topics include Positive Guidance, Safety and Accountability, Mandated
Child Abuse Reporting, and Pediatric CPR/First Aid. In addition to supplemental staff, each school
site is supervised by a Site Director who is responsible for up to 150 children throughout the day,
ensuring state licensing compliance and staff oversight. Due to current staff shortages, all Site
Directors, along with full-time positions such as Program Assistant, Recreation Coordinator, and
Recreation Supervisor are providing direct care to the children.
Volunteers & Training
The City-wide Volunteer Program continued
to expand under the leadership of the
Coordinator focusing on building back a
community volunteer base that was lost
during the pandemic, setting eyes on
building a strong programmatic foundation
and system infrastructure. Volunteers
support the advancement of City projects
and Major City Goals, working alongside
staff on a regular basis or for single-day
events. Community members and affiliate partners volunteered for Ranger Service workdays,
community garden service days, creek and park cleanups, and at Parks and Recreation annual
community building events like September Scramble, Leprechaun Lost and Boo Bash.
Partnerships between the City and Cal Poly, Cuesta, local non -profits, and faith-based
Volunteers at the Emerson Park Garden Work Day
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organizations continued to strengthen with broader volunteer engagement. In 2024, 422 new
volunteers enrolled into the system, for a total of 529 volunteers, tracking 6,335 volunteer hours!
In 2024, new volunteer opportunities were created, including fine art volunteers (capturing
photos of city-wide events), administrative volunteers within all City departments. In 2024,
eleven parks were adopted using the new Adopt-a-Park model.
Open Space Maintenance
Ranger Service accomplished significant goals and tasks in 2024 with creating new and upgraded
trails and continued to provide educational and recreational opportunities to the community of
San Luis Obispo. The City's 4,050 acres of designated open space and 66+ miles of trails is
designed to provide access for a variety of abilities and experiences ranging from easy to rugged
hiking trails, introductory and challenging mountain biking, and scenic pathways within minutes
of community residences and businesses.
The City’s Ranger Service staffing model was revised with the formal adoption of the pilot skill-
based pay format for the 6 FTE positions. Ranger Service led monthly educational hikes through
different City open spaces, held over 50 community/volunteer workdays, and promoted the
educational Wilderness Wednesdays via social media to engage and educate our community, as
well as conducted three Junior Ranger Camps this year. In 2024, over 1000 hours were devoted
to public education focusing on conservation and local history of the flora and fauna specific to
each open space properties. Dedicated community volunteers worked hand in hand with Ranger
staff in trail maintenance projects at Cerro San Luis, Johnson Ranch, and Irish Hills within the
City’s open space trail network. Additionally, the renovation of two walking/biking bridges within
the Irish Hills Natural Reserve, along with the renovation of the Cerro San Luis main trail were
signature projects completed in 2024. Ranger staff also contributed, in partnership with Natural
Resources and the Fire Department, for the second collaboration with the Chumash Tribes
Cultural Burn at Johnson Ranch Open Space.
A major internal project was a key focus during 2024 with creation of the first formal bike park
at Laguna Lake Park. The project meets a key objective outlined in the Parks & Recrea tion
Blueprint for the Future (Master Plan and General Element). Amenities were identified through
a city-wide survey and a community forum held in March 2024. The completion Phase 1 and
Phase 2 included the Mountain Bike Loop, Kids Pump Track, and the two Jump Lines (Progressive
and Advance).
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The popular Winter Evening Access (WEA) Program at Cerro San Luis Natural Reserve, which
allows for extended evening hours of use for passive recreational purposes along approximately
4.9 miles of City managed trails during the winter months (November – March) when daylight
savings time is not in effect. During these time periods, public use is extended to one hour before
sunrise and until 8:30 PM. During daylight savings time, the hours of use for the public return to
one hour before sunrise through one hour after sunset. Nighttime use is by permit only and
limited to 65 people per evening based on prior conservation review. The free permits for biking
and hiking are allowed up to 1-week before and available through the City website. Ranger staff
are present at the trailhead, checking permits and educating the public during the Winter Evening
Access program.
North Broad Street Neighborhood Park
The long-awaited park project which was approved for construction in fall 2023 was completed
and opened in October 2024. The original location served as a community garden and now
includes 18 garden plots (6 that are ADA accessible), a playground that includes a rope net
climber, seating tables, walking paths with lighting, shade structure, and grass areas.
Laguna Lake Signage
North Broad St. Neighborhood Park Map
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Cheng and Mitchell Park Renovations:
Two park renovation projects were completed in 2024 with the beautification project at Mitchell
Park and full renovation of Cheng Park. The City was awarded a State Prop. 68 Grant of $172,400
to help support upgrades at Mitchell Park that included the addition of an introductory bocce
ball court, chess/checker park tables, upgraded picnic area with shade covering, and safety
lighting. The full renovation of Cheng Park was completed in October 2024 with renovations of
the meditation pond, new ADA flatwork, full landscaping, new safety lighting, and upgrades to
the gazebo (The Ting)
Orcutt Area Parks (Righetti Park System)
Mitchell Park Cheng Park
Ribbon Cutting at N. Broad St. Neighborhood Park
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In July 2021, City Council approved the
development of a multi-park system as part of
the Orcutt Area Specific Plan, specifically within
the Righetti Ranch Neighborhood. The design
process continued with an in-person
community workshop held in April 2023 which
provided updated designs for construction. The
proposed parks in this area include a
comprehensive community park, a linear park,
a pocket park, as well as a formal trail junction.
RRM Design are developing the construction
documents in preparation for a potential first
phase build of the Community Park in summer
or fall 2025. The recreation amenities of the
parks are in support of the Parks and
Recreation Blueprint for the Future (General
Plan and Element), including pickleball and
tennis courts, basketball courts, multi-age
playground, restrooms, athletic turf fields, a
dog park, bike park, and community gardens.
SLO Swim Center
In 2024, the popular SLO Swim Center
continued to provide a range of community
focused aquatic opportunities including lap
swimming, recreational swimming, group
and private swim lessons for all ages, aquatic
fitness classes, SCUBA, and a variety of
programs specifically for the warm water
pool. In Summer 2024, the Swim Center
partnered with three non-profit
organizations (GALA, Central Coast Autism
Spectrum Center, SLO County Friday Night
Live) to provide unique recreational swim
opportunities and offered extended swim
lessons opportunities throughout the year.
The Super Rec Saturdays featured the inflatable obstacle course, family-focused themed
activities with attendance for each Super Rec Saturday averaging between 500 and 800 persons.
Additionally, this summer staff partnered with the SLO Seahawks to operate a snack bar during
each event. The Aquatics Division launched the new year-long Water Safety Campaign featuring
the digital resource hub, Be a SLO Safer Swimmer, and issued a proclamation in 2024 declaring
May as Water Safety Month. This water safety hub, part of the Aquatics Safety Awareness
Program (ASAP), offers resources to educate the community on staying safer in and around
water. The term “safer” is emphasized over “safe,” as water environments always carry some
Orcutt Area Park System
Swim With Pride Rec Swim Event
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level of risk, regardless of swimming ability. The hub provides tools for enhancing water safety
through proper swim instruction and education. The SLO Swim Center currently serves as the
lifeguard training hub for the county of San Luis Obispo as the Aquatic Coordinator is the regional
Instructor Trainer for the Red Cross courses. This is a prestigious luxury for a City staff member
to have this level of certification and allows the SLO Swim Center to be a focal point for water
safety within our region.
Laguna Lake Golf Course
The Laguna Lake Golf Course (LLGC) provides affordable
annual programs and services on a seven days per week
schedule. The general maintenance and operations of the golf
course continued to be severely impacted from aging
irrigation requiring additional maintenance resources and
facility impacts, as well as increased water costs. The Pro Shop
facility remains closed due to major flooding from a significant
winter storm in December 2021. Golf Operations continues to
take place in a temporary on-site office trailer to support golf
reservations, rentals, and merchandise sales. The design of
the pro-shop is set to begin mid-2025 with construction
anticipated in 2026.
The winter 2023 storms created a significant safety hazard for
the pedestrian wooden bridge due to the creek embankments
being compromised. The bridge connects holes 1 and 2 and
provides access to holes 3 through 5. Staff were able to modify
the course to provide alternate access to resume play for
golfers. Bridge replacement is currently scheduled for summer 2025. Staff continue to implement
community programming at the golf course, including driving range, seating and pitching area
upgrades, all ages golf lessons, Laguna Middle School PE classes, SLO High School golf program,
Cal Poly kinesiology classes, free classes for the SLO County Special Olympics, free youth golf
clinics through First Tee program, as well as hosting special events such as September Scramble
and a county-wide cross-country youth competition.
Public Art Program
New Driving Range Ball Shed
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2024 saw the first ever Public Art coordinator to be hired for the City. The City Public Art Program
plays a key role within our community and supports the Major City Goals of Diversity, Equity, and
Inclusion (DEI) and Economic Development. The addition of the Public Art coordinator provided
opportunity for the program to go from “survive to thrive,“ with ongoing collaborations with local
community groups such as the San Luis Obispo Museum of Art, SLO Arts Council, and local artists.
New community collaborations were forged with SLO NAACP, SLO County Arts, SLO Senior
Center, as well as the launch of a regional group of Public Art Administrators, visioned and
coordinated by the City’s Public Art Coordinator.
In 2024, over 20 local artists were hired for new
installations throughout the City. Included were
two rounds, 20 total, utility box art installations.
Of these, 10 were new (blank boxes) and 10 were
replacement installations for art from 2015. With
a change in legislation, staff were required to find
creative solutions for installations, resulting in
vinyl wrapped boxes. Culminating the
installations, an artist tea was held for artists of
deaccessioned boxes and new artists, continuing
the growth of community through art
programming.
Continuing the trend of community building, an
artist was commissioned to build an interactive
community mural that was transported to multiple
programs and events throughout the summer, beginning with the Juneteenth celebration.
Community members were invited and encouraged to engage with the art and add to it. An artist
lecture series was also initiated, in partnership with SLO County Arts. Three artists spoke at a free
lecture for participants.
City staff continued to work on the Chorro Underpass public art project throughout the year.
Installation of the artistic fencing completed, and the mural installation was initiated (to be
completed in Winter of 2025).
2024 was also a year of managing infrastructure and assessing conditions of the City’s inventory
of art. An artist was hired to assess and provide recommendations on art that has been deferred
of maintenance. Along with assessment, a revitalization of the public art website occurred,
making it more user friendly and engaging, as well as current. In addition to connect the
community with artists, a page for deaccessioned art was developed. Finally, as is required for
private development projects, City staff worked with the People's Self Help Housing on the
installation of private art at Tiburon Place.
Box Art Program Invitation
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The City entered into the second year of a two-year community
partnership agreement with San Luis Obispo Museu m of Art
(SLOMA). In April of 2024, SLOMA staff worked with City staff
for the year-long installation of April Bank’s “Tidewalker” that
replaced Adam Parker Smith’s “David” in the Mission Plaza lawn
area. In the summer of 2024, SLOMA began working alongside
City staff for the installation of public art in the Garden Street
Alley. While the project would not be installed until early 2025,
much of the design and administrative work was handled by
staff in 2024.
Conclusion
The City’s General Plan guides the use and protection of the City’s various resources to meet
community purposes. The General Plan reflects consensus and compromise among a wide
diversity of citizens’ preferences within a framework set by state law. The General Plan is
published in separately adopted elements, each containing its own policies and programs. The
2024 General Plan Annual Report summarizes progress made in 2024 for major programs
specified in the elements of the General Plan.
One outcome of an annual report is the evaluation of whether actions that have occurred indicate
a change in the general vision of the community th at requires a more comprehensive update of
the General Plan. Substantial progress was made by the City in 2024 related to implementation
efforts of key General Plan elements. These efforts were taken in pursuit of the City Council’s
Major City Goals for FY 2023-2025 as described on page 3. City staff will continue to implement
goals and objectives related to; Economic Recovery, Resiliency and Fiscal Sustainability; Diversity,
Equity, and Inclusion; Housing and Homelessness; and Climate Action, Open Space, and
Sustainable Transportation. Progress on implementation of these goals and objectives will be
further reported on in the 2025 General Plan Annual Report.
Tidewalker
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