HomeMy WebLinkAbout07-06-2021 Agenda Packet
City Council
AGENDA
Tuesday, July 6, 2021, 6:00 p.m.
City Hall, 990 Palm Street, San Luis Obispo
The City Council will resume in-person meetings on July 6, 2021 at City Hall in Council Chambers,
990 Palm Street, San Luis Obispo. We will no longer be using Zoom.
For Remote Viewing - Members of the public who wish to watch the meeting:•
Televised live on Charter Cable Channel 20•
View a livestream of the meeting on the City’s YouTube channel: http://youtube.slo.city•
View the City’s new Online Streaming Service:
https://www.slocity.org/government/mayor-and-city-council/agendas-and-minutes
•
To provide Public Comment - The City Council will be accepting Public Comment in the
following ways:
•
Mail or Email Public Comments received by 3:00 PM on the day of meeting•
Submit via email to emailcouncil@slocity.org•
U.S. Mail to City Clerk at 990 Palm Street, San Luis Obispo, CA 93401•
All emails and letters will be archived/distributed to councilmembers, however,
submissions after 3:00 p.m. on the day of the meeting may not be
archived/distributed until the following day. Emails and letters will not be read aloud
during the meeting.
•
Verbal Public Comment Received by 3:00 PM on the day of the meeting•
Call (805) 781-7164 to leave a voicemail; State and spell your name, reference the
agenda item number you are calling about, and leave your comment. Voicemails
are limited to 3 minutes. All voicemails will be forwarded to the Council Members
and saved as Agenda Correspondence. Voicemails will not be played during the
meeting.
•
Submit a video; Limited to 3 minutes, email your mp4 video to
emailcouncil@slocity.org or drop off a USB containing the video to the City Clerk’s
Office at 990 Palm Street, San Luis Obispo, CA 93401. Videos will be forwarded to
the Council Members and saved as Agenda Correspondence. Videos will not be
played during the meeting.
•
In-Person Public Comment during the meeting•
Submit a speaker card to the City Clerk prior to Public Comment being opened for
the item you would like to speak on.
•
Pages
1.CALL TO ORDER
2.PLEDGE OF ALLEGIANCE
Council Member Carlyn Christianson will lead the Council in the Pledge of
Allegiance.
3.PRESENTATIONS
3.a.CITY MANAGER REPORT
Receive a brief report from City Manager Derek Johnson.
4.PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
Not to exceed 15 minutes total. The Council welcomes your input. State law
does not allow the Council to discuss or take action on issues not on the
agenda, except that members of the Council or staff may briefly respond to
statements made or questions posed by persons exercising their public
testimony rights (Gov. Code sec. 54954.2). Staff may be asked to follow up on
such items.
5.CONSENT AGENDA
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 Council to pull an item for discussion. Pulled items shall be heard at
the close of the Consent Agenda unless a majority of the Council chooses
another time. The public may comment on any and all items on the Consent
Agenda within the three-minute time limit.
Recommendation:
To approve Consent Calendar Items 5a - 5i.
5.a.WAIVE READING IN FULL OF ALL RESOLUTIONS AND
ORDINANCES
Recommendation:
Waive reading of all resolutions and ordinances as appropriate.
5.b.MINUTES REVIEW - JUNE 15, 2021 COUNCIL MINUTES 11
Recommendation:
Approve the minutes of the City Council meeting held on June 15, 2021.
5.c.COLLECTION OF DELINQUENT SOLID WASTE COLLECTION AND
DISPOSAL ACCOUNTS
17
Recommendation:
Adopt a Resolution entitled, “A Resolution of the City of San Luis
Obispo, California, authorizing the San Luis Obispo County Assessor to
assess amounts due on delinquent Solid Waste Collection and Disposal
Accounts as liens against the properties.”
5.d.CONSIDERATION OF THE 2021-22 HUMAN RELATIONS
COMMISSION GRANTS-IN-AID FUNDING RECOMMENDATIONS
23
Recommendation:
As recommended by the Human Relations Commission,
approve the 2021-22 Grants-in-Aid funding allocations in the
amount of $150,000; and
1.
Authorize the Community Development Director to execute
agreements with each grant recipient.
2.
5.e.APPROVE ON-BILL FINANCING APPROACH FOR LIGHTING
RETROFITS
47
Recommendation:
Authorize the City Manager to execute PG&E On-Bill Financing
Agreements; and
1.
Adopt a Resolution entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, making findings on
energy savings and determining other matters in connection
with Energy Efficiency Retrofits”; and
2.
Delegate signatory authority to the City Manager to execute a
contract to the satisfaction of the City Attorney with Electricraft
Inc. to provide the lighting retrofit work.
3.
5.f.ANNUAL SPECIAL TAX LEVY REPORT FOR THE CITY OF SAN LUIS
OBISPO COMMUNITY FACILITIES DISTRICT NO. 2019-1 (SAN LUIS
RANCH)
75
Recommendation:
Receive and file the Annual Special Tax Levy Report for the City of San
Luis Obispo Community Facilities No. 2019-1 (San Luis Ranch).
5.g.AUTHORIZATION TO ADVERTISE FIRE STATION #1 ROOF
REPLACEMENT, SPECIFICATION NO. 1000172
111
Recommendation:
Approve the project plans and specifications for Fire Station #1
Administration Building Roof Replacement, Specification No.
1000172; and
1.
Authorize staff to advertise for bids; and2.
Authorize a transfer of $51,973 from the FY17/19 Facilities
Annual Asset Maintenance Account (#91250); and
3.
Authorize the City Manager to appropriate up to $200,000 in
Capital Reserve Funds to support completion of the entire roof
replacement work; and,
4.
Authorize the Finance Director to return unspent Capital
Reserve funding to the Capital Reserve fund balance after
project completion; and,
5.
Authorize the City Manager to award the construction contract if
the lowest responsible bid is within the publicly disclosed
funding amount of $430,000.
6.
5.h.ADOPTION OF FY 2021-22 COMMUNITY PROMOTIONS PROGRAM -
TBID & PCC
151
Recommendation:
As recommended by the Tourism Business Improvement District (TBID)
Board and the Promotional Coordinating Committee (PCC):
Authorize the City Manager to enter into various contracts and
program expenditures for the TBID not to exceed the 2021-22
program budget of $1,215,000 (excludes staffing costs), based
on the recommendations by the TBID Board and the adopted
TBID Fund revenue projections as part of the 2021-23 Financial
Plan and approved 2021-22 budget; and
1.
Authorize the City Manager to enter into contracts utilizing the
TBID Fund un-appropriated fund balance from the 2020-21
fiscal year, following the completion of the City’s audit and
approved annual comprehensive financial statements, for
tourism marketing expenditures in 2021-22 based on the
recommendations by the TBID Board; and
2.
Authorize the City Manager to use the TBID Fund Reserve of
$100,000 for tourism marketing expenditures in 2021-22 in
accordance with the TBID reserve policy; and
3.
Authorize the City Manager to enter into various contracts and
program expenditures for Community Promotions not to exceed
the 2021-22 program budget of $367,000 (excludes staffing
costs) based on the recommendations by the PCC.
4.
5.i.SECOND READING OF ORDINANCE NO. 1699 (2021 SERIES)
AMENDING TITLE 10, CHAPTER 52, AND ORDINANCE NO. 1700
(2021 SERIES) AMENDING TITLE 10, CHAPTER 4, OF THE
MUNICIPAL CODE
201
Recommendation:
Adopt Ordinance No. 1699 (2021 Series) entitled, “An
Ordinance of the City Council of the City of San Luis Obispo,
California, Amending Title 10, Chapter 52 (Parking Meters), of
the San Luis Obispo Municipal Code”; and
1.
Adopt Ordinance No. 1700 (2021 Series) entitled, “An
Ordinance of the City Council of the City of San Luis Obispo,
California, Amending Title 10, Chapter 4 (Definitions), of the
San Luis Obispo Municipal Code.”
2.
6.PUBLIC HEARING AND BUSINESS ITEMS
6.a.APPROVAL OF THE PARKS AND RECREATION BLUEPRINT FOR
THE FUTURE: 2021-2041 (PARKS AND RECERATION PLAN AND
GENERAL PLAN ELEMENT UPDATE)
217
Recommendation:
As recommended by the Planning Commission, Parks and Recreation
Commission, and Active Transportation Committee:
Adopt a Resolution entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, approving the Parks
and Recreation Blueprint for the Future: 2021-2041 (Parks and
Recreation Plan and General Plan Element Update) and
adopting the associated Initial Study/Negative Declaration
(GENP-1942-2018, EID-0150-2021; Citywide);” and
1.
Adopt an Initial Study/Negative Declaration; and2.
Approve the Parks + Recreation Blueprint for the Future: 2021-
2041 (Parks and Recreation Plan and General Plan Element
Update); and
3.
Authorize the Parks and Recreation Director or their designee
to approve future administrative revisions to Chapters 1, 2, 3,
and 5 of the Parks + Recreation Blueprint for the Future: 2021-
2041 (Parks and Recreation Plan) as necessary, so long as the
revisions to not alter the vision and themes of the Plan, project
recommendations, and substantive content of the document,
and any such revisions are documented in writing, evaluated for
consistency with the adopted Initial Study/Negative Declaration,
and provided to the City Clerk for record keeping.
4.
6.b.LEAD BY EXAMPLE: A PLAN FOR CARBON NEUTRAL CITY
OPERATIONS
727
Recommendation:
Adopt a Resolution entitled, “A Resolution of the City Council of the City
of San Luis Obispo, California, approving Lead by Example: A Plan for
Carbon Neutral City Operations.”
6.c.ADOPTION OF A RESOLUTION ALIGNING AND CONTINUING
CERTAIN PRIOR COUNCIL EMERGENCY ACTIONS FOR
CONTINUED COVID-19 MITIGATION AND CONSISTENT WITH NEW
STATE DIRECTION
827
Recommendation:
Adopt a Resolution entitled, “A Resolution of the City Council of the City
of San Luis Obispo, California, consolidating and aligning prior Council
emergency actions with recently revised State Orders, and continuing
certain prior actions to support continued protections for public health,
safety and welfare, as well as economic recovery."
7.LIAISON REPORTS AND COMMUNICATIONS
Not to exceed 15 minutes. Council Members report on conferences or other City
activities. At this time, any Council Member or the City Manager may ask a
question for clarification, make an announcement, or report briefly on his or her
activities. In addition, subject to Council Policies and Procedures, they may
provide a reference to staff or other resources for factual information, request
staff to report back to the Council at a subsequent meeting concerning any
matter or take action to direct staff to place a matter of business on a future
agenda. (Gov. Code Sec. 54954.2)
8.ADJOURNMENT
The next Regular Meeting of the City Council will be held on July 20, 2021 at
5:00 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis
Obispo, CA 93401.
LISTENING ASSISTIVE DEVICES are available for the hearing impaired - see
City 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) 781-7100 at least
48 hours before the meeting, if possible. Telecommunications Device for the
Deaf (805) 781-7410.
City Council regular meetings are televised live on Charter Channel 20. Agenda
related writings or documents provided to the City Council are available for
public inspection in the City Clerk’s Office located at 990 Palm Street, San Luis
Obispo, California during normal business hours, and on the City’s website
www.slocity.org. Persons with questions concerning any agenda item may call
the City Clerk’s Office at (805) 781-7100.
1010 Marsh St., San Luis Obispo, CA 93401
(805) 546-8208 • FAX (805) 546-8641
PROOF OF PUBLICATION
(2015.5 C.C.P.)
STATE OF CALIFORNIA,
County of San Luis Obispo,
I am a citizen of the United States and a resident
of the county aforesaid; I am over the age of
eighteen years, and not a party interested in the
above entitled matter. I am the principal clerk
of the printer of the New Times, a newspaper
of general circulation, printed and published
weekly in the City of San Luis Obispo, County
of San Luis Obispo, and which has been
adjudged a newspaper of general circulation by
the Superior Court of the County of San Luis
Obispo, State of California, under the date of
February 5, 1993, Case number CV72789: that
notice of which the annexed is a printed copy
(set in type nor smaller than nonpareil), has been
published in each regular and entire issue of said
newspaper and not in any supplement thereof on
the following dates, co -wit:
in the year 2021.
I terrify (or declare) under the the penalty of
perjury that the foregoing is true and correct.
Dated at San Luis Obispo, qalifornia, this day
2021,
Patricia Horton, New Times Legals
Proof of Publication of
0 OROINANCE NO.IN9
12021 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE
CITY OF SAN LUIS OBISPO, CALIFORNIA. AMENDING
TITLE 10 CHAPTER 52 (PARKING METERS) OF THE
SAN LUIS OBISPO MUNICIPAL CODE
NOTICE IS HEREBY GIVEN that the City Council of
the City of San Luis Obispo, California, at its Regular
Meefing of June 1, 2021, introduced the above
tided ordinance upon a motion by Council Member
Christianson, second by Council Member Pease, and
on the following roll call vote:
AYES: Council Member Christianson, Marx, Pease,
Vice Mayor Stewart and Mayor Harmon
NOES: None
Ordnance No 1699 (2021 Seresf - This is a City
Ordinance to amend Title 10, Chapter 52 (Parking
Meters), of the Municipal Code to include the following
changes:
• Increase on -street and lot parking rates;
• Establish tier -based pricing system;
• Allow the Public Works Director to adjust parking
rates based on observed occupancy;
-Added language referencing the installation, use,
and operation of the recently installed multi -space
pay stations; and
• Remove discounted parking rates for motorcycle
spaces.
A full and complete copy of the aforementioned
Ordinance is available for inspection and copy in the
City Clerk's Office, located at 990 Palm Street, San Luis
Obispo, California, or you may call (805) 781-7100 for
more information.
NOTICE IS HEREBY FURTHER GIVEN that the City
Council of the City of San Luis Obispo will consider
adopting the Ordinance at its Regular Meeting of July
6, 2021 at 6:00 p.m., which will be held in the Council
Chamber, located at 990 Palm Street San Luis Obispo,
California.
Teresa Purrington
City Clerk
July 1, 2021
I
Mimin H Pm "V.NT Ghimm/NTMG /BL'SINFSSIWFIa M1wi.ev/V,mtor Pd
1010 Marsh St., San Luis Obispo, CA 93401
(805) 546-8208 . FAX (805) 546-8641
PROOF OF PUBLICATION
(2015.5 C.C.P.)
STATE OF CALIFORNIA,
County of San Luis Obispo,
I am a citizen of the United States and a resident
of the county aforesaid; I am over the age of
eighteen years, and nor a party interested in the
above entitled matter. I am the principal clerk
of the printer of the New Times, a newspaper
of general circulation, printed and published
weekly in the City of San Luis Obispo, County
of San Luis Obispo, and which has been
adjudged a newspaper of general circulation by
the Superior Court of the County of San Luis
Obispo, State of California, under the date of
February 5, 1993, Case number C V 72789: char
notice of which the annexed is a printed copy
(scr in type not smaller than nonpareil), has been
published in each regular and entire issue of said
newspaper and not in any supplement thereof on
the following dates, to -wit:
in the year 2021.
I certify (or declare) under the the penalty of
perjury that the foregoing is true and correct.
Dated at San Luis Obispo, C4liforma, this day
of 2021.
Patricia Horton, New Times Legals
Proof of Publication of
nr ORDINANCE N0.1700
(2021 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF
THE CITY OF SAN LUIS OBISPO, CALIFORNIA,
AMENDING TITLE 10, CHAPTER 04
(DEFINITIONS), OF THE SAN LUIS OBISPO
MUNICIPAL CODE
NOTICE IS HEREBY GIVEN that the City Council
of the City of San Luis Obispo, California, at its
Regular Meeting of June 1, 2021, introduced the
above titled ordinance upon a motion by Council
Member Christianson, second by Council Member
Pease, and an the following roll call vote:
AYES: Council Member Christianson, Marx,
Pease, Vice Mayor Stewart, and Mayor
Harmon
NOES: None
Ordinance No. 1700 (2021 Series) — This is
an Ordinance to amend Title 10, Chapter 04
(Definitions), of the Municipal Code to add
a definition for "parking payment center'
referencing the new multi -space pay stations.
A full and complete copy of the aforementioned
Ordinance is available for inspection and copy in
the City Clerk's Office, located at 990 Palm Street,
San Luis Obispo, California, or you may call (805)
781-7100for more information.
NOTICE IS HEREBY FURTHER GIVEN that the City
Council of the City of San Luis Obispo will consider
adopting the Ordinance at its Regular Meeting of
July 6, 2021 at 6:00 p.m., which will be held in the
Council Chamber, located at 990 Palm Street, San
Luis Obispo, California.
Teresa Purrington
City Clerk
July 1, 2021
A1min&P-0. NTeG Ad ./NT WeR,BUSINESSNP .,Ne .1P. FN Pub
1010 Marsh St., San Luis Obispo, CA 93401
(805) 546.8208 • FAX (805) 546-8641
PROOF OF PUBLICATION
(2015.5 C.C.P.)
5"PATE OF CALIFORNIA,
County of San Luis Obispo,
I am a citizen of the United States and a resident
of the county aforesaid; L am over the age of
eighteen years, and not a party interested in the
aAbove entitled matter. I am the principal clerk
of the printer of the New Tines, a newspaper
A general circulation, printed and published
%ceekly in the City of San Luis Obispo, County
of San Luis Obispo, and which has been
adjudged a newspaper of general circulation by
the Superior Court of the County of San Luis
Obispo, State of California, under the date of
February 5, 1993, Case number CV72789: thar
notice of which the annexed is a printed copy
(scrin type nor smaller than nonpareil), has been
published in each regular and entire issue of said
newspaper and not in any supplement thereof on
the following dates, ro-wit:
7• " 2-1
in the year 2021.
I certify (or declare) under the the penalty of
perjury that the foregoing is true and correct.
Dated a`,r)JSan Luis Obispo, California, this day
o'f-yLN.(�_ _ J 2021.
�a.✓Y' L
Patricia Horton, New Times Legals
Proof of Publication of
00SAN LUIS OBISPO CITY
COUNCIL
NOTICE OF PUBLIC HEARING
The San Luis Obispo City Council invites all interested
persons to participate in a public meeting on Tuesday,
July 6, 2021, at 600 p.m. in the Council Chambers at City
Hall, 990 Palm Street. San Luis Obispo, CA 93401. Public
comment, prior to the start of the meeting, may he
submitted in writing via U.S. Mail delivered to the City
Clerk's office at 990 Palm Street, San Luis Obispo, CA
93401 ofbyemaiitoemailcouncil@stocity.org.
PUBLIC HEARING ITEMS:
• The Council will consider directing staff to work with
PG&E for the installation of certain energy savings
measures on the property of the City. The Council will
also consider a resolution to adopt findings required
by Government Code section 4217.12 regarding
anticipated energy cost savings and other benefits
the City may receive H the Council decides to enter
into the energy service contracts.
For more information, please contact Chris Read of
the City'sAdministration Department at (80 )781-7151
or by email at creed®slocity.org.
• Consideration of the Parks r Recreation Blueprint for
the Future: 2021-2041 (Parks and Recreation Plan and
General Plan Element Updatel and adoption of the
associated Initial Study/Negative Declaration IGENP-
1942-2018 & EID-0150-2021).
For more information, please contact Shawna Scott
of the City's Community Development Department at
(8051781-7176orbyemail atsseotgslocilvora.
The City Council may also discuss other hearings or
business items before or after the items listed above. If
you challenge the proposed project in court, you maybe
limited to raising only those issues you or someone else
raised tithe public hearing described in this nofice, or in
written correspondence delivered to the City Council at,
ar prior to, the public hearing.
Reports for this meeting will be available for reviaw
online at www.slocity.org no later than 72 hours prior to
the meeting. Please call the City Clerk's Office at 1805)
781-7100 for more information. The City Council meeting
will be televised live on Charter Cable Channel 20 and live
streaming on the City's YouTube channel https:/Noutube.
slo.city.
Teresa Purrington
City Clerk, City of San Luis Obispo
June 24, 2921
Page 10 of 845
1
Council Minutes
June 15, 2021, 6:00 p.m.
Teleconference - Broadcast via Webinar
Council Members
Present:
Mayor Heidi Harmon, Vice Mayor Erica A. Stewart, Council
Member Carlyn Christianson, Council Member Andy Pease,
Council Member Jan Marx
City Staff Present: Derek Johnson, City Manager, Christine Dietrick, City Attorney,
Teresa Purrington, City Clerk
_____________________________________________________________________
1. CLOSED SESSION - 5:00 PM
Public Comment:
None
--End of Public Comment--
1.a CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Significant exposure to litigation pursuant to paragraph (2) of subdivision (d)
of Government Code Section 54956.9: Potential Number of Cases - One.
City Attorney Christine Dietrick reported that the Council met in closed
session on potential litigation threat and there was no report
action. Council discussed litigation direction and settlement strategies
only.
1.b CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Significant exposure to litigation pursuant to paragraph (2) of subdivision
(d) of Government Code Section 54956.9: Potential Number of Cases -
One.
City Attorney Christine Dietrick reported that the Council met in closed
session on potential litigation threat and there was no rep ort
action. Council discussed litigation direction and settlement strategies
only.
1.c ADJOURN CLOSED SESSION
Closed session adjourned at 6:35 PM to the Regular City Council meeting.
Page 11 of 845
2
2. CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council was called to order on
June 15, 2021 at 6:40 PM by Mayor Harmon, with all Members present via
teleconference.
3. PLEDGE OF ALLEGIANCE
Vice Mayor Stewart lead the Council in the Pledge of Allegiance.
4. PRESENTATIONS
4.a CITY MANAGER REPORT
City Manager Derek Johnson provided a report on upcoming projects and
a status update on COVID-19.
4.b JUNETEENTH DAY PROCLAMATION
Mayor Harmon presented a proclamation declaring June 19, 2021 as
"Juneteenth Day" to Cheryl Vines, representing the NAACP.
5. PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
Public Comment:
Kris Roudebush
--End of Public Comment--
6. CONSENT AGENDA
Motion By Council Member Christianson
Second By Council Member Marx
Approve Consent Calendar Items 6a - 6g.
Ayes (5): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, Council Member Pease, and Council Member Marx
CARRIED (5 to 0)
6.a WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
Waive reading of all resolutions and ordinances as appropriate.
6.b MINUTES REVIEW - JUNE 1, 2021 COUNCIL MINUTES
Approve the minutes of the City Council meeting held on June 1, 2021.
Page 12 of 845
3
6.d DOWNTOWN SLO AGREEMENT 2021-23
Authorize the City Manager to negotiate and approve the two-year
agreement with Downtown SLO and other agreements as needed to
execute the Downtown related initiatives in the 2021 -23 financial plan.
6.e AUTHORIZATION TO CONTINUE THE COLLECTION OF MULTI-
DWELLING PROPERTY FIRE AND LIFE SAFETY INSPECTION FEES
Adopt Resolution No. 11256 (2021 Series) entitled, “A Resolution of the
City Council of the City of San Luis Obispo, California, authorizing the San
Luis Obispo County Auditor to collect fees for 2021 -22 Fire and Life Safety
Inspections of Multi-Dwelling Properties containing three or more dwelling
units on the Secured Property Tax Roll pursuant to California Government
Section 54988, Et Seq.”
6.f ACCEPTANCE OF JACK HOUSE ART RESTORATION DONATION
Authorize the Mayor to execute a donation agreement with the Jack House
Family Trust, accepting a donation valued at $7,450 for its payment for
contract Art Restoration and Installation work at the Historic Jack House.
6.g AUTHORIZE ADVERTISING A REQUEST FOR PROPOSAL FOR TREE
MAINTENANCE SERVICES
1. Authorize the advertisement of Requests for Proposals (RFP) for on -
call tree maintenance; and
2. Authorize the City Manager to award the tree maintenance contract to
the selected company.
6.c A REQUEST TO INCLUDE THE PROPERTY AT 531 DANA STREET IN
THE CITY’S INVENTORY OF HISTORIC RESOURCES AS A MASTER
LIST RESOURCE (DANA/BARNEBERG HOUSE)
Council Member Pease declared a conflict on this item due to the property
being within 300 feet of her business.
Adopt Resolution No. 11255 (2021 Series) entitled, “A Resolution of the
City Council of the City of San Luis Obispo, California, adding the property
located at 531 Dana Street to the Master List of Historic Resources as
“The Dana/Barneberg House” (HIST00912021).”
Ayes (4): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, and Council Member Marx
CARRIED (4 to 0)
Page 13 of 845
4
7. PUBLIC HEARING AND BUSINESS ITEMS
7.a WATER AND SEWER RATE HEARING
Utilities Director Aaron Floyd and Utilities Business Manager Jennifer
Thompson provided an in-depth staff report and responded to Council
questions.
Public Comments:
SLO Camera Club
---End of Public Comment---
Motion By Council Member Christianson
Second By Council Member Marx
Adopt Resolution No. 11257 (2021 Series) entitled “A Resolution of the
Council of the City of San Luis Obispo, California, Establishing
Water Rates for Fiscal Years 2021-22 and 2022-23,” effective July 1,
2021 and July 1, 2022.
Ayes (5): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, Council Member Pease, and Council Member Marx
CARRIED (5 to 0)
Motion By Council Member Pease
Second By Council Member Christianson
Adopt Resolution No. 11257 (2021 Series) entitled “A Resolution of the
Council of the City of San Luis Obispo, California, Establishing Sewer
Rates for Fiscal Years 2021-22 and 2022-23,” effective July 1, 2021 and
July 1, 2022.
Ayes (5): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, Council Member Pease, and Council Member Marx
CARRIED (5 to 0)
Page 14 of 845
5
7.b ADOPTION OF 2020 URBAN WATER MANAGEMENT PLAN AND
WATER SHORTAGE CONTINGENCY PLAN
Utilities Director Aaron Floyd, Deputy Director of Water Mychal Boerman,
and Project Manager Jennifer Metz provided an in-depth staff report and
responded to Council questions.
Public Comments:
None
---End of Public Comment---
Motion By Council Member Pease
Second By Council Member Christianson
1. Adopt Resolution No. 11258 (2021 Series) entitled, “A Resolution of
the Council of the City of San Luis Obispo, California, adopting the
2020 Urban Water Management Plan;” and
2. Adopt Resolution No. 11259 (2021 Series) entitled, “A Resolution of
the Council of the City of San Luis Obispo, California, adopting the
2020 Water Shortage Contingency Plan.”
Ayes (5): Mayor Heidi Harmon, Vice Mayor Stewart, Council Member
Christianson, Council Member Pease, and Council Member Marx
CARRIED (5 to 0)
8. LIAISON REPORTS AND COMMUNICATIONS
Council Member Marx provided an update regarding the IWMA meeting held on
June 9, 2021.
Council Member Pease provided an update regarding the SLOCOG meeting and
that the train station would be getting a refresh.
Vice Mayor Stewart provided an update from the Cal Cities Community Services
Committee meeting.
9. ADJOURNMENT
The meeting was adjourned at 8:39 PM. The next Regular City Council Meeting
is scheduled for July 6, 2021 at 6:00 p.m.
APPROVED BY COUNCIL: XX/XX/2021
Page 15 of 845
Page 16 of 845
Item 5c
Department: Utilities
Cost Center: 6107
For Agenda of: 7/6/2021
Placement: Consent
Estimated Time: n/a
FROM: Aaron Floyd, Utilities Director
Prepared By: Jordan Lane, Solid Waste & Recycling Coordinator
SUBJECT: COLLECTION OF DELINQUENT SOLID WASTE COLLECTION AND
DISPOSAL ACCOUNTS
RECOMMENDATION
Adopt a Resolution entitled, “A Resolution of the City of San Luis Obispo, California,
authorizing the San Luis Obispo County Assessor to assess amounts due on delinquent
Solid Waste Collection and Disposal Accounts as liens against the properties.”
DISCUSSION
Background
Based on the need to protect public health and safety, the Municip al Code establishes
that occupants of all developed properties within the City benefit from regular periodic
collection of solid waste. Section 8.04.070 of the Municipal Code states:
1. That all developed properties in the City must use the solid waste collection and
disposal service provided by the City's franchisee.
2. That the franchisee is responsible for collecting all fees for the service.
3. That the owners of developed properties are ultimately responsible for paying for
the service.
4. That once each year the franchisee may take actions to collect from delinquent
solid waste collection and disposal accounts.
5. That, after the franchisee has completed the actions established within the
Municipal Code, the City will adopt a resolution autho rizing the San Luis Obispo
County Assessor to assess amounts due on delinquent accounts as liens against
the properties.
San Luis Garbage Company has taken the actions prescribed in the Municipal Code to
collect delinquent solid waste collection and disp osal accounts. In adherence to the
Municipal Code, San Luis Garbage Company has presented the City with a list of property
owners whose accounts were more than 120 days past due, has sent certified letters to
those property owners requesting payment, and after 30 days of receipt of delivery
certification for payment requests has presented the City with a final list of property
owners whose accounts are still past due.
Page 17 of 845
Item 5c
The resolution (Attachment A) authorizes the San Luis Obispo County Assessor to assess
the amounts due on delinquent accounts as liens against the properties.
Previous Council or Advisory Body Action
On an annual basis the City Council authorizes the collection of past due solid waste
collection and disposal accounts.
Public Engagement
San Luis Garbage Company has sent certified letters to past due property owners
requesting payment.
CONCURRENCE
The Finance Department concurs with the information in this report and the process used
for collecting past due amounts.
ENVIRONMENTAL REVIEW
The recommended actions are not a project as defined under the California
Environmental Quality Act.
FISCAL IMPACT
Budgeted: N/A Budget Year: N/A
Funding Identified: N/A
Funding
Sources
Total Budget
Available
Current Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund N/A
State
Federal
Fees
Other:
Total $
There is no direct fiscal impact to the City as the franchisee is responsible for collecting
all fees for solid waste and disposal. Administration of the franchise is accounted for in
the City’s Solid Waste & Recycling program, included in the two -year Financial Plan on
page 331.
Page 18 of 845
Item 5c
ALTERNATIVES
The City’s Municipal Code Section 8.04.070 provides a process for San Luis Obispo
Garbage Company to collect payment for delinquent solid waste collection and disposal
accounts. The City Council could choose not to approve the recommended action if it
believes San Luis Garbage Company has not taken the actions prescribed in the
Municipal Code. Based on the information provided to the City, staff has determined that
San Luis Garbage Company has taken the actions prescribed in the Municipal Code to
collect delinquent solid waste collection and disposal accounts.
ATTACHMENTS
A – Draft Resolution authorizing the collection of delinquent Solid Waste Collection and
Disposal Accounts
Page 19 of 845
Page 20 of 845
R _______
RESOLUTION NO. _______ (2021 SERIES)
A RESOLUTION OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA,
AUTHORIZING THE SAN LUIS OBISPO COUNTY ASSESSOR TO
ASSESS AMOUNTS DUE ON DELINQUENT SOLID WASTE
COLLECTION AND DISPOSAL ACCOUNTS AS LIENS AGAINST THE
PROPERTIES
WHEREAS, Section 8.04.070 of the San Luis Obispo Municipal Code establishes
that all developed properties in the City must use the solid waste collection and disposal
service provided by the City's franchisee, that the franchisee is responsible for collecting
fees for their services, and that owners of developed properties are responsible for paying
for the service; and
WHEREAS, Section 8.04.070 of the Municipal Code further provides a method by
which, once each year, the franchisee may take actions to collect fees from the owners of
developed properties which have delinquent solid waste collection and disposal accounts;
and
WHEREAS, the franchisee, San Luis Garbage Company, has taken the actions
required within Section 8.04.070 of the Municipal Code to collect fees from delinquent
accounts as certified by franchisee and incorporated herein.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo that the San Luis Obispo County Assessor is hereby authorized to assess the
amounts due on delinquent solid waste collection and disposal accounts as established and
certified by franchisee San Luis Garbage Company as liens against the properties listed
below.
Page 21 of 845
Resolution No. _______ (2021 Series) Page 2
R ______
Property Owner Parcel Number Service Address Amount
BURCH, JERRY 004-784-010 2525 JOHNSON AVE $470.21
UNITED R/E HLDGS INC 052-192-002 128 CASA ST $496.98
WALTERS, GEORGINA 053-300-020 1286 CHAPARRAL CIR $400.06
THEULE, CHAD 052-392-002 255 CERRO ROMAULDO
AVE $367.31
POE, RICHARD G 004-781-076 2545 GRETA PL $222.96
STARK, DUANE & DIANE 003-641-004 671 CHURCH ST $178.87
RILEY, TIMOTHY &
MARYANN 003-616-011 1526 BEACH ST $168.13
ROGALLA, JOHN 004-704-002 3689 LAWNWOOD DR $150.46
Upon motion of Council Member _______________________, seconded by
Council Member _______________________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _______ day of ________________ 2021.
______________________________
Mayor Heidi Harmon
ATTEST:
Teresa Purrington,
City Clerk
APPROVED:
J. Christine Dietrick,
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
________________________________
Teresa Purrington, City Clerk
Page 22 of 845
Item 5d
Department: Community Development
Cost Center: 4008
For Agenda of: 7/6/2021
Placement: Consent
Estimated Time: N/A
FROM: Michael Codron, Community Development Director
Prepared By: Cara Vereschagin, Housing Coordinator
SUBJECT: CONSIDERATION OF THE 2021-22 HUMAN RELATIONS COMMISSION
GRANTS-IN-AID FUNDING RECOMMENDATIONS
RECOMMENDATION
1. As recommended by the Human Relations Commission, approve the 2021-22 Grants-
in-Aid funding allocations in the amount of $150,000; and
2. Authorize the Community Development Director to execu te agreements with each
grant recipient.
DISCUSSION
Background
The City’s Grants-in-Aid (GIA) program, overseen by the Human Relations Commission
(HRC), provides financial support to non-profit organizations that promote the economic
and social well-being of the citizens of San Luis Obispo. Grants are made to local
organizations or agencies based in neighboring communities who serve a significant
number of City residents. The HRC advises the City Council on community needs and
funding recommendations.
Community Needs Workshop
On October 7, 2020, the HRC hosted a virtual Community Needs Workshop to inform the
public about upcoming grant programs and funding amounts, as well as to solicit public
comments on community development and human service needs. A total of five speakers
addressed a wide variety of community needs during the public comment period.
Representatives from non-profits also relayed concerns about the overall increased
demand for services related to the COVID-19 Pandemic. They also had concerns about
the acceptable list of eligible expenses given pandemic-related economic constraints and
financial deficits from other funding sources that previously supported general staffing
and operational costs. In turn, the HRC incorporated this feedback into the Funding
Criteria during their review of the 2021-22 GIA Application, in order to sustain existing
long-term services within the community. Overall, the providers stressed the importance
of GIA and encouraged the HRC to continue supporting the program.
Page 23 of 845
Item 5d
Funding Priority Setting
On November 17, 2020, Council adopted homelessness prevention, including affordable
and alternative housing, support services and transitional housing as the primary funding
priority for allocating GIA funds for the 2021 -22 program. However, to allow maximum
flexibility for funding recommendations dependent upo n the received applications, the
following were not ranked, but were agreed to be important priorities:
• Hunger and malnutrition prevention
• Supportive physical and mental health services for those in need
• Services for seniors and/or people with disabilities in need
• Supportive and development services for children and youth in need
• Services encouraging diversity, equity, and inclusivity in marginalized communities
GIA Application Process
In December of 2020, the HRC formally launched its annual GIA process by advertising
the availability of grant funds and information regarding the upcoming GIA timeline. GIA
applications were due to the City on January 31, 2021. The City received grant funding
requests from 29 agencies requesting funding for 30 different programs totaling $303,800,
which amounted to $153,800 more than the available funding, as displayed in the figure
below. Attachment A includes a list of the applications submitted to the City for GIA
funding and the HRC’s recommended funding amounts. The GIA Program Application
Summary, provided as Attachment B, further describes each program and
recommendation reasoning.
($300,000)
($200,000)
($100,000)
$0
$100,000
$200,000
$300,000
$400,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021Dollar AmountFiscal Year
HRC Grants-in-Aid (GIA) Historical Funding
TOTAL REQUESTED TOTAL GRANTED DIFFERENCE
Page 24 of 845
Item 5d
Subcommittee and HRC Review Process
On February 3, 2021, the HRC convened the GIA subcommittee of Commissioners
Rosten and Campbell to review grant applications and make preliminary funding
recommendations in the amount of $150,000. The subcommittee members utilized the
endorsed GIA Funding Priorities set by Council, t he location of the target population of
people to be served, and the incurred expenses proposed to be offset by GIA dollars, to
guide their funding recommendations. On April 7, 2021, the GIA subcommittee presented
preliminary grant recommendations to the full HRC. During the discussion, the
subcommittee engaged with the other Commissioners to make adjustments to the
preliminary recommendations, based on their past personal experiences as
organizational liaisons and overall feasibility of the proposed proje cts in accordance with
the Funding Priorities and Criteria.
Funding Recommendations
On May 5, 2021, the HRC held a public hearing to review the recommended funding for
the 2021-22 GIA Program to solicit feedback from the public/service providers prior to
review by the City Council. Prior to the May 5th meeting, GIA applicants were informed
of the HRC’s preliminary funding recommendations. The HRC received a total of six
written correspondence from community partners prior to the meeting. A total of eight
representatives from various non-profit organizations provided testimony in support of the
GIA program and preliminary funding recommendations, during public comment.
Speakers thanked the HRC for its support and discussed the increased demand for
services related to the COVID-19 Pandemic. A few representatives alluded to a demand
for translation services and lack of multi-lingual staff. The HRC did not make any
adjustments to the preliminary funding recommendations and adopted the funding
amounts as presented in the staff report (Attachment C).
Grant Contracts
Upon Council approval of GIA funding allocations, the City will enter into a contract with
each organization that has been awarded grant funding. The HRC and City staff will
monitor the contracts throughout the year.
Policy Context
The GIA program is commonly referred to in the Housing Element as an ongoing method
to achieve various goals, policies, and programs related to housing needs.
Public Engagement
The public, and more specifically non-profit service organizations, were engaged
throughout the entire GIA award process, as described in the sections above.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in
this report, because the action does not constitute a “Project” under CEQA Guidelines
Sec. 15378.
Page 25 of 845
Item 5d
FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-22
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $150,000 $150,000 $0
State
Federal
Fees
Other:
Total $150,000 $150,000 $0 $
The City designates a portion of General Fund monies to the GIA program and the Council
has the final authority over how those grants are awarded. A total of $150,000 was
budgeted for the 2021-22 GIA program in the 2021-23 Financial Plan and approved 2021-
22 budget.
ALTERNATIVES
1. The Council may modify the proposed grant funding amounts.
2. The Council may choose to fund eligible GIA applications not recommended by the HRC.
3. The Council may continue consideration of funding for the 2021 -22 GIA Program Year.
Direction should be given to staff regarding additional information necessary to make
a final funding decision.
ATTACHMENTS
A – 2021-22 GIA Program HRC Funding Recommendations
B – 2021-22 GIA Program Application Summary
C – Minutes of the May 5, 2021 HRC Meeting (non-approved)
Page 26 of 845
2021-22 GIA Program HRC Funding Recommendations
Human Relations Commission
2021-22 Grants-in-Aid (GIA)
HRC Funding Recommendations
Budget = $150,000
App. Non-Profit
Organization Program Grant
Request
HRC
Recommendation
1 Access Support
Network
Hepatitis C Project -
Access to Health
Benefits &
Counseling
$5,000 -
2 Access Support
Network
HIV/HCV Homeless
Prevention and
Supportive Housing
Program
$6,000 $6,000
3 Big Brothers Big Sisters
of SLO County
Community Based
Youth Mentoring $10,000 $5,000
4 CASA CASA Advocacy $7,500 $3,750
5 Central Coast Veterans
Helping Veterans
Veteran Caregiving
Program $10,000 $6,500
6
Community Action
Partnership SLO
County (CAPSLO)
Homeless
Prevention and
Stable Housing
Program
$20,000 $20,000
7 Community Counseling
Center
Affordable,
Professional and
Transformative
Counseling for the
Low Income and
Uninsured; Mindset
Teletherapy
Initiative
$5,000 $2,500
8 Diversity Coalition SLO
County
Community
Diversity Education
and Training
Program
$5,000 -
9 Family Care Network,
Inc. Not Listed $10,000 $5,000
Page 27 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program HRC Funding Recommendations
10 Food Bank Coalition of
SLO County
Fresh Produce and
No-Cook Bags $12,000 $12,000
11 Hospice of SLO County Free Hospice
Services $15,000 $7,500
12 Jack's Helping Hand,
Inc.
Jack's Helping Hand
Assistance Program $5,000 -
13 Literacy for Life Literacy Program $5,000 $3,750
14 LTC Ombudsman
Services
Ombudsman
Services $3,000 $3,000
15 One Cool Earth
Growing Happy,
Health, Smart
Youth
$7,000 $3,500
16 Peoples' Self Help
Housing
Homelessness
Prevention and
Housing Special
Needs Groups in
SLO
$25,000 $3,750
17
Pregnancy and
Parenting Support of
San Luis Obispo County
(formerly ALPHA)
Healthy Start,
Bright Futures $10,000 $5,000
18 RISE SLO County
Sexual Assault and
Domestic Violence
Programs
$6,000 $3,000
19
The SLO Child
Development Resource
Center
Early Childhood
Development and
Therapeutic Mental
Health Services
$20,000 $6,000
20 SLO County YMCA
Youth Programs
Financial Assistance
(scholarships)
$5,000 -
21 SLO Legal Assistance
Foundation
Senior Legal
Services Project $6,000 $5,000
22 SLO Noor Foundations
SLO Noor Free
Clinics: Healthcare
for Uninsured City
Residents
$15,000 $9,625
23 Senior Nutrition
Program of SLO County Meals that Connect $10,000 $7,000
Page 28 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program HRC Funding Recommendations
24 Senior Volunteer
Services, Inc. Healthy Futures $3,000 $3,000
25 SmartShare Housing
Solutions
HomeShare and
YardShare $17,300 $4,325
26
Stand Strong (formerly
the Women’s Shelter
Program of SLO
County)
Homeless
Prevention & Self-
Sufficiency Program
for DV Survivors ;
Bilingual Mental
Health Counseling
for DV Survivors
$15,000 $7,500
27 Tolosa Children's
Dental Center
Tolosa Children's
Dental Center - San
Luis Obispo
$10,000 $5,000
28 Transitional Food and
Shelter, Inc
Temporary,
Emergency Shelter
for the Medically
Fragile Homeless
(Transitional Food
and Shelter
Program)
$22,000 $6,300
29 Transitions-Mental
Health Association
Central Coast
Hotline (Formerly
SLO Hotline)
$4,000 $1,000
30 United Way 2-1-1 SLO County $10,000 $5,000
Total $303,800 $150,000
Page 29 of 845
Page 30 of 845
Human Relations Commission
2021-22 GIA Program Application Summary
1. Access Support Network (ASN): Hepatitis C Project – Access to Health and Benefits &
Counseling
2017 Grant Award: $4,000
2018 Grant Award: $4,000
2019 Grant Award: $5,400
2020 Grant Award: $0
2021 Grant Request: $5,000
2021 HRC Recommendation: $0
To maintain the highest level of health, a person living with HIV/AIDS or hepatitis C
(PLWH) must have access to medical care, adequate nutrition, and, most importantly,
adequate and stable shelter and living conditions. To ensure that clients maintain stable and
supportive housing, the ASN established a housing program, including 13 agency-owned
units. The ASN is seeking funding to support and sustain the SLO Hep C Project, which
delivers essential services to people living with HCV, including increased access to
medical care and connections to comprehensive care services and community resources.
ASN requests $5,000 for personnel costs of the health counselor and benefits counselor of
the Program.
2. Access Support Network (ASN): HIV/HCV Homeless Prevention and Supportive Housing
Program
2017 Grant Award: $4,000
2018 Grant Award: $4,000
2019 Grant Award: $5,400
2020 Grant Award: $0
2021 Grant Request: $6,000
2021 HRC Recommendation: $6,000
The ASN's Housing Program is a well-established and crucial aspect of the agency. The
ASN requests funds to provide utility subsidies and facilities operational support to operate
the 13 agency‐owned low‐income housing units. All units are located in the City of San
Luis Obispo, thus providing a 100% City user rate. Ten of the 13 rental units are part of
the Housing Authority of SLO’s Housing Choice Voucher program which grants ASN
residents at these 10 units a portable voucher after a year of residence. ASN is requesting
$6,000 to pay for utility costs of Agency-owned rental units for 12 months.
Page 31 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
3. Big Brothers Big Sisters of San Luis Obispo County: Community Based Youth Mentoring
2017 Grant Award: $5,000
2018 Grant Award: $1,875
2019 Grant Award: $3,000
2020 Grant Award: $5,000
2021 Grant Request: $10,000
2021 HRC Recommendation: $5,000
Big Brothers Big Sisters is a donor and volunteer supported organization proven to help
vulnerable children of single, low-income, and/or incarcerated parents succeed. They
create one-to-one relationships that match children facing adversity with trained and
supervised volunteer role models. They propose to provide positive mentors through the
Community Based Program for 87 children living in the City of San Luis Obispo. They
are requesting $10,000 in funding to support 5 new matches and 35 ongoing matches within
the City of SLO. Expenses include professional staff salaries to enroll and support
volunteers working with at-risk youth.
4. Court Appointed Special Advocates of San Luis Obispo County, Inc. (CASA): Child
Advocacy
2017 Grant Award: $8,500
2018 Grant Award: $4,250
2019 Grant Award: $5,000
2020 Grant Award: $1,875
2021 Grant Request: $7,500
2021 HRC Recommendation: $3,750
The CASA program recruits, trains, and supervises volunteer community members to
become advocates for children who have been removed from their home due to abuse and
neglect and are under the court’s jurisdiction. Most of these children are placed in foster
care. CASA volunteers are assigned to a child’s case until it is resolved, averaging about
1.4 years. Volunteers oversee all information concerning the child, including reports form
social workers, law enforcement, medical providers, mental health professionals, and
school personnel. They are requesting $7,500 to cover a portion of their rental costs for
their San Luis Obispo-based office.
Page 32 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
5. Central Coast Veterans Helping Veterans – Veteran Caregiving Program
2020 Grant Award: $0
2021 Grant Request $10,000
2020 HRC Recommendation: $6,500
CCVHV’s mission is to provide assistance for homebound veterans (household support
and companionship), and to provide mentorship to veterans from veterans (for navigating
Veterans Court and for procuring needed services). CCVHV relies on our network of
volunteer vets as well as a partnership with a caregiving service based in SLO. CCVHV
is requesting a $10,000 GIA grant from the City of San Luis Obispo to fund their Veteran
Caregiving Program. Any funds received from the City will be designated to pay for
services for homebound veterans, provided by a local caregiving organization under a
negotiated, reduced rate.
6. Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO): Homeless
Prevention and Stable Housing Program
2017 Grant Award: $7,500
2018 Grant Award: $6,750
2019 Grant Award: $9,000
2020 Grant Award: $12,000
2021 Grant Request: $20,000
2021 HRC Recommendation: $20,000
The Homeless Prevention/Stable Housing Program provides emergency financial
assistance to City of San Luis Obispo households that are at-risk of being evicted and need
assistance with a rental payment, or need assistance securing housing with first month’s
rent and/or security deposit. They are requesting $20,000 to fund the Program, thus
providing financial assistance payments to cover rent or s ecurity deposits for low-income
City households.
7. Community Counseling Center (CCC): Affordable, Professional and Transformative
Counseling for the Low Income and Uninsured
2018 Grant Award: $4,500
2019 Grant Award: $4,000
2020 Grant Award: $3,600
2021 Grant Request: $5,000
2021 HRC Recommendation: $2,500
Community Counseling Center (CCC) is a mental health safety net contributor and
preventative care provider of premium, affordable counseling for individuals, children,
couples, and families who are financially constrained and underinsured. Clients pay sliding
scale fees based on their net household monthly income and are never refused services due
to an inability to cover cost. They are requesting $5,000 total to increase virtual access for
teletherapy by providing better technology and equipment to therapists and clients .
Page 33 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
8. Diversity Coalition SLO County: 2020 Community Diversity Education and Training
Program
2019 Grant Award: $0
2020 Grant Award: $2,500
2021 Grant Request: $5,000
2021 HRC Recommendation: $0
The Diversity Coalition provides programs and resources promoting the inclusion and
affirmation of diversity in San Luis Obispo County to prevent any acts of prejudice or bias
against community residences. The GIA funds will be used to support the furtherance of
their education and training program. The Education Program is composed of school
speakers that talk about importance of diversity in our lives and community, as well as
teacher training to infuse the awareness of human rights in their daily instruction and
curriculum. The Diversity Coalition is requesting $5,000 dollars; $4,000 to be spent on
Speaker Fees, $500 for American Sign Language Interpreters, and $500 for Room Rentals
for Community Forums.
9. Family Care Network, Inc.: Transitional Age Youth Household Needs
2019 Grant Award: $4,000
2020 Grant Award: N/A
2021 Grant Request: $10,000
2020 HRC Recommendation: $5,000
Family Care Network, Inc. provides Housing and Support Services to youth ages 18 -24
who are emancipating from the foster care system, commonly referred to as Transitional
Age Youth (TAY), and are homeless or at-risk of homelessness. FCNI owns and operates
five properties for TAY who are homeless or at-risk of becoming homeless as they
emancipate from the foster care system. These units house up to 43 you that a time, and
any dependents they may have. FCNI has requested $10,000 dollars to ensure that
Transit ional Age Youth are able to support the cost of daily living so that they may take
full advantage of the supportive services that FCNI provides.
10. Food Bank Coalition of San Luis Obispo County: Fresh Produce and No -Cook Bags
2018 Grant Award: $8,182
2019 Grant Award: $12,000
2020 Grant Award: $9,600
2021 Grant Request: $12,000
2021 HRC Recommendation: $12,000
The SLO Food Bank prioritizes programs that most efficiently and effectively connect
hungry people with food in a safe way. This funding request will provide continued funding
to the new No-Cook Bags program, bags of portable foods designed for homeless residents
who do not have access to a kitchen and cannot benefit from typical Food Bank distribution
items.
Page 34 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
11. Hospice of SLO County – Free Hospice Services
2020 Grant Award: $5,225
2021 Grant Request: $15,000
2021 HRC Recommendation: $7,500
Hospice provides in-home support, respite support, and care management to those with a
life-limiting illness who have a greater than 6 moths prognosis, are continuing to pursue
curative care regardless of diagnosis or have been discharged from Medicare -reimbursed
hospice agencies. Hospice will use grant funds to offset expenses for volunteer services
personnel and volunteer training costs.
12. Jack’s Helping Hand: Jack’s Helping Hand Assistance Program
2017 Grant Award: $7,000
2018 Grant Award: $2,500
2019 Grant Award: $0
2020 Grant Award: $1,000
2021 Grant Request: $5,000
2020 HRC Recommendation: $0
Jack's Helping Hand (JHH) helps children with special needs and their families whose
resources have been exhausted. The JHH Assistance Program provides a range of services,
therapies, medical products, transportation and lodging costs to qualified children with
special needs in the County; however, the majority of grant recipients, staff, and volunteers
of JHH live in the City of San Luis Obispo. The GIA grant, will be used entirely for
services for children and their families, including: $1,500 for food (out of town trips to
specialists), and $3500 for transportation (air, train, bus fares or gasoline for out-of-area
trips).
13. Literacy for Life: Literacy Program
2017 Grant Award: $3,500
2018 Grant Award: $2,500
2019 Grant Award: $1,000
2020 Grant Award: $2,500
2021 Grant Request: $5,000
2021 HRC Recommendation: $3,750
Literacy for Life teach adults sixteen and older to read, write, and speak English. Their
one-on-one instruction is free to all and provides a non-threatening learning environment
which empowers individuals to learn English communication skills. They are r equesting
5,000 to continue their program.
Page 35 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
14. LTC Ombudsman Services of SLO County: Ombudsman Services
2018 Grant Award: $2,500
2019 Grant Award: $3,000
2020 Grant Award: $1,500
2021 Grant Request: $3,000
2021 HRC Recommendation: $3,000
The Long-Term Care Ombudsman Services are requesting funds to provide Ombudsman
services, including resident advocacy, facility monitoring visits, complaint investigation
and resolution, information and consultation and systemic advocacy for residents of long
term care facilities located within the City of San Luis Obispo. Their advocacy services
include preventing low income/low asset nursing facility residents from eviction to
homelessness or to inappropriate or inadequate levels of care. They are requesting $3,000
to cover staff salaries for the Ombudsman and Program Manager to resolve inappropriate
facility discharges, and to recruit, train and supervise volunteers who provide the majority
of facility visits in the City.
15. One Cool Earth: Growing Happy, Health, Smart Youth
2019 Grant Award: $3,000
2020 Grant Award: $4,000
2021 Grant Request: $7,000
2021 HRC Recommendation: $3,500
One Cool Earth provides school garden education at San Luis Obispo’s Pacheco Elementary
School and C.L. Smith Elementary. The Earth Genius program provides a weekly garden
educator who teaches lessons and improves the school garden, using it as a platform to
promote healthy eating, learning, and well-being. The organization also provide materials,
maintenance, and training to empower teachers to utilize the garden beyond our program.
They are requesting $7,000 to help cover the salary of a qualified garden educator.
16. Peoples’ Self-Help Housing: Homelessness Prevention & Housing Special Needs Groups
in SLO
2017 Grant Award: $10,000
2018 Grant Award: $13,500
2019 Grant Award: $13,000
2020 Grant Request: $5,850
2021 Grant Request: $25,000
2021 HRC Recommendation: $3,750
Peoples’ Self-Help Housing (PSHH) is requesting funding to assist with moving low-
income San Luis Obispo individuals and families (including homeless placements) into
permanent affordable housing, stabilizing these households, and preventing homelessness
for those at risk. Free clinical case management services include counseling, job search
assistance, coordinating medical, dental, and mental health services, as well as linkage to
benefits, transportation, and emergency financial assistance. They are requesting $25,000
to help cover salaries and benefits for social work ers that provide direct clinical case
management services to residents living in local PSHH rental properties.
Page 36 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
17. Pregnancy and Parenting Support of San Luis Obispo County: A Healthy Start, Bright
Future
2017 Grant Award: $5,000
2018 Grant Award: $4,282
2019 Grant Award: $7,000
2020 Grant Award: $2,000
2021 Grant Request: $10,000
2021 HRC Recommendation: $5,000
Pregnancy & Parenting Support of San Luis Obispo County (ALPHA) is an essential
resource for parents and provides an important safety net for women during pregnancy and
through their child’s second year. Pregnancy & Parenting Support distributes infant
formula to low and very low-income families and nutritional supplements to pregnant
women. As part of a countywide network aiding with infant nutrition to families alongside
their agency partner, WIC (Women Infants & Children), their barrier -free services are
available to all families with infants and toddlers. They are requesting $10,000 to be used
to buy infant formula and nutritional supplements for these families. Additionally, funds
will be used to supplement the salaries of staff providing emotional support and d istributing
basic needs.
18. RISE San Luis Obispo County: Sexual Assault & Domestic Violence Programs
2017 Grant Award: $2,000
2018 Grant Award: $3,000
2019 Grant Award: $4,000
2020 Grant Award: $3,000
2021 Grant Request: $6,000
2021 HRC Recommendation: $3,000
RISE is an organization created from the merger of two longstanding agencies operating
in San Luis Obispo County. Over the years, both the SARP Center of SLO County and the
North County Women’s Shelter & Resource Center expanded their services, and in 2013
merged in an effort to better serve victims of sexual and domestic violence and their loved
ones. RISE maintains two office locations, one of which is in the City of San Luis Obispo.
They are requesting $6,000 to help pay for Salary and Wages for an Associate Marriage &
Family Therapist and a Bilingual Shelter Advocate.
Page 37 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
19. The SLO Child Development Resource Center: Early Childhood Development and
Therapeutic Mental Health Services
2019 Grant Award: $5,000
2020 Grant Award: $7,000
2021 Grant Request: $20,000
2021 HRC Recommendation: $6,000
The SLO Child Development Resource Center provides therapeutic early childhood
education and mental health programs that focus on protecting children in San Luis Obispo
County for the prevention and treatment of child abuse. The agency is requesting $10,000
towards the salary of their Intern Therapist and $10,000 towards the salary of the
Behavioral Rehabilitation Specialist, since these services are not cove red by the CA
Department of Education.
20. The SLO C ounty YMCA: Youth Programs Financial Assistance
2021 Grant Request: $5,000
2021 HRC Recommendation: $0
The SLO County YMCA provides high quality youth programs such as summer camps,
after school care, and school day childcare for families and essential workers. The funding
requested will provide financial assistance (scholarships) to enable elementary school
children living in San Luis Obispo to participate in all YMCA programs. GIA Grant funds
will be used to provide Financial Assistance to families from San Luis Obispo, based on a
sliding scale of assistance, determined by income.
21. San Luis Obispo Legal Assistance Foundation: Senior Legal Services Project
2017 Grant Award: $2,000
2018 Grant Award: $1,750
2019 Grant Award: $2,500
2020 Grant Request: $2,500
2021 Grant Request: $6,000
2021 HRC Recommendation: $5,000
The Senior Legal Services Project is one of the few programs in the County providing free
legal services to residents aged 60 years and older. The Project sees clients out of their
main office in San Luis Obispo, makes home visits to homebound and institutionalized
clients, and provides community outreach and educ ation throughout the City. They are
requesting $6,000 for matching funds for the Project’s grant from the Area Agency on
Aging, for outreach staff, office administration staff, and bilingual staff. Some funds would
also be reserved for outreach and salary for their Office Administrator.
Page 38 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
22. SLO Noor Foundation: SLO Noor Clinics: Healthcare for the Uninsured City Residents
2017 Grant Award: $10,000
2018 Grant Award: $7,500
2019 Grant Award: $12,000
2020 Grant Award: $5,250
2021 Grant Request: $15,000
2021 HRC Recommendation: $9,625
The SLO Noor Foundation provides free healthcare to uninsured adult residents of SLO
and northern Santa Barbara Counties. Their free clinics and volunteer medical providers
prioritize working with these populations, which requires a high level of patient
engagement to ensure that more patients finish treatments and advance to prevention and
well care status instead of crisis care. They are asking for GIA funds to assist in the
expenses for a bilingual Medical Assistant, and for laboratory and radiology diagnostics.
23. Senior Nutrition Program of SLO County: Meals that Connect
2017 Grant Award: $10,000
2018 Grant Award: $5,682
2019 Grant Award: $9,000
2020 Grant Award: $7,500
2021 Grant Request: $10,000
2021 HRC Recommendation: $7,000
Meals That Connect serves free, hot, noontime meals, Monday through Friday, to seniors
aged 60 or older at two community sites in San Luis Obispo in congregate dining. They
also deliver meals, with frozen meals for Saturday and Sunday, to qualified seniors who
are homebound. They are requesting $10,000 total, $3,000 to purchase food and supplies,
$4,000 for labor and personnel costs, $500 for cost of equipment maintenance, $500 for
gas and maintenance on refrigerated trucks, $500 for liability and business insur ance, and
$1,000 for rent to maintain lunch sites.
24. Senior Volunteer Services, Inc.: Healthy Futures
2019 Grant Award: $3,000
2020 Grant Award: $1,250
2021 Grant Request: $3,000
2021 HRC Recommendation: $3,000
Senior Volunteer Services (SVS) is the largest volunteer recruitment network in San Luis
Obispo County and has initiated a program called Healthy Futures that has been designed
to target volunteer recruitment for agencies that are focused on assisting the homeless,
providing in-home services for homebound seniors, and distribution of food. SVS is
requesting funding to support the Healthy Futures volunteer recruitment campaign in the
City of San Luis Obispo. They are requesting $3,000 to be used for paying insurance
premiums for volunteers, providing mileage reimbursements to volunteers, update their
website to assist in streamlining the volunteer application process, and a volunteer
recognition event.
Page 39 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
25. SmartShare Housing Solutions : HomeShare and YardShare
2017 Grant Award: $6,385
2018 Grant Award: $7,650
2019 Grant Award: $10,400
2020 Grant Award: $13,690
2021 Grant Request: $17,300
2021 HRC Recommendation: $4,325
Homeshare and tiny house YardShare provide affordable housing for seekers and enable
providers to afford the cost of basic needs while providing companionship and security.
The program fills a gap, provides income for lower-income seniors, avoids duplication of
services by partnering with local government and service organizations while leveraging
and expanding the use of existing housing and “free land” available in the backyards of
interested and qualifying city homeowners. They are requesting $17,300 total, $11,000 for
staff hours, $4,200 for outreach & education, and $2,100 for technical support such as
maintenance and consulting.
26. Stand Strong (formerly the Women’s Shelter Program): Homeless Prevention & Self -
Sufficiency Program for DV Survivors
2018 Grant Award: $10,800
2019 Grant Award: $10,000
2020 Grant Award: $11,250
2021 Grant Request: $15,000
2021 HRC Recommendation: $7,500
Stand Strong is requesting GIA funds to supplement pay for bilingual essential staff to
provide Domestic Violence survivor counseling services and to advance organization-wide
Diversity, Equity, and Inclusion. The project will seek to address unmet needs of homeless
domestic violence victims by providing weekly case management services that focus on
clients’ individualized self-sufficiency goals, including obtaining employment, vocational
training, financial planning, and ultimately the acquisition and retention of housing. The
request of $15,000 in GIA monies will be used for salaries of direct client service staff
working in the Program.
Page 40 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
27. Tolosa Children’s Dental Center (TCDC): Tolosa Children’s Dental Center – San Luis
Obispo
2017 Grant Award: $5,500
2018 Grant Award: $5,000
2019 Grant Award: $8,500
2020 Grant Award: $5,000
2021 Grant Request: $10,000
2021 HRC Recommendation: $5,000
TCDC-SLO delivers dental services to children age infant to 18. TCDC -SLO remains the
only dental provider in San Luis Obispo County focused solely on dental care for the
underserved children in our communities. TCDC is requesting $10,000 to cover a portion
of the unreimbursed costs associated with providing quality dental services. TCDC is a
Medi-Cal provider making it difficult to raise prices and provide competitive salaries for
experienced dentists. They rely on public funds to pay licensed dentists to provide low-
cost, free, and sliding scale cash appointments for children.
28. Transitional Food and Shelter, Inc.: Temporary, Emergency Shelter for the Medically
Fragile Homeless
2020 Grant Award: $13,950
2021 Grant Request: $22,000
2021 HRC Recommendation: $6,300
TFS provides temporary, emergency, around -the-clock shelter, food, and extensive
supportive services for medically fragile homeless people in San Luis Obispo City and
County. TFS defines “medically fragile” as clients whom are too ill or injured for their
needs to be adequately served in an overnight-only shelter. Every client is referred by a
hospital or social services agency and has a letter from a doctor documenting need for
around-the-clock shelter. TFS is requesting $22,000 of GIA funds to provide temporary
emergency shelter and supportive services to medically fragile homeless clients in the City,
which would specifically be used to pay for rental of temporary apartments, motel
vouchers, and the fees of their contracted caseworker.
29. Transitions-Mental Health Association (TMHA): Central Coast Hotline (Formerly SLO
Hotline)
2021 Grant Request: $4,000
2021 HRC Recommendation: $1,000
TMHA provides innovative mental health services in San Luis Obispo County and is
requesting funds for their Central Coast Hotline Program. Central Coast Hotline is a 24 -
hour, free and confidential call center serving the entire county of San Luis Obispo since
1970. In the last two years, the Hotline has received over 10,000 calls. THMA is requesting
$4,000 dollars to expand their Hotline to be more accessible to the adolescents in our
community.
Page 41 of 845
City of San Luis Obispo, Title, Subtitle
2021-22 GIA Program Application Summary
30. United Way of San Luis Obispo County: 2 -1-1 SLO County
2017 Grant Award: $3,000
2018 Grant Award: $1,500
2019 Grant Award: $4,500
2020 Grant Award: $3,000
2021 Grant Request: $10,000
2021 HRC Recommendation: $5,000
The 2-1-1 SLO County Program of the United Way is a free, confidential way to get timely
access to health and human services information and referrals 24 hours a day, seven days
a week. Calls and text messages are answered by knowledgeable, bilingual contract
specialists who provide 24-hour referrals and support to those in need of health and human
services. When possible, callers are given three referrals for each need they present; this
could include shelter, housing, food, health care, transportation, or information pertaining
to a local disaster. In the past year, the contracted cost of United Way’s relationship with
Interface Children and Family Services (ICFS) increased due to the increased call volume
and system improvements. The United Way is requesting funding of $10,000 for personnel
expenses to administer the program.
Page 42 of 845
Draft Minutes
Human Relations Commission
Wednesday, May 5, 2021
Regular Meeting of the Human Relations Commission
CALL TO ORDER
A Regular Meeting of the San Luis Obispo Human Relations Commission was called to order on
Wednesday, at 5:00 p.m. via teleconference by Chair Campbell.
ROLL CALL
Present: Commissioners Jesse Grothaus, Angie Kasprzak, Emily Rosten, Megan
Souza, Taryn Warrecker, Vice Chair Dusty Colyer-Worth, and Chair
Renoda Campbell
Absent: None
Staff: Cara Vereschagin, Housing Coordinator; Megan Wilbanks, Deputy City
Clerk; Kelsey Nocket, Homelessness Response Manager; Owen Goode,
Assistant Planner
INTRODUCTIONS
1. Housing Coordinator Vereschagin introduced the City’s newly hired Homelessness
Response Manager, Kelsey Nocket, to the Commission.
PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
None
--End of Public Comment--
APPROVAL OF MINUTES
2. Consideration of Minutes of the Regular Human Relations Commission Meeting of
Wednesday, April 7, 2021.
ACTION: MOTION BY COMMISSIONER ROSTEN, SECOND BY VICE-CHAIR
COLYER-WORTH, 7-0-0 to approve the minutes of the Regular Meeting of the
Human Relations Commission of April 7, 2021.
Page 43 of 845
City of San Luis Obispo, Title, Subtitle
Draft Minutes
Human Relations Commission Meeting of May 5, 2021
Page 2
PUBLIC HEARING ITEMS
3. Consideration of the 2021-22 Grants-in-Aid (GIA) Preliminary Funding
Recommendations
Housing Coordinator Cara Vereschagin provided an overview of the GIA program,
presented the preliminary funding recommendations, and explained the methodology the
HRC subcommittee utilized to develop the preliminary recommendations. Staff member
Vereschagin also reminded the Commission of the funding priorities that were developed
by the HRC and approved by the City Council in November 2020. Chair Campbell
announced that written correspondence was received prior to the meeting for the Agenda
Item from the following:
Joanna Balsamo-Lilien, Family Care Network
Bernadette Bernardi, Literacy for Life
Andrea Kiesler, SLO Foodbank
Juliane McAdam, Senior Nutrition Program/Meals That Connect
Shannon McOuat, Hospice of San Luis Obispo County
Linda Wingert, United Way SLO County
Chair Campbell opened the public hearing.
Public Comments
Jenny Luciano, Big Brothers Big Sisters
Sandra Greshin, Stand Strong
Grace Macintosh, Community Action Partnership of SLO County (CAPSLO)
Celeste Goyer, SmartShare Housing Solutions
Monique Tiller, RISE
Linda Wingert, United Way SLO County
Andrea Kiesler, SLO Foodbank
Catherine Manning, Peoples’ Self-Help Housing Corporation
--End of Public Comment--
Chair Campbell closed the public hearing and the HRC deliberated.
ACTION: MOTION BY VICE-CHAIR COLYER-WORTH, SECOND BY
COMMISSIONER ROSTEN, CARRIED 7-0-0 to approve funding recommendations.
STAFF & COMMISSION COMMUNICATIONS
4. Staff Updates
Housing Coordinator Vereschagin announced that the County Board of Supervisors
discussed regional collaboration on homeless response and solutions at their May 4, 2021
Page 44 of 845
City of San Luis Obispo, Title, Subtitle
Draft Minutes
Human Relations Commission Meeting of May 5, 2021
Page 3
meeting, and also approved the 2021 Action Plan, which included recommendations for
2021 Community Development Block Grant (CDBG) funding. Minutes and playback
from the meeting can be accessed on the County website.
4. Commissioner Updates
None.
ADJOURNMENT
Chair Campbell adjourned the meeting at 5:45 p.m. The next Regular meeting of the
Human Relations Commission is scheduled for Wednesday, June 2, 2021 at 5:00 p.m., via
teleconference.
APPROVED BY THE HUMAN RELATIONS COMMISSION: XX/XX/2021
Page 45 of 845
Page 46 of 845
Item 5e
Department: Administration
Cost Center: 1005
For Agenda of: 7/6/2012
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Chris Read, Sustainability Manager; Greg Cruce Facilities Maintenance
Supervisor; Naomi Albert CivicSpark Fellow
SUBJECT: APPROVE ON-BILL FINANCING APPROACH FOR LIGHTING
RETROFITS
RECOMMENDATION
1. Authorize the City Manager to execute PG&E On-Bill Financing Agreements; and
2. Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, making findings on energy savings and determining other matters
in connection with Energy Efficiency Retrofits”; and
3. Delegate signatory authority to the City Manager to execute a contract to the
satisfaction of the City Attorney with Electricraft Inc. to provide the lighting retrofit work.
DISCUSSION
Background
In August 2020, City Council adopted the Climate Action Plan for Community Recovery
(CAP), which establishes a community-wide goal of carbon-neutrality by 2035. A central
pillar of the CAP is a commitment to achieve carbon neutral city operations by 2030.
Facility energy use is one of the largest sources of greenhouse gas emissions from City
operations, and energy efficiency retrofits support Council’s goals by reducing facility
electricity use and corresponding greenhouse gas emissions.
Climate Action is again set as a Major City Goal for the 2021-23 Financial Plan by City
Council, affirming its importance as a continued priority. Historically, the City has been
supportive of energy efficiency. The City’s 2018 Fiscal Health Response Plan (FHRP)
committed to “new ways of doing business,” including a commitment to energy efficiency
and investments in sustainable infrastructure with short-term paybacks on investment.
The FHRP identified $293,000 in savings as the result of energy efficiency and other
resource consumption reduction. The City continues to pursue new ways to “Lead by
Example” and reduce operational costs and greenhouse gas emissions.
Page 47 of 845
Item 5e
Proposed Project with Central Coast LEAP
In 2020, the City completed lighting retrofits at both Palm Street parking garages and in
June of 2021, completed a lighting retrofit at the final downtown garage on Marsh Street.
The three projects were originated through a relationship with SLO EnergyWatch
Partnership in collaboration with PG&E. SLO EnergyWatch was funded through California
Public Utility Commission (CPUC) energy efficiency funds and provided resources to local
governments to achieve energy efficiency projects. As the statewide local implementer of
CPUC program landscape has changed, SLO EnergyWatch has been disbanded and the
services relevant to this report are now administered by Central Coast Leap (CCLEAP).
The City of San Luis Obispo enrolled in CCLEAP to access no-cost project management
services for energy efficiency projects. CCLEAP conducted a review of several facilities
and an onsite energy audit of City Hall and Fire Station #1 in December 2020. Based on
the audit, CCLEAP proposed an interior lighting retrofit project for both facilities. This
multi-benefit project would realize cost and energy savings, and decrease maintenance
costs, while helping achieve the City’s climate action goals by reducing greenhouse gas
emissions by nearly 60 metric tons annually.
CCLEAP’s project proposal is included in Attachment C. Under the proposal, the
contractor would replace a total of 477 existing fixtures with LED fixtures (260 at City Hall
and 217 at Fire Station #1). All existing controls would remain, and additional controls
would only be added where specifically required by California Title 24.
Like the successfully completed garage retrofit projects, the projects presented for
approval in this report would comply with all Pacific Gas and Electric (PG&E) On -Bill
Financing requirements and would be funded through Pacific Gas and Electric On-Bill
Financing (OBF). CCLEAP has submitted an OBF application to PG&E for the project on
behalf of the City and the OBF application has subsequently been approved and is
provided for execution as Attachment A. OBF is a financing mechanism provided by
PG&E that allows the City to receive a 0% loan for energy e fficiency projects. The City
amortizes the debt using monthly bill savings achieved through the project. During the
payback period, the City’s bill would appear unchanged. Upon full payback, the City’s
energy bill will reflect the savings.
Government Code 4217.10-4217.18
Like the three garage lighting projects mentioned above, this project is exempt from
certain City procurement protocols due to its consistency with California Government
Code Section 4217.10, et seq, which authorizes public agencies to solicit proposals from
qualified vendors and to award a contract on the basis of the experience of the firm, the
type of technology employed by the firm, the cost to the local agency, and any other
relevant considerations, provided that the projects deliver net cost savings to the public
agency and the contract terms are in the best interest of the City. Since the project has a
simple payback period of less than ten years (see Fiscal Impact, below), the project saves
energy, and therefore under Government Code 4217, may pursue a streamlined
procurement process.
Page 48 of 845
Item 5e
To obtain a cost estimate to apply for OBF, staff received quotes from two vendors, Lee
Wilson Electric and Electricraft. These quotes were used to file the OBF application with
PG&E. Both vendors were then invited to a site walk -through to gather more detailed
information to revise their quotes for accuracy. Following the site walk-through,
Electricraft Inc., was selected to implement the project.
Previous Council or Advisory Body Action
2021-23 Financial Plan. In June of 2021, Council adopted the 2021 -23 Financial
Plan, which includes the project proposed in this report.
Climate Action Plan for Community Recovery. In August of 2020, Council adopted
the Climate Action Plan for Community Recovery, which include a goal of carbon
neutral municipal operations by 2030. The lighting retrofits as proposed in this
report are consistent with that goal.
Lighting Retrofit. In August 2018, Council approved an on-bill financing agreement
with PG&E and a resolution making findings required by Government Code
Section 4217 to complete lighting retrofits at the City’s parking garages. The
lighting retrofits have been completed.
Policy Context
The proposed project is consistent with the 2021-23 Financial Plan and the Climate Action
Plan for Community Recovery. Extensive engagement was completed as part of the
2021-23 Financial Plan and this item was included as a result of that process.
Public Engagement
The project appears in the 2021-23 Financial Plan which was adopted on June 1, 2021
via an extensive public engagement effort.
CONCURRENCE
This report was completed in collaboration between Administration and Public Works.
ENVIRONMENTAL REVIEW
The proposed lighting retrofit project is categorically exempt from environmental review
per CEQA Guidelines section 15301, Existing Facilities, and would not involve an
expansion of use of existing City facilities or result in any significant effects on t he
environment. Further, the project would result in a beneficial effect on the environment by
reducing greenhouse gas emissions by 60 metric tons annually.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-22
Funding Identified: Yes
Page 49 of 845
Item 5e
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $15,000 $7,590.07 $7,409.93 $
State
Federal
Fees
Other:PG&E
OBF
$188,813.00
Total $ $196,403.07 $4,594.93 $
Should Council direct the City Manager to finalize and execute the contract with
Electricraft Inc. using OBF, payback of the remaining loan amount will be realized in the
facility’s utility bill based on the savings calculated. The loan amount would be paid
directly from PG&E to Electricraft Inc. for the work completed. Once the loan amount is
paid off via the utility bill, savings will be realized from then forward.
$15,000 has been allocated for the project as part of the FY 2021-22 Budget and would
be used for an initial project buydown total of $7,590.07. The buy down is necessary due
to OBF terms that require every individual project in an application package have a simple
payback period of ten years or less. City Hall’s payback p eriod is slightly longer and thus
requires the buy down. However, the Fire Station 1 payback period is shorter and even
with the City Hall buy down, the net lifetime savings assessment for the projects as a
single portfolio indicates a simple payback period of 9.94 years. As currently estimated,
once the payback period of 9.9 years has concluded, the project would save the General
Fund an estimated $19,637 per year in electricity costs alone.
The following tables explain the discrepancies in the approved loan amounts (Attachment
A) and the actual project costs (Attachment C). Due to time constraints, the loan package
was submitted prior to final project cost being known. The City and CCLEAP submitted a
conservative higher project cost to ensure that sufficient funds were available for the
project. Electricraft’s bid came in lower than the amount requested and therefore the
required “Buy Down” amount is only $7,590.07 and the PG&E loan amount is
$188,813.00.
Page 50 of 845
Item 5e
Approved Loan Amount Based on Original Estimate
City Hall Fire Station 1 Total
PG&E Approved Loan Amount $98,580.93 $90,335.66 $188,916.59
"Buy Down" Assumption $15,745.40 $0.00 $15,745.40
Total Available $114,326.33 $90,335.66 $204,661.99
Revised Project Costs Based on Final Proposal
City Hall Fire Station 1 Total
PG&E Approved Loan Amount $99,864.00 $88,949.00 $188,813.00
"Buy Down" Assumption $7,590.07 $0.00 $7,590.07
Total Cost $107,454.07 $88,949.00 $196,403.07
Estimated Annual Cost Savings $19,637.00
Simple Payback (Years) 9.94
Projected Net Cash Flow $111,752.00
ALTERNATIVES
1. The Council could pursue an alternative contractor for installing lighting
retrofits.
2. The Council could pursue an alternative financing mechanism for funding
lighting retrofits. This is not recommended as there are no known 0 percent interest
loans currently available, nor is there the necessary additional approximately
$188,000 additional funds available in the 2021-23 Financial Plan to directly pay for
the project.
3. The Council could choose not to pursue lighting retrofits at this time.
ATTACHMENTS
A – PG&E On-Bill Financing Agreement
B – Draft Resolution making findings related to Government Code Section 4217
C – CC-LEAP City Hall and Fire Station #1 Project Proposal
Page 51 of 845
Page 52 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
1
Form 79-1194
Advice 4085-G/5517-E
April 2019
LOCAL AGENCY AND DISTRICT
CUSTOMERS
ON-BILL FINANCING LOAN AGREEMENT
The undersigned Local Agency or District1 Customer (“Customer”) has contracted for the provision of energy efficiency/demand response equipment
and services (the “Work ”) which qualify for one or more of PG&E’s applicable rebate or incentive programs. Subject to the conditions (including the
process for Adjustment and preconditions to funding) set forth below, Pacific Gas and Electric Company (“PG&E”) shall extend a loan (the “Loan”) to
Customer in the amount of the loan balance (the “Loan Balance”) pursuant to the terms of this On-Bill Financing Loan Agreement (“Loan Agreement”)
and PG&E’s rate schedules E-OBF and/or G-OBF, as applicable (the “Schedule”).
To request the Loan, Customer has submitted a completed On-Bill Financing Application and associated documentation as required by PG&E (the
“Application”). Collectively the Application and this Loan Agreement (including any Adjustment hereunder) comprise the “Agreement".
1.Customer shall arrange for its Contractor, as identified at the end of this Agreement (“Contractor”), to provide the Work as described in the
Application.
2.The estimated Loan Balance is set forth below. The total cost of the Work as installed, rebate/incentive for qualifying energy efficiency
measures, Loan Balance, monthly payment, and loan term specified in this Loan Agreement may be adjusted, if necessary, after the Work and
the post-installation inspection described in the Application and/or herein are completed (the “Adjustment”). The Adjustment will be calculated
using the actual total cost of the Work, as installed, and the estimated energy savings (as described in the Application) of such Work. In no
event will the Loan Balance be increased without Customer’s written consent, even if Customer is eligible for such increased Loan Balance.
Moreover, in no event will the Loan Balance exceed the maximum loan amount stipulated in the Application. Customer understands that in
order to be eligible for the Loan, the initial Loan Balance for Work may not fall below the minimum loan amount, nor may the payback period
exceed the maximum payback period. Accordingly, if after the Adjustment, the Loan Balance falls below the minimum loan amount or
if the simple payback period exceeds the program maximum payback period, each as described in the Application, PG&E shall have
no obligation to extend the Loan, as the Work would not meet program requirements. The Adjustment described in this paragraph will
be communicated to the Customer in writing and will automatically become part of this Loan Agreement, except that any proposed increase in
the Loan Balance will only become part of this Loan Agreement upon Customer’s written consent to such increase.
3.PG&E shall have no liability in connection with, and makes no warranties, expressed or implied, regarding the Work. The Parties
acknowledge and agree that PG&E is only providing the Local Agency or District cited here with financing. The Customer has independently
hired contractors ("Local Agency or District Contractors") to perform the work on behalf of the Customer to qualify for financing. The Customer
acknowledges and agrees that the Local Agency or District Contractors are not third party beneficiaries to this agreement between the
Customer and PG&E. To the extent authorized by law and subject to appropriation of the Legislature, the Customer agrees that it will look only
to Local Agency or District Contractors for any claims related to the installed equipment or its performance and that PG&E shall have no
responsibility or liability, except for the payment of the loan proceeds, and the Customer shall indemnify PG&E for any claims made by the
Local Agency or District Contractors against PG&E.
4.Customer represents and warrants that (a) Customer is receiving this Loan solely for Work obtained in connection with Customer’s business,
and not for personal, family or household purposes; (b) Customer, if not an individual or a government agency, is duly organized, validly
existing and in good standing under the laws of its state of formation, and has full power and authority to enter into this Agreement and to
carry out the provisions of this Agreement. Customer is duly qualified and in good standing to do business in all jurisdictions where such
qualification is required; (c) this Loan Agreement has been duly authorized by all necessary proceedings, has been duly executed and
delivered by Customer and is a valid and legally binding agreement of Customer duly enforceable in accordance with its terms; (d) no consent,
approval, authorization, order, registration or qualification of or with any court or regulatory authority or other governmental body having
jurisdiction over Customer is required for, and the absence of which would adversely affect, the legal and valid execution and delivery of this
Loan Agreement, and the performance of the transactions contemplated by this Loan Agreement; (e) the execution and delivery of this Loan
Agreement by Customer hereunder and the compliance by Customer with all provisions of this Loan Agreement: (i) will not conflict with or
violate any Applicable Law; and (ii) will not conflict with or result in a breach of or default under any of the terms or provisions of any loan
agreement or other contract or agreement under which Customer is an obligor or by which its property is bound; and (f) all factual information
furnished by Customer to PG&E in the Application and pursuant to this Agreement is true and accurate.
5.The Application must include the Federal Tax Identification Number or Social Security Number of the party who will be the recipient of the
checks for the rebate/incentive or any Loan proceeds. Checks may be issued directly to the Customer or its designated Contractor or both, for
the benefit of the Customer, as specified below. Customer acknowledges that PG&E will not be responsible for any tax liability imposed on the
Customer or its contractor in connection with the transactions contemplated under the Agreement, whether by virtue of the Loan contemplated
under the Agreement, or otherwise, and Customer shall indemnify PG&E for any tax liability imposed upon PG&E as a result of the
transactions contemplated under the Agreement.
________________________________________________________________________________
1 Local Agency or District as defined in California Government Code §50001 and §58004.
Page 53 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
2
Form 79-1194
Advice 4085-G/5517-E
April 2019
6.Upon completion of the Work, Customer shall send a written confirmation of completion to PG&E’s On-Bill Financing Program Administrator at
the address listed in Section 15. Within 60 days after receiving the confirmation, PG&E (a) will conduct a post installation inspection and
project verification, including review of invoices, receipts and other documents as required by PG&E to verify the correctness of any amounts
claimed by Customer; and (b) will adjust, if necessary, the total cost, incentive, Loan Balance, monthly payment, and loan term as stated
above. Customer shall give PG&E reasonable access to its premises and the Work. If the Work conforms to all requirements of the
Agreement and all amounts claimed by Customer as Work costs are substantiated to PG&E’s reasonable satisfaction, PG&E will issue a
check (“Check ”) to Customer or Contractor (as designated by Customer in Section 15) for all amounts PG&E approves for payment in
accordance with the Agreement. The date of such issuance is the “Issuance Date ”. If the Check is issued to Customer, Customer shall be
responsible for paying any outstanding fees due to Contractor for the Work. If the Check is less than the amount due from Customer to
Contractor, Customer shall be responsible for the excess due to the Contractor.
7.Customer shall repay the Loan Balance to PG&E as provided in this Loan Agreement irrespective of whether or when the Work is completed,
or whether the Work is in any way defective or deficient, and whether or not the Work delivers energy efficiency savings to Customer.
8.The monthly payments will be included by PG&E on the Account's regular energy service bills, or by separate bill, in PG&E’s discretion.
Regardless whether the monthly payments are included in the regular utility bill or a separate loan installment bill, the following repayment
terms will apply:
a.The Customer agrees to repay to PG&E the Loan Balance in the number of payments listed below and in equal
installments (with the final installment adjusted to account for rounding), by the due date set forth in each PG&E utility
bill or loan installment bill rendered in connection with Customer’s account (identified by the number set forth below)
(“Account”), commencing with the bill which has a due date falling at least 30 days after the Issuance Date.
b.If separate energy service bills and loan installment bills are provided, amounts due under this Loan Agreement as
shown in the loan installment bill shall be deemed to be amounts due under each energy services bill to the Account,
and a default under this Loan Agreement shall be treated as a default under the Account.
c.If the Customer is unable to make a full utility bill payment in a given month, payment arrangements may be made at
PG&E’s discretion.
d.Any partial bill payments received for a month will be applied in equal proportion to the energy charges and the loan
obligation for that month, and the Customer may be considered in default of both the energy bill and the loan
installment bill.
e.Further payment details are set forth below.
9.Any notice from PG&E to Customer regarding the Program or the transactions contemplated under the Loan Agreement may be provided
within a PG&E utility bill or loan installment bill, and any such notices may also be provided to Customer at the address below or to the
Customer’s billing address of record in PG&E’s customer billing system from time to time, and in each case shall be effective five (5) days
after they have been mailed.
10.The Loan Balance shall not bear interest.
11.Customer may, without prepayment penalty, pay the entire outstanding loan balance in one lump sum payment provided the customer first
notifies PG&E by telephoning the toll free phone number (1-800-468-4743), and by sending written notice to PG&E On-Bill Financing
Program Administrator at the address listed below, in advance of making the lump sum payment. Accelerated payments that are received
from Customer without PG&E’s prior approval may, at PG&E’s sole discretion, be applied proportionally to subsequent energy charges and
Loan repayments and PG&E shall have no obligation to apply accelerated payments exclusively to reduction of the outstanding Loan.
12.The entire outstanding Loan Balance will become immediately due and payable, and shall be paid by Customer within 30 days if: (i) the
Account is closed or terminated for any reason; (ii) Customer defaults under the Agreement; (iii) Customer sells the equipment forming part of
the Work to any third party; or (iv) Customer becomes Insolvent. Customer becomes “Insolvent” if: (i) Customer is unable to pay its debts as
they become due or otherwise becomes insolvent, makes a general assignment for the benefit of its creditors, or suffers or permits the
appointment of a receiver for its business or assets or otherwise ceases to conduct business in the normal course; or (ii) any proceeding is
commenced by or against Customer under any bankruptcy or insolvency law that is not dismissed or stayed within 45 days.
13.Customer understands that without limiting any other remedy available to PG&E against Contractor or Customer, failure to repay the Loan
Balance in accordance with the terms of the Agreement could result in shut-off of utility energy service, adverse credit reporting,
and collection procedures, including, without limitation, legal action.
14.If there is any conflict among the documents comprising the Agreement, the following order of priority shall apply: 1. this Loan Agreement; 2.
the Application; 3. any documents attached to the Application.
Page 54 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
3
Form 79-1194
Advice 4085-G/5517-E
April 2019
15.LOCAL AGENCY OR DISTRICT REQUIREMENT
a.All Payment Obligations Subject to Appropriation
The Customer acknowledges that the cost incurred pursuant to this Loan Agreement will be part of the monthly bill for
electric use. All payment obligations and the Work replacement obligations of the Customer under this Loan
Agreement or any related agreement or application is subject to appropriation by the Legislative body belonging to
Local Agency or District cited in this loan agreement.
b.No Lien or Encumbrance; Subordination:
(1) Notwithstanding any other provision in this Loan Agreement – , PG&E acknowledges that nothing in this Loan
Agreement shall constitute a mortgage, charge, assignment, transfer, pledge, lien or encumbrance upon either the
Work or any part of the buildings, structures or related facilities in which the Work is constructed, installed or situated
(collectively, the “Related Facilities”). Accordingly, PG&E agrees it will not record or file any instrument that would
indicate or imply it has a security interest in the Related Facilities, including but not limited to a UCC-1.
(2) In addition to the preceding paragraph (a), if this Loan Agreement were ever construed or deemed to create any
such encumbrance, then: (i) this Loan Agreement shall be junior and subordinate and subject in all respects to the
terms and conditions of any and all leases, and indentures related to lease revenue bonds issued by the Local Agency
or District cited here or any other issuer of bonds on behalf of the Local Agency or District concerning the Related
Facilities entered into in the past, the present or the future (the “Senior Security Documents”); and (ii) any term or
condition of this Loan Agreement relating to any right, title or interest in the Related Facilities or other benefits derived
there from shall be in all respects junior and subordinate to, and subject to the terms of, the Senior Security
Documents.
Page 55 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
4
Form 79-1194
Advice 4085-G/5517-E
April 2019
16.Loan Particulars.
This table is to be completed by PG&E
Total Cost Incentive Customer
Buy- Down
(if applicable)
Loan Balance 1 Monthly Payment Term 2
(months)
Number of
Payments
$ 114,326.23 $-$ 15,745.30 $ 98,580.93 $821.51 120 120
Check Made Payable to Customer □ or Contractor □
[customer to select payment method. Note that only one check can be issued]
17.This agreement at all times shall be subject to such modifications as the California Public Utilities Commission may direct from time to
time in the exercise of its jurisdiction.
Federal Tax ID or Social Security #, Customer Federal Tax ID or Social Security #, Contractor
95-6000781
PG&E Account # / Service Agreement #
2473387396 / 2473387193
Account Name, Customer Name, Contractor
Primary Customer Name: CITY OF SAN LUIS OBISPO
- 990 PALM ST
Project ID: Site Specific OBF - 30227
FA ID: 012279
Customer Address (For OBF Check Delivery) Contractor Address (For OBF Check Delivery)
CITY OF SAN LUIS OBISPO, SHELLY STANWYCK
990 PALM ST
SAN LUIS OBISPO CA 93401
Name and Title of Authorized Representative of
.Customer
Name and Title of Authorized Representative of
.Contractor
Signature of Authorized Representative of Customer
Date
ACCEPTED: Pacific Gas and Electric Company
By Date
PG&E On-Bill Financing Authorized Representative
Address:
On-Bill Financing Program
Mail Code N6G
Pacific Gas and Electric Company
PO Box 770000
San Francisco, CA 94177-0001
1 The Loan Balance shall not exceed two-hundred fifty thousand dollars ($250,000), except where, in PG&E’s
sole opinion, the opportunity for uniquely large energy savings exist, in which case the Loan Balance may
exceed two-hundred fifty thousand dollars ($250,000) but shall not exceed four million dollars ($4,000,000).
2 The loan term in months will be established by PG&E at the time of the OBF Loan Agreement initiation. The
maximum loan term shall be one hundred and twenty (120) months.
Page 56 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
5
Form 79-1194
Advice 4085-G/5517-E
April 2019
On-Bill Financing Program (OBF)
Loan Calculation Summary Sheet
Simple project payback per meter
Customer Name:CITY OF SAN LUIS OBISPO - 990 PALM ST
Project Number:FA ID 012279
Calculations from:Original
(A)
PROJECT COST FOR
MEASURES
(B)
REBATES or INCENTIVES Customer Down Payment
or Buy-Down
CUSTOMER
TOTAL LOAN
AMOUNT
(C)
CUSTOMER
AVERAGE RATE
PER kWh
(D)
CUSTOMER AVERAGE
RATE PER Therm
(E)
ESTIMATED
ANNUAL
ENERGY
SAVINGS
(kWh)
(F)
ESTIMATED
ANNUAL GAS
SAVINGS
(Therm)
ESTIMATED
ANNUAL ENERGY
COST SAVINGS
SIMPLE
PAYBACK
IN YEARS
$114,326.23 $-$15,745.30 $98,580.93 $0.24 $-41,435.00 -$9,944.40 9.91
PAYBACK IN MONTHS
BASED ON EXPECTED
ENERGY SAVINGS
LOAN TERM (MONTHS)
(1 month added for bill
neutrality)
CUSTOMER FIXED
MONTHLY LOAN
PAYMENT
ESTIMATED
MONTHLY
ENERGY COST
SAVINGS
119 120 $821.51 $828.70
(C) =(From utility bill) Total $ amount (12-month) / Total kWh (same 12-month)
(D) =(From utility bill) Total $ amount (12-month) / Total therm (same 12-month)
Page 57 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
1
Form 79-1194
Advice 4085-G/5517-E
April 2019
LOCAL AGENCY AND DISTRICT
CUSTOMERS
ON-BILL FINANCING LOAN AGREEMENT
The undersigned Local Agency or District1 Customer (“Customer”) has contracted for the provision of energy efficiency/demand response equipment
and services (the “Work ”) which qualify for one or more of PG&E’s applicable rebate or incentive programs. Subject to the conditions (including the
process for Adjustment and preconditions to funding) set forth below, Pacific Gas and Electric Company (“PG&E”) shall extend a loan (the “Loan”) to
Customer in the amount of the loan balance (the “Loan Balance”) pursuant to the terms of this On-Bill Financing Loan Agreement (“Loan Agreement”)
and PG&E’s rate schedules E-OBF and/or G-OBF, as applicable (the “Schedule”).
To request the Loan, Customer has submitted a completed On-Bill Financing Application and associated documentation as required by PG&E (the
“Application”). Collectively the Application and this Loan Agreement (including any Adjustment hereunder) comprise the “Agreement".
1.Customer shall arrange for its Contractor, as identified at the end of this Agreement (“Contractor”), to provide the Work as described in the
Application.
2.The estimated Loan Balance is set forth below. The total cost of the Work as installed, rebate/incentive for qualifying energy efficiency
measures, Loan Balance, monthly payment, and loan term specified in this Loan Agreement may be adjusted, if necessary, after the Work and
the post-installation inspection described in the Application and/or herein are completed (the “Adjustment”). The Adjustment will be calculated
using the actual total cost of the Work, as installed, and the estimated energy savings (as described in the Application) of such Work. In no
event will the Loan Balance be increased without Customer’s written consent, even if Customer is eligible for such increased Loan Balance.
Moreover, in no event will the Loan Balance exceed the maximum loan amount stipulated in the Application. Customer understands that in
order to be eligible for the Loan, the initial Loan Balance for Work may not fall below the minimum loan amount, nor may the payback period
exceed the maximum payback period. Accordingly, if after the Adjustment, the Loan Balance falls below the minimum loan amount or
if the simple payback period exceeds the program maximum payback period, each as described in the Application, PG&E shall have
no obligation to extend the Loan, as the Work would not meet program requirements. The Adjustment described in this paragraph will
be communicated to the Customer in writing and will automatically become part of this Loan Agreement, except that any proposed increase in
the Loan Balance will only become part of this Loan Agreement upon Customer’s written consent to such increase.
3.PG&E shall have no liability in connection with, and makes no warranties, expressed or implied, regarding the Work. The Parties
acknowledge and agree that PG&E is only providing the Local Agency or District cited here with financing. The Customer has independently
hired contractors ("Local Agency or District Contractors") to perform the work on behalf of the Customer to qualify for financing. The Customer
acknowledges and agrees that the Local Agency or District Contractors are not third party beneficiaries to this agreement between the
Customer and PG&E. To the extent authorized by law and subject to appropriation of the Legislature, the Customer agrees that it will look only
to Local Agency or District Contractors for any claims related to the installed equipment or its performance and that PG&E shall have no
responsibility or liability, except for the payment of the loan proceeds, and the Customer shall indemnify PG&E for any claims made by the
Local Agency or District Contractors against PG&E.
4.Customer represents and warrants that (a) Customer is receiving this Loan solely for Work obtained in connection with Customer’s business,
and not for personal, family or household purposes; (b) Customer, if not an individual or a government agency, is duly organized, validly
existing and in good standing under the laws of its state of formation, and has full power and authority to enter into this Agreement and to
carry out the provisions of this Agreement. Customer is duly qualified and in good standing to do business in all jurisdictions where such
qualification is required; (c) this Loan Agreement has been duly authorized by all necessary proceedings, has been duly executed and
delivered by Customer and is a valid and legally binding agreement of Customer duly enforceable in accordance with its terms; (d) no consent,
approval, authorization, order, registration or qualification of or with any court or regulatory authority or other governmental body having
jurisdiction over Customer is required for, and the absence of which would adversely affect, the legal and valid execution and delivery of this
Loan Agreement, and the performance of the transactions contemplated by this Loan Agreement; (e) the execution and delivery of this Loan
Agreement by Customer hereunder and the compliance by Customer with all provisions of this Loan Agreement: (i) will not conflict with or
violate any Applicable Law; and (ii) will not conflict with or result in a breach of or default under any of the terms or provisions of any loan
agreement or other contract or agreement under which Customer is an obligor or by which its property is bound; and (f) all factual information
furnished by Customer to PG&E in the Application and pursuant to this Agreement is true and accurate.
5.The Application must include the Federal Tax Identification Number or Social Security Number of the party who will be the recipient of the
checks for the rebate/incentive or any Loan proceeds. Checks may be issued directly to the Customer or its designated Contractor or both, for
the benefit of the Customer, as specified below. Customer acknowledges that PG&E will not be responsible for any tax liability imposed on the
Customer or its contractor in connection with the transactions contemplated under the Agreement, whether by virtue of the Loan contemplated
under the Agreement, or otherwise, and Customer shall indemnify PG&E for any tax liability imposed upon PG&E as a result of the
transactions contemplated under the Agreement.
________________________________________________________________________________
1 Local Agency or District as defined in California Government Code §50001 and §58004.
Page 58 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
2
Form 79-1194
Advice 4085-G/5517-E
April 2019
6.Upon completion of the Work, Customer shall send a written confirmation of completion to PG&E’s On-Bill Financing Program Administrator at
the address listed in Section 15. Within 60 days after receiving the confirmation, PG&E (a) will conduct a post installation inspection and
project verification, including review of invoices, receipts and other documents as required by PG&E to verify the correctness of any amounts
claimed by Customer; and (b) will adjust, if necessary, the total cost, incentive, Loan Balance, monthly payment, and loan term as stated
above. Customer shall give PG&E reasonable access to its premises and the Work. If the Work conforms to all requirements of the
Agreement and all amounts claimed by Customer as Work costs are substantiated to PG&E’s reasonable satisfaction, PG&E will issue a
check (“Check ”) to Customer or Contractor (as designated by Customer in Section 15) for all amounts PG&E approves for payment in
accordance with the Agreement. The date of such issuance is the “Issuance Date ”. If the Check is issued to Customer, Customer shall be
responsible for paying any outstanding fees due to Contractor for the Work. If the Check is less than the amount due from Customer to
Contractor, Customer shall be responsible for the excess due to the Contractor.
7.Customer shall repay the Loan Balance to PG&E as provided in this Loan Agreement irrespective of whether or when the Work is completed,
or whether the Work is in any way defective or deficient, and whether or not the Work delivers energy efficiency savings to Customer.
8.The monthly payments will be included by PG&E on the Account's regular energy service bills, or by separate bill, in PG&E’s discretion.
Regardless whether the monthly payments are included in the regular utility bill or a separate loan installment bill, the following repayment
terms will apply:
a.The Customer agrees to repay to PG&E the Loan Balance in the number of payments listed below and in equal
installments (with the final installment adjusted to account for rounding), by the due date set forth in each PG&E utility
bill or loan installment bill rendered in connection with Customer’s account (identified by the number set forth below)
(“Account”), commencing with the bill which has a due date falling at least 30 days after the Issuance Date.
b.If separate energy service bills and loan installment bills are provided, amounts due under this Loan Agreement as
shown in the loan installment bill shall be deemed to be amounts due under each energy services bill to the Account,
and a default under this Loan Agreement shall be treated as a default under the Account.
c.If the Customer is unable to make a full utility bill payment in a given month, payment arrangements may be made at
PG&E’s discretion.
d.Any partial bill payments received for a month will be applied in equal proportion to the energy charges and the loan
obligation for that month, and the Customer may be considered in default of both the energy bill and the loan
installment bill.
e.Further payment details are set forth below.
9.Any notice from PG&E to Customer regarding the Program or the transactions contemplated under the Loan Agreement may be provided
within a PG&E utility bill or loan installment bill, and any such notices may also be provided to Customer at the address below or to the
Customer’s billing address of record in PG&E’s customer billing system from time to time, and in each case shall be effective five (5) days
after they have been mailed.
10.The Loan Balance shall not bear interest.
11.Customer may, without prepayment penalty, pay the entire outstanding loan balance in one lump sum payment provided the customer first
notifies PG&E by telephoning the toll free phone number (1-800-468-4743), and by sending written notice to PG&E On-Bill Financing
Program Administrator at the address listed below, in advance of making the lump sum payment. Accelerated payments that are received
from Customer without PG&E’s prior approval may, at PG&E’s sole discretion, be applied proportionally to subsequent energy charges and
Loan repayments and PG&E shall have no obligation to apply accelerated payments exclusively to reduction of the outstanding Loan.
12.The entire outstanding Loan Balance will become immediately due and payable, and shall be paid by Customer within 30 days if: (i) the
Account is closed or terminated for any reason; (ii) Customer defaults under the Agreement; (iii) Customer sells the equipment forming part of
the Work to any third party; or (iv) Customer becomes Insolvent. Customer becomes “Insolvent” if: (i) Customer is unable to pay its debts as
they become due or otherwise becomes insolvent, makes a general assignment for the benefit of its creditors, or suffers or permits the
appointment of a receiver for its business or assets or otherwise ceases to conduct business in the normal course; or (ii) any proceeding is
commenced by or against Customer under any bankruptcy or insolvency law that is not dismissed or stayed within 45 days.
13.Customer understands that without limiting any other remedy available to PG&E against Contractor or Customer, failure to repay the Loan
Balance in accordance with the terms of the Agreement could result in shut-off of utility energy service, adverse credit reporting,
and collection procedures, including, without limitation, legal action.
14.If there is any conflict among the documents comprising the Agreement, the following order of priority shall apply: 1. this Loan Agreement; 2.
the Application; 3. any documents attached to the Application.
Page 59 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
3
Form 79-1194
Advice 4085-G/5517-E
April 2019
15.LOCAL AGENCY OR DISTRICT REQUIREMENT
a.All Payment Obligations Subject to Appropriation
The Customer acknowledges that the cost incurred pursuant to this Loan Agreement will be part of the monthly bill for
electric use. All payment obligations and the Work replacement obligations of the Customer under this Loan
Agreement or any related agreement or application is subject to appropriation by the Legislative body belonging to
Local Agency or District cited in this loan agreement.
b.No Lien or Encumbrance; Subordination:
(1) Notwithstanding any other provision in this Loan Agreement – , PG&E acknowledges that nothing in this Loan
Agreement shall constitute a mortgage, charge, assignment, transfer, pledge, lien or encumbrance upon either the
Work or any part of the buildings, structures or related facilities in which the Work is constructed, installed or situated
(collectively, the “Related Facilities”). Accordingly, PG&E agrees it will not record or file any instrument that would
indicate or imply it has a security interest in the Related Facilities, including but not limited to a UCC-1.
(2) In addition to the preceding paragraph (a), if this Loan Agreement were ever construed or deemed to create any
such encumbrance, then: (i) this Loan Agreement shall be junior and subordinate and subject in all respects to the
terms and conditions of any and all leases, and indentures related to lease revenue bonds issued by the Local Agency
or District cited here or any other issuer of bonds on behalf of the Local Agency or District concerning the Related
Facilities entered into in the past, the present or the future (the “Senior Security Documents”); and (ii) any term or
condition of this Loan Agreement relating to any right, title or interest in the Related Facilities or other benefits derived
there from shall be in all respects junior and subordinate to, and subject to the terms of, the Senior Security
Documents.
Page 60 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
4
Form 79-1194
Advice 4085-G/5517-E
April 2019
16.Loan Particulars.
This table is to be completed by PG&E
Total Cost Incentive Customer
Buy- Down
(if applicable)
Loan Balance 1 Monthly Payment Term 2
(months)
Number of
Payments
$ 90,335.66 $-$ -$ 90,335.66 $799.43 113 113
Check Made Payable to Customer □ or Contractor □
[customer to select payment method. Note that only one check can be issued]
17.This agreement at all times shall be subject to such modifications as the California Public Utilities Commission may direct from time to
time in the exercise of its jurisdiction.
Federal Tax ID or Social Security #, Customer Federal Tax ID or Social Security #, Contractor
95-6000781
PG&E Account # / Service Agreement #
0965296173 / 0965296595
Account Name, Customer Name, Contractor
Primary Customer Name: CITY OF SAN LUIS OBISPO
- 2160 SANTA BARBARA ST
Project ID: Site Specific OBF - 30228
FA ID: 012278
Customer Address (For OBF Check Delivery) Contractor Address (For OBF Check Delivery)
CITY OF SAN LUIS OBISPO, SHELLY STANWYCK
2160 SANTA BARBARA AVE
SAN LUIS OBISPO CA 93401
Name and Title of Authorized Representative of
.Customer
Name and Title of Authorized Representative of
.Contractor
Signature of Authorized Representative of Customer
Date
ACCEPTED: Pacific Gas and Electric Company
By Date
PG&E On-Bill Financing Authorized Representative
Address:
On-Bill Financing Program
Mail Code N6G
Pacific Gas and Electric Company
PO Box 770000
San Francisco, CA 94177-0001
1 The Loan Balance shall not exceed two-hundred fifty thousand dollars ($250,000), except where, in PG&E’s
sole opinion, the opportunity for uniquely large energy savings exist, in which case the Loan Balance may
exceed two-hundred fifty thousand dollars ($250,000) but shall not exceed four million dollars ($4,000,000).
2 The loan term in months will be established by PG&E at the time of the OBF Loan Agreement initiation. The
maximum loan term shall be one hundred and twenty (120) months.
Page 61 of 845
____________________________________________________
Automated Document – Preliminary Statement Part A
5
Form 79-1194
Advice 4085-G/5517-E
April 2019
On-Bill Financing Program (OBF)
Loan Calculation Summary Sheet
Simple project payback per meter
Customer Name:CITY OF SAN LUIS OBISPO - 2160 SANTA BARBARA ST
Project Number:FA ID 012278
Calculations from:Original
(A)
PROJECT COST FOR
MEASURES
(B)
REBATES or INCENTIVES Customer Down Payment
or Buy-Down
CUSTOMER
TOTAL LOAN
AMOUNT
(C)
CUSTOMER
AVERAGE RATE
PER kWh
(D)
CUSTOMER AVERAGE
RATE PER Therm
(E)
ESTIMATED
ANNUAL
ENERGY
SAVINGS
(kWh)
(F)
ESTIMATED
ANNUAL GAS
SAVINGS
(Therm)
ESTIMATED
ANNUAL ENERGY
COST SAVINGS
SIMPLE
PAYBACK
IN YEARS
$90,335.66 $-$-$90,335.66 $0.24 $-40,231.00 -$9,655.44 9.36
PAYBACK IN MONTHS
BASED ON EXPECTED
ENERGY SAVINGS
LOAN TERM (MONTHS)
(1 month added for bill
neutrality)
CUSTOMER FIXED
MONTHLY LOAN
PAYMENT
ESTIMATED
MONTHLY
ENERGY COST
SAVINGS
112 113 $799.43 $804.62
(C) =(From utility bill) Total $ amount (12-month) / Total kWh (same 12-month)
(D) =(From utility bill) Total $ amount (12-month) / Total therm (same 12-month)
Page 62 of 845
R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, MAKING FINDINGS ON ENERGY SAVINGS
AND DETERMINING OTHER MATTERS IN CONNECTION WITH
ENERGY EFFICIENCY RETROFITS
WHEREAS, it is the policy of the State of California and the intent of the State
Legislature to promote all feasible means of energy conservation and all feasible uses of
alternative energy supply sources; and
WHEREAS, the City of San Luis Obispo (“City”) desires to reduce energy costs at
its facilities; and
WHEREAS, the City proposes to enter into an On-Bill Financing Agreement (“OBF
Agreement”) and related contract documents with PG&E (“Utility”), who in turn will use
Electricraft Inc. (“Contractor”) as the Contractor for facilities at the City’s real property
sites, pursuant to which Contractor will remove old lighting fixtures and install new LED
lighting in the City’s facilities; and
WHERAS, through the Utility On-Bill Financing Program the City will have
$7,590.07 capital outlay and will continue to pay their utility bills through the loan’s
existence; and
WHEREAS, Contractor has provided the City with analysis showing the financial
and other benefits of entering into the OBF Agreement, which analysis is attached here
to as Exhibit A and made part hereof by this reference; and
WHEREAS, Exhibit A includes data showing that the anticipated cost to the City
for the electrical energy saved by the LED upgrades will be equal to/or less than the
anticipated cost of the project thus making these projects bill neutral; and
WHEREAS, Contractor was the selected vendor for the On-Bill Financing project
due to their low bid and Contractor’s carrying the costs and structuring of the project to
have minimal capital outlay to the City; and
WHEREAS, the City proposes to enter into the On-Bill Financing Agreements and
related contract documents in substantially the form presented at this meeting, subject to
such changes, insertions or omissions as the City Manager and City Attorney reasonably
deems necessary following the Council’s adoption of this Resolution; and
WHEREAS, pursuant to Government Code section 4217.12, this Council held a
public hearing, public notice of which was given two weeks in advance, to receive public
comment.
Page 63 of 845
Resolution No. _____ (2021 Series) Page 2
R ______
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo that:
SECTION 1. The terms of the OBF Agreement and related agreements are in the
best interests of the City.
SECTION 2. In accordance with Government Code section 4217.12, and based
on data provided by Exhibit A, the Council finds that the anticipated cost to the City for
lighting retrofits provided by the OBF Agreements will be less than or equal to the
anticipated cost to the City of electrical energy that would have been consumed by the
City in the absence of the OBF Agreements.
SECTION 3. The City Manager and City Attorney are hereby authorized and
directed to negotiate any further changes, insertions and omissions to the OBF
Agreement as they reasonably deem necessary, and thereafter to execute and deliver
the OBF Agreement following the Council’s adoption of this Resolution. The City Manager
is further authorized and directed to execute and deliver any and all papers, instruments,
opinions, certificates, affidavits and other documents and to do or cause to be done any
and all other acts and things necessary or proper for carrying out this Resolution and said
Agreements.
SECTION 4. Environmental Review. The City Council hereby determines that the
execution of an OBF Agreement with Utility are statutorily and categorically exempt from
environmental review on the basis that the projects are: installation of LED upgrades in
and on existing facilities or at existing parking lots (Public Resources Code § 21080.35;
new construction or conversion of small structures (CEQA Guidelines § 15303); minor
alterations to land (CEQA Guidelines § 15304); projects which consist of the construction
or placement of minor accessory structures to existing facilities (CEQA Guidelines §
15311); and activities which can be seen with seen with certainty that there is no
possibility that the activity in question may have a significant effect on the environment
(CEQA Guidelines § 15061(b)(3)).
Page 64 of 845
Resolution No. _____ (2021 Series) Page 3
R ______
SECTION 5. City staff are hereby authorized to file and process a Notice of CEQA
Exemption for the project in accordance with CEQA and the State CEQA Guidelines, and
the findings set forth in this Resolution.
Upon motion of Council Member _______________________, seconded by Council
Member _______________________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of ___________ 2021.
___________________________
Mayor Heidi Harmon
ATTEST:
______________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_______________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
Page 65 of 845
Page 66 of 845
City of SLO City Hall and Fire Station
#1 Joint Project Proposal
The City of San Luis Obispo enrolled in CC-LEAP in 2020 to take advantage of the no-cost
project management services available to help the agency move energy efficiency projects
from conception to completion. CC-LEAP performed an audit of City Hall and Fire Station #1
on December 11, 2020. This project proposal summarizes recommendations of the lighting
audit conducted by Enpowered on the aforementioned date.
Benefits of this project include improving safety and reliability, reducing maintenance costs, hedging against increasing
utility costs, and reducing greenhouse gas emissions by 57.74 metric tons annually.
Project Scope
Facility Energy Efficiency Measure Fixture
Qty
Est. Annual
kWh Savings
Est. Annual
Cost Savings*
Electricraft Gross
Project Cost Quote
Lee Wilson Electric Gross
Project Cost Quote
City Hall Interior LED Lighting Retrofits 260 41,435 $10,070 $106,171 $108,986
Fire Station #1 Interior LED Lighting Retrofits 217 40,231 $ 9,567 $88,949 $74,374
Total 477 81,666 $19,637 $195,120 $183,360
* Estimated Cost Savings ($/yr) is calculated using the PG&E’s blended utility rate of $0.24/kWh
Project Financials
The table below presents two different contractors’quotes, one quote from Lee Wilson Electric and another quote from
Electricraft, to compare financial metrics.
Electricraft’s Quote Lee Wilson Electric’s Quote
Gross Project Cost
City Hall: $106,171
Fire Station: $88,949
Total:$195,120
City Hall: $108,986
Fire Station: $74,374
Total:$183,360
Approved PG&E’s On-Bill Financing (OBF)
City Hall: $98,580.93
Fire Station: $90,335.66
Total: $188,916.59
Approved Project Buy-Down Amount
City Hall: $15,745.30
Fire Station: $0
Total: $15,745.30
1 Presented by Rachel Pennington - 6/10/21
Page 67 of 845
Estimated Revised PG&E OBF Amount*City Hall: $99,864
Fire Station: $88,949
Total: $188,813
City Hall: $99,864
Fire Station: $74,374
Total: $174,238
Estimated Revised Buy-Down Amount*
City Hall: $7,590.07
Fire Station: $0
Total:$7,590.07
City Hall: $10,405.07
Fire Station: $0
Total:$10,405.07
Estimated Annual Cost Savings**$19,637 $19,637
Simple Payback Period 9.94 9.34
Project’s Net Cash Flow***$111,752 $123,512
Return on Investment 0.39 0.45
* Final loan amount and buy-down will depend on implemented scope and final project costs
** Estimated Annual Cost Savings include only energy cost savings
*** Project’s Net Cash Flow is calculated over the existing useful life (EUL) of the equipment
Cash Flow Analysis
CC-LEAP provides expert guidance identifying financing opportunities available for public agencies and applying and
securing them for eligible agencies. Options that are available to the City of SLO include Cash and On-Bill Financing (OBF).
Additional details about OBF can be found in Appendix B.
The projected annual cash-flow for the City of SLO using Electricraft’s updated project cost quote is outlined below.
Est. PG&E
Principal
Loan
Interest
Est. PG&E
OBF Term
$188,813 0.0%10 years
Year Incentives &
Financing
Est. Utility
Savings
Total Cash
Inflows
Est. PG&E
OBF Payment
Total Cash
Outflows
Net Cash
Flows
0 $188,813 $188,813 ($195,120)($6,307)
1 $20,423 $20,423 ($19,637)($19,637)$786
2 $21,240 $21,240 ($19,637)($19,637)$1,603
3 $22,089 $22,089 ($19,637)($19,637)$2,452
4 $22,973 $22,973 ($19,637)($19,637)$3,336
5 $23,892 $23,892 ($19,637)($19,637)$4,255
6 $24,848 $24,848 ($19,637)($19,637)$5,210
7 $25,842 $25,842 ($19,637)($19,637)$6,204
2 Presented by Rachel Pennington - 6/10/21
Page 68 of 845
8 $26,875 $26,875 ($19,637)($19,637)$7,238
9 $27,950 $27,950 ($19,637)($19,637)$8,313
10 $29,068 $29,068 ($12,077)($12,077)$16,991
11 $30,231 $30,231 $30,231
12 $31,440 $31,440 $31,440
Totals $306,872 $495,685 ($188,813)($394,862)$111,752
The projected annual cash-flow for the City of SLO using Lee Wilson Electric’s project cost quote is outlined below.
Est. PG&E
Principal
Loan
Interest
Est. PG&E
OBF Term
$174,238 0.0%10 years
Year Incentives &
Financing
Est. Utility
Savings
Total Cash
Inflows
Est. PG&E
OBF Payment
Total Cash
Outflows
Net Cash
Flows
0 $174,238 $174,238 ($183,360)($9,122)
1 $20,423 $20,423 ($19,637)($19,637)$786
2 $21,240 $21,240 ($19,637)($19,637)$1,603
3 $22,089 $22,089 ($19,637)($19,637)$2,452
4 $22,973 $22,973 ($19,637)($19,637)$3,336
5 $23,892 $23,892 ($19,637)($19,637)$4,255
6 $24,848 $24,848 ($19,637)($19,637)$5,210
7 $25,842 $25,842 ($19,637)($19,637)$6,204
8 $26,875 $26,875 ($17,475)($17,475)$9,400
9 $27,950 $27,950 ($10,070)($10,070)$17,880
10 $29,068 $29,068 ($9,231)($9,231)$19,837
11 $30,231 $30,231 $30,231
12 $31,440 $31,440 $31,440
Totals $306,872 $481,110 ($174,238)($357,598)$123,512
3 Presented by Rachel Pennington - 6/10/21
Page 69 of 845
Project Milestones and Activities
CC-LEAP will assist your agency with completing your energy efficiency projects in an expedited manner,with an anticipated
construction start date of August 2021. Your Project Manager, Rachel Pennington,will work with you to refine these
proposed dates and the project activities.
Milestone Date
Project Proposal Approval June 2021
Scope of Work approval July 2021
Council/Director Approval Date July 2021
Construction Start Date August 2021
4 Presented by Rachel Pennington - 6/10/21
Page 70 of 845
Appendix A: Financial Metrics Definitions
Gross Project Cost: the total of all construction costs for each measure including direct labor, materials,equipment, the
contractor’s adjustment factor and all task order processing fees.
Net Present Value (NPV):NPV takes into account the time value of money and indicates what a project’s lifetime cash flow is
worth today. NPV is determined by taking the sum of the present value of all current and future cash flows, including
purchase and installation costs, and future utility and maintenance savings.
Reimbursable Costs:Money returned by the utilities after the project has been installed with the Installation Report
submitted and approved.
Simple Payback Period (SPP):the amount of time required to recover the initial costs of a project from its savings.A simple
payback period ignores the time value of money and assumes that future savings occur in even amounts each year.For
example,a $1,000 investment that saves $500 each year has a two-year simple payback period.A project is economically
acceptable if the payback period is less than the length of the project life.
SPP = Net Project Cost ($) / Annual Savings ($/yr)
Financing Assumptions
Discount Rate 4%
Utility Escalation Rate 4%
Inflation Rate 3%
Estimates of potential Investor-Owned Utility (IOU)incentives and On-Bill Financing funding values are based on the most up-to-date
information available from the corresponding utility.Utilities reserve the right to change and/or terminate funding for Energy
Efficiency projects based on evolving priorities as determined by California Public Utilities Commission directives.These changes can
happen without notice.Furthermore,errors in submitted documentation,delays in project implementation,and lack of adherence to
utility program requirements can all impact the final IOU Incentive and On-Bill Financing values and approvals.
5 Presented by Rachel Pennington - 6/10/21
Page 71 of 845
Appendix B: On-Bill Financing FAQs
What is On-Bill Financing?
On-Bill Financing, or OBF, assists eligible customers finance their qualified energy efficiency projects.The loan is a
no-interest, no-fee loan repaid through the customer’s monthly energy bill.
Who is Eligible?
PG&E commercial, government, and nonprofit customers are eligible. To participate, you must:
●Have 24 months of billing history at the project site address
●Have zero disconnect or late payment notices within the last 12 months
●Have matching name and tax ID number included in the Customer’s billing account
●Select either the On-Bill Financing or On-Bill Financing with Incentives pathway
What are the Loan Limits?
Loan terms are a maximum of 120 months or 10 years.Loan amounts must be between $5,000-$250,000 per premise,
though an exemption of up to $4 million can be granted on a case by case basis. Loans above $250,000 may not be combined
with rebates or other incentives. Certain caps may apply, your CC-LEAP project manager will know if these caps apply to your
project.
How do I Apply?
Since this form of financing is available to current utility customers, the application and implementation process is relatively
streamlined and allows for easy adoption of energy efficient measures. Your CC-LEAP project manager will be happy to assist
you in this process.
How does it work?
Your CC-LEAP project manager will help along every step of the way to securing your OBF funds:
1.Submit the OBF application along with applicable Incentives Applications
2.The utility will review the OBF Application and the agency’s payment history
3.A utility engineer or approved third-party inspector will conduct a pre-inspection
4.Upon approval and inspection, the OBF funds will be reserved
5.Equipment Installation may begin upon receipt of loan approval
6.When installation is complete, submit an Installation Report to the utility
7.The utility will review the installation report
8.If approved, OBF funds will be distributed at this time
9.The first zero-interest loan repayment will appear on the next scheduled utility bill.
6 Presented by Rachel Pennington - 6/10/21
Page 72 of 845
Appendix C: Additional Funding and Financing Options
California Energy Commission (CEC) Energy Conservation Assistance Act Low Interest Loans
The California Energy Commission’s Energy Conservation Assistance Act (ECAA)program offers 1%interest loans
to public agencies to finance energy efficiency and energy generation projects.0%interest loans are also offered
annually on a competitive basis to qualifying school districts.
Advantages and Key Considerations:
●Maximum loan is $3 million per application;
●Applications are accepted on a first-come, first-served basis;
●Loan can fund 100% of project costs within a 17 year maximum simple payback;
●Loan must be repaid from energy savings within a maximum of 20 years;
●Application support provided by your CC-LEAP Project Manager
IBank California Lending for Energy & Environmental Needs (CLEEN) Center
Low-Interest Financing
The IBank CLEEN Center offers financing for public agency energy generation, conservation, and storage projects
through the Statewide Energy Efficiency Program (SWEEP)and the Light Emitting Diode (LED) Street Lighting
Program. SWEEP finances facility energy efficiency projects; the LED program finances street lighting upgrade
projects.
Advantages and Key Considerations:
●All or any part of the costs of construction and renovation are eligible for financing
●Applicants must demonstrate project-readiness and feasibility to complete construction within 2 years after
IBank’s financing approval
●IBank prioritizes projects in areas with high unemployment rates, low median family income, declining or
slow growth in labor force employment, or high poverty rates
●Applications accepted on a rolling basis
7 Presented by Rachel Pennington - 6/10/21
Page 73 of 845
Page 74 of 845
Item 5f
Department: Finance
Cost Center: 2001
For Agenda of: 7/6/2021
Placement: Consent
Estimated Time: N/A
FROM: Brigitte Elke, Finance Director
Prepared By: Esteban Cano-Gutierrez, Financial Analyst – Infrastructure Financing
SUBJECT: ANNUAL SPECIAL TAX LEVY REPORT FOR THE CITY OF SAN LUIS
OBISPO COMMUNITY FACILITIES DISTRICT NO. 2019-1 (SAN LUIS
RANCH)
RECOMMENDATION
Receive and file the Annual Special Tax Levy Report for the City of San Luis Obispo
Community Facilities No. 2019-1 (San Luis Ranch).
DISCUSSION
Background
The San Luis Ranch Specific Plan was approved on July 18, 2017, and a year later, on
July 17, 2018, the City Council approved its Development Agreement which provided the
basis for the formation of the City of San Luis Obispo Community Facilitie s District No.
2019-1 (San Luis Ranch) (CFD) according to the Mello-Roos Community Facilities Act of
1982. The CFD was formed to fund major road improvements, potable and non -potable
water system improvements, drainage system improvements, wastewater system
improvements, solid waste improvements, park and paseo improvements, open space
improvements, utilities, and other authorized facilities under the Mello -Roos Act, serving
the Project as a condition of the City’s approval of the development.
Subsequently, on February 19, 2019, the City Council, as the legislative body of the CFD,
adopted a Resolution of Intention, including the Rate and Method of Apportionment
(RMA) that specified the special tax to be levied by and within the District. The RM A was
updated on April 20, 2021, to allow the CFD to incur bonded indebtedness in the
aggregate principal amount of not to exceed $25,000,000 secured by the levy of the
mentioned special tax within the CFD.
As one of the steps on the approval of bond issu ance, on May 5, 2021, the City Council
adopted Ordinance No. 1697 (2021 Series) (attachment B), approving the levy of a
special tax within the CFD for the fiscal year 2021-22 and all subsequent fiscal years and
is solely applicable within the boundaries of the San Luis Ranch CFD.
The purpose of the levy of the special tax within the CFD is to cover authorized costs
identified in the RMA such as administrative expenses, debt service, the payment of other
costs associated with the bonds, etc.
Page 75 of 845
Item 5f
The City has already established the necessary accounts with the County of San Luis
Obispo Tax Collector to administer the special tax within the San Luis Ranch CFD. All
necessary documentation and information will be provided to the County of San Luis
Obispo Tax Collector in proper form and required timelines to bill and collect the special
tax on the secured property tax roll of the County beginning in FY 2021-22. This does not
exclude the City’s right to utilize any other lawful means of billing, collecting, and enfor cing
the special tax, including direct billing, supplemental billing, and, when lawfully available,
judicial foreclosure of the special tax lien.
Annual Special Tax Levy Report
The CFD Annual Special Levy Tax Report covers all assessor parcels of land wit hin the
boundaries of the City of San Luis Obispo Community Facilities District No. 2019 -1 (San
Luis Ranch). The special tax attributed to each parcel was computed in accordance with
the amended Rate and Method of Apportionment as approved by Council in Re solution
No. 11233 (2021 Series). The report is divided into 4 chapters including an introduction,
information about the taxable CFD land uses, the annual CFD costs, the assignment of
the maximum special tax and special tax levy for FY 2021 -22, and the proposed special
tax levy for FY 2021-22 - Appendix A.
Previous Council or Advisory Body Action
On April 20, 2021, the City Council adopted Resolutions No. 11233, 11238, 11239, 11240
(2021 Series) amending the Rate and Method of Apportionment and approving the issue
of bonds for the San Luis Ranch CFD.
On May 5, 2021, the City Council adopted Ordinance No. 1697 (2021 Series) authorizing
the levy of a special tax for the fiscal year 2021-22 and subsequent fiscal years.
Policy Context
The approved San Luis Ranch Specific Plan and related entitlements are consistent with
the City’s adopted General Plan, and findings to that effect were made in both the original
project approved in July 2017 as well as the amended project approval in August 2018.
An evaluation of the project's consistency with General Plan policies is discussed at
length in Section 4.9 of the certified Final Environmental Impact Report.
The Specific Plan requires that funding mechanisms be included to ensure that public
infrastructure is coordinated with future development under the plan. The formation of a
CFD was consistent with this requirement. A CFD, as enabled by the Community
Facilities District Act of 1982, allows a local jurisdiction to levy a special tax within a
specified area to pay for public services and/ or infrastructure needed within the area.
Over the past three decades, CFDs have become a common mechanism for cities to fund
services and finance development-related infrastructure, and the use of a CFD, in this
case, is consistent with the City’s Economic Development Strategic Plan and the General
Plan.
Page 76 of 845
Item 5f
The General Plan provides specific policies related to the funding of infrastructure noted
below:
1.13.6. Required Plans: The City shall not allow the development of any
newly annexed private land until the City has adopted a specific or
development plan for land uses, open space protection, roads, utilities, the
overall pattern of subdivision, and financing of public facilities for the area.
1.13.9. Costs of Growth: The City shall require the costs of public facilities
and services needed for new development to be borne by the new
development unless the community chooses to help pay the costs for a
certain development to obtain community-wide benefits. The City shall
consider a range of options for financing measures so that new
development pays its fair share of costs of new services and facilities which
are required to serve the project, and which are reasonably related to the
new growth attributable to the developm ent.
This report and the levying of the special tax are consistent with these General Plan
policies and with the City’s Local Goals and Policies for Community Facilities Districts.
Public Engagement
The annual special tax report requires a "notify" level of public engagement that was
accomplished through the publication of the agenda, associated report, and the
acceptance of the report during a public session of the City Council.
CONCURRENCE
The Community Development Department concurs with the information contained within
this report.
ENVIRONMENTAL REVIEW
Annual special tax reporting for the City of San Luis Obispo Community Facilities District
No. 2019-1 (San Luis Ranch) is categorically exempt from California Environmental
Quality Act (CEQA) under CEQA Guidelines Section 15306 (Information Collection) and
that the action otherwise qualifies for a "general rule" exemption according to Section
15061(b)(3), which covers activities "where it can be seen with certainty that there is no
possibility that the activity in question may have a significant effect on the
environment." Annual reporting does not change any aspect of the approved San Luis
Ranch project, nor does it introduce the potential for any new environmental impacts.
Under Section 15306, the Secretary for the California Natural Resources Agency has
concluded that "basic data collection, research, and resource evaluation activities which
do not result in a serious or major disturbance to an environmental resource" are exempt
from CEQA. Therefore, the proposed action is categorically exempt from further analysis
under CEQA.
Page 77 of 845
Item 5f
FISCAL IMPACT
Each fiscal year, the District Administrator will calculate the maximum amount of special
tax revenue that may be collected from all taxable parcels in the CFD. Given the fact that
the district is currently being build-out, the levy for FY 2021-22 is based on the number of
building permits issued by the first week of June 2021. Currently, the developer has
issued 58 building permits (23 for low-density residential and 35 for medium-density
residential). By allocating 100 percent of the assigned special tax for all developed
parcels, the total special tax levy for the FY 2021-22 amounts to $153,238.44.
The initial debt service will be paid for by capitalized interest funds established through
the issuance of CFD bonds. In total, interest -only debt service payments for September
2021, and Calendar Year 2022, in the amount of $962,086.67 will be paid by the funds
deposited in the Capitalized Interest Fund.
The City is authorized to fund the annual cost of the CFD from the special tax collected .
While not required under the provisions of the RMA, the City may levy the maximum
special tax for developed parcels each fiscal year. Special tax revenues collected, that
are not otherwise needed to fund the administration of the CFD, debt service, or to
replenish the bond reserve fund, may be allocated to pay-as-you-go cost.
In taxing developed parcels for FY 2021-22, there will be a total of $118,488.44 collected
that is not required for other authorized costs of the CFD. This amount may be used to
fund pay-as-you-go costs or could be held by the City to offset FY 2022-23 annual costs.
In accordance with the Acquisition Agreement entered into in October 2020 between the
City and the developer, any amount not required to cover other authorized costs for the
CFD must be used in half to reimburse the developer (pay-as-you-go) for the shortfall
between the anticipated costs of the public infrastructure built and the bonds’ net
proceeds, and the other half to the City to cover administrative costs, delinquencies for
subsequent fiscal years and any other applicable cost pertaining to the CFD.
ALTERNATIVES
The annual Special Tax report is a requirement of the CFD under the Mello-Ross Act
and is a receive and file item.
ATTACHMENTS
A – City of San Luis Obispo Community Facilities District 2019-1 Tax Report
B – Ordinance No. 1697 (2021 Series)
Page 78 of 845
Tax Report
San Luis Obispo CFD No.
2019-1 (San Luis Ranch)—
FY 2021-22
Prepared for:
City of San Luis Obispo
Prepared by:
Economic & Planning Systems, Inc. (EPS)
EPS #211048
June 15, 2021
Page 79 of 845
Table of Contents
1.Introduction ........................................................................................... 1
Purpose of the CFD ....................................................................................... 1
Structure of this Report ................................................................................. 2
2.Taxable CFD Land Uses ........................................................................... 4
3.Annual CFD Costs ................................................................................... 8
Annual Costs for FY 2021-22 .......................................................................... 8
4.Assignment of the Maximum Special Tax and Special Tax Levy for
FY 2021-22 ........................................................................................... 13
Assignment of the Special Tax ...................................................................... 13
Assignment of Special Tax Priorities ............................................................... 15
Allocation of the Special Tax for FY 2021-22 ................................................... 15
Assignment of the Special Tax Levy to CFD Parcels .......................................... 18
List of Maps and Tables
Map 1 CFD Boundary Map ........................................................................... 3
Map 2 CFD Single-Family Residential Large Lots ............................................. 6
Map 3 CFD High-Density Residential Large Lots ............................................. 7
Table 1 CFD Parcels and Land Uses ................................................................ 5
Table 2 Annual Cost for FY 2021-22 ............................................................. 10
Table 3 Annual Debt Service ....................................................................... 12
Table 4 Special Tax Rates by Tax Category ................................................... 14
Table 5 Development Status of CFD Parcels .................................................. 16
Table 6 Allocation of the Special Tax for FY 2021-22 ....................................... 17
Page 80 of 845
Tax Report: San Luis Obispo CFD No. 2019-1 (San Luis Ranch)—FY 2021-22
June 15, 2021
Z:\Shared\Projects\Oakland\211000s\211048_San Luis Ranch CFD Administration\Reports\211048 rd1 Tax Report.docx 1 Economic & Planning Systems, Inc. (EPS)
1.Introduction
The City of San Luis Obispo (City) created a Mello-Roos Community Facilities District
(CFD) for the San Luis Ranch development (Project), located in the San Luis Ranch
Specific Plan (SLRSP) area, located west of US Highway 101 in the southwest quadrant of
the City. The CFD was formed in March 2019 to create a land-secured funding
mechanism to help fund construction of authorized facilities of the CFD.
At the time of formation of the CFD, development plans for single-family residential
product were fully developed, but the development plan for multifamily residential uses
was still being evaluated by the developer. In addition, the location and number of
affordable housing units (which are to be tax-exempt under the CFD) were being finalized
between the developer and the City. A Change Proceeding for the CFD was started in the
Spring of 2021 to amend the Rate and Method of Apportionment to reflect changes being
made to the scope of the special tax related to final taxable unit counts for multifamily
residential and assignment of affordable units to large lot parcels in the Project.
The boundaries of the proposed CFD are coterminous with the SLRSP. Overall, the Project
area includes approximately 131.4 acres approved for up to 580 dwelling units and
commercial development, including a 200-room hotel, 100,000 square feet of office
space, and 150,000 square feet of retail and service commercial uses. The Project
includes 7.8 acres of parks, waterways, and other interior open space. There will be
52.3 acres of farmed agricultural land in the Project area.
EPS prepared the “San Luis Ranch Financing Plan” (Financing Plan) in June 2018, which
addressed how the infrastructure needed to serve the Project will be funded. The
Financing Plan identified total infrastructure improvement costs of $54.2 million, of which
approximately $22.8 million is attributable to the Project as a “fair-share” cost allocation
for required infrastructure.
Purpose of the CFD
The CFD was formed to fund major road improvements, potable and non-potable water
system improvements, drainage system improvements, wastewater system
improvements, solid waste improvements, park and paseo improvements, open space
improvements, utilities, and other authorized facilities under the Mello-Roos Act, serving
the Project as a condition of the City’s approval of the development.
The CFD is authorized to issue up to $25 million in bonds. CFD bonds were issued in
June 2021 in the amount of $19,660,000. It is anticipated that more than one CFD bond
issuance will occur as the Project is built out.
Page 81 of 845
Tax Report: San Luis Obispo CFD No. 2019-1 (San Luis Ranch)—FY 2021-22
June 15, 2021
Z:\Shared\Projects\Oakland\211000s\211048_San Luis Ranch CFD Administration\Reports\211048 rd1 Tax Report.docx 2 Economic & Planning Systems, Inc. (EPS)
The CFD was authorized to begin collecting the special tax in FY 2018-19. FY 2021-22 will
be the first year in which the special tax will be levied against taxable parcels of the CFD.
Map 1 shows the proposed boundaries of the CFD.
Structure of this Report
This report is divided into 4 chapters, including this introductory chapter, and includes
Appendix A: Proposed Special Tax Levy for FY 2021-22 (forthcoming).
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1050 Southwood Drive
San Luis Obispo, CA 93401
P 805.544.7407 F 805.544.3863 Map 1Page 83 of 845
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2.Taxable CFD Land Uses
When the CFD was formed, it was intended that only market-rate residential land uses
would be subject to the special tax. The CFD is planned to allow development of
577 residential units. Included in these 577 residential units are 22 workforce/affordable
units, which will remain tax-exempt as long as they maintain their deed-restricted
affordable status. Residential uses occupy approximately 29.55 acres of the
approximately 131 total acres encompassing the CFD.
CFD land uses are shown in Table 1, which identifies the Lot Numbers for each land use
category. The Lot Numbers correspond to those numbers shown in Map 2 and Map 3.
There are 198 low-density residential (LDR) units and 83 medium-density residential
(MDR) units that have been created by the recordation of final maps. Lot Numbers for
these residential uses are shown in Map 2.
High-density residential (HDR) units are defined as townhomes, condominiums, and
efficiency units. These land use categories are assigned to Lot Numbers shown in Map 3.
It is anticipated that there will be 80 townhomes, 96 condominiums, and 120 efficiency
units constructed in the CFD.
In addition to the taxable uses discussed above, the CFD includes approximately
18.58 acres of nonresidential uses (commercial) and 81.16 acres of public uses.
Page 84 of 845
Table 1
CFD No. 2019-1 (San Luis Ranch)
CFD Parcels - FY 2021-22
Land Use Lot No. Acres Units Density
[1]
Residential Uses
Low Density Residential (LDR) 11-208 15.51 0 0.00
Medium Density Residential (MDR) 220-302 5.14 0 0.00
High Density Residential (HDR) [2]
Townhomes 5-7 3.33 72 21.62
Condominiums 1-2 1.35 36 26.67
Efficiency Units 3-4 0.14 20 145.69
Residential Use Totals 25.47 128
Nonresidential Uses
Commercial 7 11.44
Commercial 8 3.33
Commercial 9 3.81
Nonresidential Use Totals 18.58
Public Uses
Parks 3.19
Open Space 7.81
Agricultural 52.32
Regional Road 9.00
Local Road 8.84
Public Use Totals 81.16
CFD Totals 125.21 128
"cfd_LU"
Source: Cannon
[1] Lot numbers are designated on the final map for the development.
[2] Lot numbers refer to those shown in Map 3.
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3.Annual CFD Costs
The Rate and Method of Apportionment (RMA) identifies authorized costs of the CFD that
can be funded through the annual levy of the special tax on taxable parcels. The amount
of the annual levy is determined by the annual costs of the CFD, as established by the
Administrator. This chapter discusses annual CFD costs for FY 2021-22.
Annual Costs for FY 2021-22
The RMA identifies annual costs as:
a.Administrative Expenses for such Fiscal Year.
b.Debt Service to be paid from Special Taxes during the Bond Year commencing during
such Fiscal Year.
c.The amount needed to pay other periodic costs on the Bonds, including but not
limited to credit enhancement and any rebate payments on the Bonds.
d.The amount needed to replenish the reserve fund for the Bonds to the level required
under the Bond Indenture, to the extent not included in a computation of Annual
Costs in a previous Fiscal Year.
e.The amount needed to (1) cure any delinquencies in the payment of principal or
interest on Bonds, which have occurred in the prior Fiscal Year, to the extent not
otherwise included in a computation of Annual Costs in the current or any previous
Fiscal Year, and (2) to fund any foreseeable deficiency of the amount to be available
for the payment of principal or interest on Bonds, which are expected to occur in such
Fiscal Year, to the extent not included in a computation of Annual Costs in the current
or any previous Fiscal Year.
f.The amount needed to (1) cure any delinquencies in the payment of the Special Tax
in the prior Fiscal Year, to the extent not otherwise included in a computation of
Annual Costs in the current or any previous Fiscal Year, and (2) to fund any
foreseeable deficiency in the payment of the Special Tax for that Fiscal Year which is
expected to occur in such Fiscal Year, to the extent not included in a computation of
Annual Costs in the current or any previous Fiscal Year.
g.Costs of acquisition, construction, and improvements of Authorized Facilities to be
funded on a Pay-As-You-Go Basis, in amounts determined by the Administrator.
h.Less any Capitalized Interest and any credits provided under a Bond Indenture.
i.Less any available earnings on the reserve fund, Special Tax funds, available
capitalized interest, or any other available revenues of the CFD or the City that may
be used to fund Annual Costs, to the extent determined by the Administrator.
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Table 2 identifies the total annual costs for FY 2021-22 as $153,238.44. These costs are
detailed below.
CFD Administrative Costs
The City is authorized to fund the costs associated with the administration of the CFD
each fiscal year:
a. Costs of computing Special Taxes and preparing annual Special Tax collection
schedules (whether by the City or any designee thereof or both).
b. Costs of collecting the Special Taxes (whether by the County, the City, or otherwise).
c. Costs of remitting the Special Taxes to the Trustee.
d. Costs of the Trustee (including its legal counsel) in the discharge of the duties
required of it under the Bond Indenture.
e. Costs to the City, CFD, or any designee thereof of complying with arbitrage rebate
requirements.
f. Costs to the City, CFD, or any designee thereof of complying with City, CFD, or
obligated persons disclosure requirements.
g. Costs associated with preparing Special Tax disclosure statements.
h. Costs incurred in responding to public inquiries regarding the Special Taxes.
i. Costs to the City, CFD, or designee thereof related to any appeal of the Special Taxes.
j. Costs associated with the release of funds from an escrow account, if any.
k. Costs to the City for the issuance of Bonds authorized by the CFD that are not
recovered through the Bond sale proceeds.
l. Amounts estimated to be advanced or already advanced by the City for any other
administrative purposes, including attorney’s fees and other costs related to collection
of the Special Taxes and commencing and pursuing to completion any foreclosure of
delinquent Special Taxes.
The City has identified costs of $25,000 for City staff costs for FY 2021-22. In addition to
City costs, the City’s tax administrator has identified costs totaling $7,000 for the fiscal
year. Estimated Trustee costs are $2,750.
Page 89 of 845
Table 2
CFD No. 2019-1 (San Luis Ranch)
Annual Cost for FY 2021-22
Item Amount
Beginning Special Tax Fund Balance [1]$0.00
Capitalized Interest Fund Balance [2]$962,086.67
Total Funds Available for Annual Costs $962,086.67
Debt Service Requirement
September 1, 2021 Interest $178,486.67
March 1, 2022 Interest $391,800.00
September 1, 2022 Interest $391,800.00
September 1, 2022 Principal $0.00
Applied Capitalized Interest ($962,086.67)
Total Debt Service $0.00
CFD Administrative Costs
City Staff Costs $25,000.00
CFD Administration - EPS $7,000.00
Trustee Fees $2,750.00
Auditor Fees $0.00
Tax Collection Services [3] $0.00
Other Authorized Uses [4]$118,488.44
Administrative Expenses Total $153,238.44
Delinquency Coverage [5]$0.00
Total Annual Costs $153,238.44
Estimated Earnings on Reserve [6]$0.00
Net Annual Costs $153,238.44
"annual_costs"
[1] The fund balance for the Special Tax Fund as of June 30, 2021.
[2] Capitalized interest available for debt service costs for the
period covered by the FY 2021-22 special tax levy.
[3] The County adds a $2 charge per parcel for collection of
direct charges placed on the property tax bill. As such, this amount
is not included in these costs.
[4] Amounts specified for other uses allowed under Authorized
Facilities, which may include Pay-As-You-Go Costs.
[5] An allowance for special tax delinquencies for the previous fiscal
year, and amounts placed on the tax roll for draws on the Bond
Reserve Fund.
[6] Total Annual Costs are reduced by estimated earnings on the
Bond Reserve Fund.
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San Luis Obispo County (County) adds a $2 charge per parcel for the collection of the
annual special tax levy. The County retains this $2 charge and remits the special tax levy
amount for each parcel, as identified in this report. As such, the collection charges are
not included in the annual cost calculation.
Debt Service
Annual debt service costs for FY 2021-22 will be offset by capitalized interest funds
established under the issuance of CFD bonds. In total, interest-only debt service
payments set for September 1, 2021, and for Calendar Year 2022, in the amount of
$962,086.67 will be offset by the $962,086.67 in CFD bonds funds deposited in the
Capitalized Interest Fund.
Table 3 shows the debt service schedule.
Total debt service costs for the FY 2021-22 levy are $0.
Other Authorized Costs of the CFD
The City is authorized to fund the annual costs identified above. Pay-as-you-go costs are
included in this category. While not required under the provisions of the RMA, the City
MAY levy the maximum special tax for “developed parcels” each fiscal year. Special tax
revenues collected, that are not otherwise needed to fund administration of the CFD, debt
service, or to replenish the bond reserve fund, may be allocated to pay-as-you-go costs
identified by the developer.
In taxing “developed parcels” for FY 2021-22, there will be a total of $118,238.44
collected that is not required for other authorized costs of the CFD. This amount may be
used to fund pay-as-you-go costs or could be held by the City to offset FY 2022-23
annual costs. It is anticipated that in addition to taxing “developed parcels” at the
maximum amount, “final map parcels,” and perhaps “undeveloped parcels,” will need to
be taxed in FY 2022-23. These additional funds could be used to reduce the amount of
the FY 2022-23 levy on “final map parcels” or “undeveloped parcels.”
Delinquency Coverage and Replenishment of the Bond Reserve Fund
This is the first fiscal year in which the special tax levy is required. There are no past
delinquencies or draws on the bond reserve fund. The County employs the Tetter Plan for
the direct charges, guaranteeing the City that all amounts levied will be remitted to the
City.
Estimated Earnings on the Bond Reserve Fund and Other Special Funds
Annual costs may be offset by any interest earnings on the bond reserve fund, special tax
fund, or any other funds where special tax revenues have been deposited. No such funds
are anticipated for FY 2021-22 to offset annual costs.
Page 91 of 845
Table 3
CFD No. 2019-1 (San Luis Ranch)
Annual Debt Service
Period Total
Ending Principal Interest Interest Debt
September 1 9/1 3/1 9/1 Service
2021 $0.00 $0.00 $178,486.67 $178,486.67
2022 $0.00 $391,800.00 $391,800.00 $783,600.00
2023 $130,000.00 $391,800.00 $391,800.00 $913,600.00
2024 $150,000.00 $389,850.00 $389,850.00 $929,700.00
2025 $175,000.00 $387,600.00 $387,600.00 $950,200.00
2026 $200,000.00 $393,100.00 $393,100.00 $986,200.00
2027 $230,000.00 $380,100.00 $380,100.00 $990,200.00
2028 $255,000.00 $375,500.00 $375,500.00 $1,006,000.00
2029 $285,000.00 $370,400.00 $370,400.00 $1,025,800.00
2030 $320,000.00 $364,700.00 $364,700.00 $1,049,400.00
2031 $355,000.00 $358,300.00 $358,300.00 $1,071,600.00
2032 $390,000.00 $351,200.00 $351,200.00 $1,092,400.00
2033 $425,000.00 $343,400.00 $343,400.00 $1,111,800.00
2034 $465,000.00 $334,900.00 $334,900.00 $1,134,800.00
2035 $505,000.00 $325,600.00 $325,600.00 $1,156,200.00
2036 $550,000.00 $315,500.00 $315,500.00 $1,181,000.00
2037 $595,000.00 $304,500.00 $304,500.00 $1,204,000.00
2038 $645,000.00 $292,600.00 $292,600.00 $1,230,200.00
2039 $695,000.00 $279,700.00 $279,700.00 $1,254,400.00
2040 $745,000.00 $265,800.00 $265,800.00 $1,276,600.00
2041 $805,000.00 $250,900.00 $250,900.00 $1,306,800.00
2042 $860,000.00 $234,800.00 $234,800.00 $1,329,600.00
2043 $920,000.00 $217,600.00 $217,600.00 $1,355,200.00
2044 $985,000.00 $199,200.00 $199,200.00 $1,383,400.00
2045 $1,055,000.00 $179,500.00 $179,500.00 $1,414,000.00
2046 $1,125,000.00 $158,400.00 $158,400.00 $1,441,800.00
2047 $1,195,000.00 $135,900.00 $135,900.00 $1,466,800.00
2048 $1,275,000.00 $112,000.00 $112,000.00 $1,499,000.00
2049 $1,355,000.00 $86,500.00 $86,500.00 $1,528,000.00
2050 $1,440,000.00 $59,400.00 $59,400.00 $1,558,800.00
2051 $1,530,000.00 $30,600.00 $30,600.00 $1,591,200.00
Totals $19,660,000.00 $8,281,150.00 $8,459,636.67 $36,400,786.67
"debt_service"
Source: Official Statement
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4.Assignment of the Maximum Special
Tax and Special Tax Levy for FY 2021-22
Each fiscal year, the Administrator will calculate the maximum amount of special tax
revenue that may be collected from all taxable parcels in the CFD. First, the
Administrator will increase the maximum special tax category for each tax category by
the Tax Escalation Factor of 2 percent.
The annual assignment of the maximum special tax and determination of the special tax
levy for FY 2021-22 are discussed below.
Assignment of the Special Tax
Each fiscal year, the Administrator assigns the special tax to all taxable parcels in the
CFD. For LDR and MDR parcels, a minimum annual special tax and maximum annual
special tax are assigned. For the 3 HDR categories, the minimum and maximum annual
special taxes are the same.
Tax Categories
Table 4 shows the tax categories defined by the RMA, with the stated minimum and
maximum annual special taxes. The first year in which the special tax was authorized was
FY 2018-19 (as shown in Table 4). The minimum and maximum annual special tax is
increased by the Tax Escalation Factor of 2 percent each fiscal year through FY 2021-22
for each tax category.
For LDR and MDR tax categories, 2 tax categories are established. For LDR, minimum
annual special tax rates are the same for homes less than 1,850 building square feet and
for those equal to or greater than 1,850 building square feet. For MDR, minimum annual
special tax rates are the same for homes less than 1,600 building square feet and for
those equal to or greater than 1,600 building square feet.
A higher maximum annual special tax rate is assigned to LDR and MDR parcels that have
homes constructed that fall into the higher range of building square footages. Because
the building square footage for a structure is not known until a building permit is issued,
LDR and MDR parcels are taxed at the minimum annual special tax until a building permit
has been issued, establishing the total building square footage for a parcel.
Because the issuance of the initial building permit establishes the maximum
annual square footage for a parcel, it is not intended that future additions to a
residential structure will trigger a future increase in the maximum annual
special tax established with the initial building permit.
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Table 4CFD No. 2019-1 (San Luis Ranch)Special Tax Rates by Tax Category [1]Minimum Annual Maximum Annual Minimum Annual Maximum Annual Minimum Annual Maximum Annual Minimum Annual Maximum AnnualTax CategorySpecial Tax Special Tax Special Tax Special Tax Special Tax Special Tax Special Tax Special TaxLDR1,850 SF and Greater$2,630.00$3,110.00 $2,682.60$3,172.20 $2,736.25$3,235.64 $2,790.98$3,300.36<1,850 SF$2,630.00$2,630.00 $2,682.60$2,682.60 $2,736.25$2,736.25 $2,790.98$2,790.98Workforce/Affordable Units$0$0$0$0$0$0$0$0MDR1,600 SF and Greater$2,150.00$2,630.00 $2,193.00$2,682.60 $2,236.86$2,736.25 $2,281.60$2,790.98<1,600 SF$2,150.00$2,150.00 $2,193.00$2,193.00 $2,236.86$2,236.86 $2,281.60$2,281.60Workforce/Affordable Units$0$0$0$0$0$0$0$0TownhomesMarket Rate Units$1,910.00$1,910.00$1,948.20$1,948.20$1,987.16$1,987.16$2,026.91$2,026.91Workforce/Affordable Units$0$0$0$0$0$0$0$0CondominiumsMarket Rate Units$1,600.00$1,600.00 $1,632.00$1,632.00 $1,664.64$1,664.64 $1,697.93$1,697.93Workforce/Affordable Units$0$0$0$0$0$0$0$0Efficiency UnitsMarket Rate Units$1,199.00$1,199.00 $1,222.98$1,222.98 $1,247.44$1,247.44 $1,272.39$1,272.39Workforce/Affordable Units$0$0$0$0$0$0$0$0"max_tax"[1] The Minimum and Maximum Annual Special Tax is increased by 2-percent each Fiscal Year following the Base Year of 2018-19.FY 2019-20FY 2020-21FY 2021-22Base Year - 2018-19Prepared by EPS 6/14/2021Z:\shared\Projects\Oakland\211000s\211048_San Luis Ranch CFD Administration\Models\211048 Model14Page 94 of 845
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HDR parcels will not see an increased maximum annual special tax as a result of the
issuance of a building permit.
Assignment of Special Tax Priorities
The special tax levy is allocated to parcels based on the prioritization of land use
development categories. The special tax allocation priorities are as follows:
1. Developed Parcel—a parcels with an issued building permit.
2. Final Map Parcel—a parcel created by the recordation of a final map.
3. Large Lot Parcel—a parcel shown in Map 2 or Map 3, as identified by Lot Number.
4. Undeveloped Parcel—a parcel not otherwise defined above.
Table 5 shows the current development status of parcels by tax category and shows
each tax category (LDR, MDR, and the 3 HDR categories), acreage, number of total units
assigned to each tax category in the RMA, number of building permits issued, final maps
lots, and undeveloped lots. The RMA specifies that building permits issued through May 1
of the previous fiscal year will become “developed parcels” for the upcoming fiscal year.
There is a total of 58 building permits issued as of May 1, 2021. LDR has 23 building
permits, and MDR has 35 building permits. Note that 2 of the building permits for MDR
were issued as Workforce/Affordable Units. Such parcels are tax-exempt. In total,
58 building permits have been issued, with 56 of these parcels being taxable.
There are a total of 223 final map parcels identified for FY 2021-22, with 10 of these
parcels identified as Workforce/Affordable Units.
HDR parcels would be considered Large Lot Parcels.
Allocation of the Special Tax for
F Y 2021-22
Table 6 shows the FY 2021-22 minimum and maximum annual special taxes from
Table 4 and the taxable units assigned by tax priority and category. The number of units
for each category comes from Table 5.
By allocating 100 percent of the assigned special tax for all developed parcels, a total
special tax levy of $153,238.44 would be assigned for developed parcels.
Total special tax revenue available from final map parcels is $572,065.40. Total special
tax revenue from large lot parcels is $462,756.73.
The total recommended special tax levy for FY 2021-22 is $153,238.44.
Page 95 of 845
Table 5
CFD No. 2019-1 (San Luis Ranch)
Development Status of CFD Parcels
Building Final
Total Permits Map Large Lot Total
Tax Category Acres Units Issued Parcels Parcels Taxed
[1]
Low Density Residential (LDR)
1,850 sq. ft. and greater 15.51 98 14 84 0 98
Less than 1,850 sq. ft.94 9 85 0 94
Workforce/Affordable Units 6 0 6 0 6
LDR Subtotal 15.51 198 23 175 0 198
Medium Density Residential (MDR)
1,600 sq. ft. and greater 5.14 44 13 31 0 44
Less than 1,600 sq. ft.33 20 13 0 33
Workforce/Affordable Units 6 2 4 0 6
MDR Subtotal 5.14 83 35 48 0 83
High Density Residential (HDR)
Townhomes
Lot 5 0.32 8 0 0 8 8
Lot 6 1.66 36 0 0 36 36
Lot 7 1.67 34 0 0 34 34
Workforce/Affordable Units 2 0 0 2 2
Townhomes Subtotal 3.65 80 0 0 80 80
Condominiums
Lot 1 1.98 60 0 0 60 60
Lot 2 1.35 34 0 0 34 34
Workforce/Affordable Units 2 0 0 2 2
Condominiums Subtotal 3.33 96 0 0 96 96
Efficiency Units
Lot 3 1.79 100 0 0 100 100
Lot 4 0.14 14 0 0 14 14
Workforce/Affordable Units 6 0 0 6 6
Efficiency Units Subtotal 1.93 120 0 0 120 120
Residential Use Totals 29.55 577 58 223 296 577
"dev_status"
[1] Building permits issued through May 1, 2021.
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Table 6
CFD No. 2019-1 (San Luis Ranch)
Allocation of the Special Tax for FY 2021-22
Total Special Tax
Assigned Assigned Special Tax Allocation
Tax Categories Units Special Tax Special Tax Allocation Per Unit
[1][2]
Developed Parcels
Low Density Residential (LDR)100%
1,850 square feet or greater 14 $3,300.36 $46,205.00 $46,205.00 $3,300.36
Less than 1,850 square feet 9 $2,790.98 $25,118.79 $25,118.79 $2,790.98
Workforce/Affordable Units 0 $0.00 $0.00 $0.00 $0.00
LDR Subtotal 23 $71,323.79 $71,323.79
Medium Density Residential (MDR)100%
1,600 square feet or greater 13 $2,790.98 $36,282.70 $36,282.70 $2,790.98
Less than 1,600 square feet 20 $2,281.60 $45,631.94 $45,631.94 $2,281.60
Workforce/Affordable Units 2 $0.00 $0.00 $0.00 $0.00
MDR Subtotal 35 $81,914.65 $81,914.65
Townhomes 100%
Market Rate Units 0 $2,026.91 $0.00 $0.00 $0.00
Workforce Units 0 $0.00 $0.00 $0.00 $0.00
Townhomes Subtotal 0 $0.00 $0.00
Condominium 100%
Market Rate Units 0 $1,697.93 $0.00 $0.00 $0.00
Workforce Units 0 $0.00 $0.00 $0.00 $0.00
Condominium Subtotal 0 $0.00 $0.00
Efficiency Units 100%
Market Rate Units 0 $1,272.39 $0.00 $0.00 $0.00
Workforce Units 0 $0.00 $0.00 $0.00 $0.00
Efficiency Units Subtotal 0 $0.00 $0.00
Developed Parcel Totals 58 $153,238.44 $153,238.44
Final Map Parcels 0%
Low Density Residential 169 $2,790.98 $471,675.12 $0.00 $0.00
Medium Density Residential 44 $2,281.60 $100,390.28 $0.00 $0.00
Final Map Totals 213 $572,065.40 $0.00
Undeveloped Parcels 0%
Townhomes 78 $2,026.91 $158,098.77 $0.00 $0.00
Condominiums 94 $1,697.93 $159,605.68 $0.00 $0.00
Efficiency Units 114 $1,272.39 $145,052.28 $0.00 $0.00
Undeveloped Parcel Totals 286 $462,756.73 $0.00
CFD Totals 557 $1,188,060.56 $153,238.44
"tax_alloc"
[1] From Table 4.
[2] Proposed special tax allocation per unit for FY 2021-22.
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Assignment of the Special Tax Levy to CFD
Parcels
Appendix A shows the list of all CFD parcels, the assigned special tax from Table 6, and
the special tax allocation per unit for each parcel, based on the categories assigned to
each parcel.
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Appendix A: Proposed Special Tax Levy for
FY 2021-22
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Appendix A
Page 1 of 7
Assessor's Minimum Maximum Proposed
Parcel Tax Tax Annual Annual Tax Special Tax
Number Category Status Special Tax Special Tax Allocation Levy
053-153-002 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-003 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-004 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-005 HDR Large Lot $462,756.73 $462,756.73 0% $0.00
053-153-006 Comm Comm $0.00 $0.00 0% $0.00
053-153-007 Comm Comm $0.00 $0.00 0% $0.00
053-153-008 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-009 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-010 Comm Comm $0.00 $0.00 0% $0.00
053-153-011 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-012 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-013 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-014 Exempt Exempt $0.00 $0.00 0% $0.00
053-153-015 Exempt Exempt $0.00 $0.00 0% $0.00
053-154-001 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-002 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-003 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-004 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-005 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-006 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-007 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-008 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-009 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-010 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-011 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-012 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-013 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-014 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-015 AW FM $2,790.98 $3,300.36 0% $0.00
053-154-016 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-017 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-018 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-019 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-020 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-021 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-022 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-023 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-024 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-025 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-026 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-027 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-028 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-029 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-030 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-031 LDR AW $2,790.98 $3,300.36 0% $0.00
053-154-032 LDR FM $2,790.98 $3,300.36 0% $0.00
Proposed Special Tax Levy for FY 2021-22
Prepared by EPS 6/16/2021 Z:\Shared\Projects\Oakland\211000s\211048_San Luis Ranch CFD Administration\Models\211048 Parcels for FY 2021-22Page 100 of 845
Appendix A
Page 2 of 7
Assessor's Minimum Maximum Proposed
Parcel Tax Tax Annual Annual Tax Special Tax
Number Category Status Special Tax Special Tax Allocation Levy
Proposed Special Tax Levy for FY 2021-22
053-154-033 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-034 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-035 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-036 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-037 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-038 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-039 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-040 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-041 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-042 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-043 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-044 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-045 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-046 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-047 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-048 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-049 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-050 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-051 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-052 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-053 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-054 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-055 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-056 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-057 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-058 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-059 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-060 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-061 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-062 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-063 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-064 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-065 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-066 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-067 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-068 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-069 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-070 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-071 LDR AW $2,790.98 $3,300.36 0% $0.00
053-154-072 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-073 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-074 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-075 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-076 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-077 LDR FM $2,790.98 $3,300.36 0% $0.00
053-154-078 Exempt Exempt $0.00 $0.00 0% $0.00
Prepared by EPS 6/16/2021 Z:\Shared\Projects\Oakland\211000s\211048_San Luis Ranch CFD Administration\Models\211048 Parcels for FY 2021-22Page 101 of 845
Appendix A
Page 3 of 7
Assessor's Minimum Maximum Proposed
Parcel Tax Tax Annual Annual Tax Special Tax
Number Category Status Special Tax Special Tax Allocation Levy
Proposed Special Tax Levy for FY 2021-22
053-154-079 Exempt Exempt $0.00 $0.00 0% $0.00
053-154-080 Exempt Exempt $0.00 $0.00 0% $0.00
053-154-081 Exempt Exempt $0.00 $0.00 0% $0.00
053-155-001 Exempt Exempt $0.00 $0.00 0% $0.00
053-155-002 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-003 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-004 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-005 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-006 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-007 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-008 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-009 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-010 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-011 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-012 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-013 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-014 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-015 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-016 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-017 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-018 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-019 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-020 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-021 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-022 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-023 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-024 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-025 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-026 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-027 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-028 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-029 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-030 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-031 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-032 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-033 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-034 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-035 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-036 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-037 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-038 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-039 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-040 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-041 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-042 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-043 LDR FM $2,790.98 $3,300.36 0% $0.00
Prepared by EPS 6/16/2021 Z:\Shared\Projects\Oakland\211000s\211048_San Luis Ranch CFD Administration\Models\211048 Parcels for FY 2021-22Page 102 of 845
Appendix A
Page 4 of 7
Assessor's Minimum Maximum Proposed
Parcel Tax Tax Annual Annual Tax Special Tax
Number Category Status Special Tax Special Tax Allocation Levy
Proposed Special Tax Levy for FY 2021-22
053-155-044 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-045 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-046 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-047 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-048 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-049 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-050 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-051 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-052 LDR AW $0.00 $0.00 0% $0.00
053-155-053 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-054 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-055 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-056 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-057 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-058 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-059 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-060 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-061 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-062 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-063 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-064 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-065 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-066 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-155-067 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-155-068 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-155-069 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-155-070 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-155-071 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-072 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-073 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-074 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-075 LDR FM $2,790.98 $3,300.36 0% $0.00
053-155-076 Exempt Exempt $0.00 $0.00 0% $0.00
053-155-077 Exempt Exempt $0.00 $0.00 0% $0.00
053-155-078 Exempt Exempt $0.00 $0.00 0% $0.00
053-155-079 Exempt Exempt $0.00 $0.00 0% $0.00
053-155-080 Exempt Exempt $0.00 $0.00 0% $0.00
053-155-081 Exempt Exempt $0.00 $0.00 0% $0.00
053-156-001 Exempt Exempt $0.00 $0.00 0% $0.00
053-156-002 Exempt Exempt $0.00 $0.00 0% $0.00
053-156-003 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-004 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-005 LDR AW $2,790.98 $3,300.36 0% $0.00
053-156-006 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-007 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-008 LDR FM $2,790.98 $3,300.36 0% $0.00
Prepared by EPS 6/16/2021 Z:\Shared\Projects\Oakland\211000s\211048_San Luis Ranch CFD Administration\Models\211048 Parcels for FY 2021-22Page 103 of 845
Appendix A
Page 5 of 7
Assessor's Minimum Maximum Proposed
Parcel Tax Tax Annual Annual Tax Special Tax
Number Category Status Special Tax Special Tax Allocation Levy
Proposed Special Tax Levy for FY 2021-22
053-156-009 LDR AW $2,790.98 $3,300.36 0% $0.00
053-156-010 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-011 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-012 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-013 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-014 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-015 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-016 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-017 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-018 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-156-019 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-020 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-021 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-022 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-156-023 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-156-024 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-156-025 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-026 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-156-027 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-156-028 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-029 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-030 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-031 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-156-032 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-033 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-034 LDR DP $2,790.98 $3,300.36 100% $2,790.98
053-156-035 LDR DP $2,790.98 $3,300.36 100% $3,300.36
053-156-036 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-037 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-038 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-039 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-040 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-041 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-042 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-043 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-044 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-045 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-046 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-047 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-048 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-049 LDR FM $2,790.98 $3,300.36 0% $0.00
053-156-050 Exempt Exempt $0.00 $0.00 0% $0.00
053-156-051 Exempt Exempt $0.00 $0.00 0% $0.00
053-156-052 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-053 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-054 MDR FM $2,281.60 $2,790.98 0% $0.00
Prepared by EPS 6/16/2021 Z:\Shared\Projects\Oakland\211000s\211048_San Luis Ranch CFD Administration\Models\211048 Parcels for FY 2021-22Page 104 of 845
Appendix A
Page 6 of 7
Assessor's Minimum Maximum Proposed
Parcel Tax Tax Annual Annual Tax Special Tax
Number Category Status Special Tax Special Tax Allocation Levy
Proposed Special Tax Levy for FY 2021-22
053-156-055 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-056 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-057 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-156-058 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-156-059 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-156-060 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-156-061 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-062 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-063 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-064 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-065 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-066 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-067 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-068 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-069 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-070 MDR AW $2,281.60 $2,790.98 0% $0.00
053-156-071 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-072 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-073 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-074 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-075 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-076 MDR AW $2,281.60 $2,790.98 0% $0.00
053-156-077 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-078 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-079 MDR FM $2,281.60 $2,790.98 0% $0.00
053-156-080 MDR AW $0.00 $0.00 0% $0.00
053-156-081 Exempt Exempt $0.00 $0.00 0% $0.00
053-157-001 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-002 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-003 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-004 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-005 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-006 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-007 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-008 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-009 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-010 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-011 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-012 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-013 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-014 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-015 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-016 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-017 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-018 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-019 MDR AW $2,281.60 $2,790.98 0% $0.00
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Appendix A
Page 7 of 7
Assessor's Minimum Maximum Proposed
Parcel Tax Tax Annual Annual Tax Special Tax
Number Category Status Special Tax Special Tax Allocation Levy
Proposed Special Tax Levy for FY 2021-22
053-157-020 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-021 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-022 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-023 MDR FM $2,281.60 $2,790.98 0% $0.00
053-157-024 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-025 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-026 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-027 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-028 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-029 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-030 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-031 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-032 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-033 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-034 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-035 MDR AW $2,281.60 $2,790.98 0% $0.00
053-157-036 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-037 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-038 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-039 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-040 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-041 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-042 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-043 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-044 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-045 MDR AW $2,281.60 $2,790.98 0% $0.00
053-157-046 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-047 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-048 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-049 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-050 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-051 MDR DP $2,281.60 $2,790.98 100% $2,790.98
053-157-052 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-053 MDR DP $2,281.60 $2,790.98 100% $2,281.60
053-157-054 MDR DP $2,281.60 $2,790.98 100% $2,790.98
Totals $1,199,670.18 $1,341,787.15 $153,238.44
"2122_levy"
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O 1697
ORDINANCE NO. 1697 2021 SERIES
AN UNCODIFIED ORDINANCE OF THE CITY OF SAN LUIS OBISPO,
CALIFORNIA, LEVYING A SPECIAL TAX FOR THE FISCAL YEAR 2021-2022
AND FOLLOWING FISCAL YEARS SOLELY WITHIN AND RELATING TO
THE CITY OF SAN LUIS OBISPO COMMUNITY FACILITIES DISTRICT NO.
2019-1 (SAN LUIS RANCH)
WHEREAS, the City Council of San Luis Obispo (the Council) conducted proceedings
under and pursuant to the terms and provisions of the Mello-Roos Community Facilities Act of
1982, as amended (Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of
California), and all laws amendatory thereof or supplemental thereto to form its Community
Facilities District No. 2019-1 San Luis Ranch and authorized a special tax to finance certain public
facilities; and
WHEREAS, the Council also authorized the issuance of debt to finance the facilities, and
established the appropriations limit for the Community Facilities District, all as set forth in
Resolution No. 10998 (2019 Series) and Resolution No. 10999 (2019 Series) adopted on April 2,
2019; and
WHEREAS, the Council adopted Ordinance No. 1661 (2019 Series) on April 16, 2019, to
approve the levy of a Special Tax in connection with San Luis Ranch Communities Facilities
District and its approved Rate and Method of Apportionment; and
WHEREAS, on March 16, 2021, the Council adopted its Resolution No. 11233 (2021
series) (the “Resolution of Consideration”) in which it determined to consider updating the Rate
and Method of Apportionment due to substantial changes in the development; and
WHEREAS, on April 20, 2021 the City Council adopted a Resolution Calling a Special
Mailed-Ballot Election, related to change proceedings within the San Luis Ranch Community
Facilities District; and
WHEREAS, the landowners within the San Luis Ranch Community Facilities District
have completed the ballots and return the results to the City Clerk with at least two-thirds
approving the amendment; and
WHEREAS, in connection with the ballot results, the City Council has therefore adopted
a Resolution of Change on April 20, 2021 related to the San Luis Ranch Community Facilities
District Rate and Method of Apportionment; and
WHEREAS, the action does not constitute a “Project” under California Environmental
Quality Act Guidelines Sec. 15378 and therefore they are not applicable.
THEREFORE, IT BE ORDAINED by the City Council of the City of San Luis Obispo
does as follows:
Page 107 of 845
Resolution No. 1697 (2021 Series) Page 2
O 1697
SECTION 1. Pursuant to Government Code section 53340, Resolution No. 10998 (2019
Series), adopted by the City Council (the “City Council”) of the City of San Luis Obispo (the
City”) on April 2, 2019 (the “Resolution of Formation”), Resolution No. 11233 (2021 Series),
adopted by the City Council on March 16, 2021 (the “Resolution of Consideration”) and
Resolution No. 11239 (2021 Series) adopted by the City Council on April 20, 2021 (the
Resolution of Change” and, collectively with the Resolution of Formation and the Resolution of
Consideration, the “Resolutions”), and in accordance with the Amended and Restated Rate and
Method of Apportionment of Special Tax (the “RMA”) set forth in Exhibit A to the Resolution of
Consideration, relating to the City of San Luis Obispo Community Facilities District No. 2019-1
San Luis Ranch) (the “Community Facilities District”), a special tax is hereby levied on the
Community Facilities District for the 2021-2022 fiscal year and for all subsequent fiscal years in
the amount of the maximum special tax authorized under the Resolutions and the RMA, provided
that this amount may be adjusted annually, subject to the maximum authorized special tax under
the Resolutions and the RMA.
SECTION 2. The Finance Director of the City of San Luis Obispo or designee thereof
the “CFD Administrator”) or such other officer or staff member succeeding to the duties of the
CFD Administrator with respect to the Community Facilities District, with the aid of the
appropriate officers and agents of the City and without further action of the City Council, is
authorized and directed (a) to determine each year the appropriate amount of the special tax
pursuant to and as provided in the Resolutions and the RMA), (b) to prepare the annual special
tax roll in accordance with the Resolutions and the RMA and (c) to provide all necessary and
appropriate information to the County of San Luis Obispo (the “County”) Tax Collector in proper
form, and in proper time, necessary to effect the correct and timely billing and collection of the
special tax on the secured property roll of the County; provided, that as provided in Section 53340
of the California Government Code, the Resolutions and the RMA, the City Council has reserved
the right to utilize any other lawful means of billing, collecting, and enforcing the special tax,
including direct billing, supplemental billing, and, when lawfully available, judicial foreclosure of
the special tax lien.
SECTION 3. The appropriate officers and agents of the City are authorized to make
adjustments to the Special Tax roll prior to the final posting of each Special Tax to the County tax
roll each fiscal year, as may be necessary to achieve a correct match of each Special Tax levy with
the assessor’s parcel numbers finally utilized by the County in sending out property tax bills.
SECTION 4. The City agrees that, in the event either Special Tax is collected on the
secured tax roll of the County, the County may add its reasonable and agreed charges for collecting
the related Special Tax from the amounts collected, prior to remitting the related Special Tax
collections to the City.
Page 108 of 845
Resolution No. 1697 (2021 Series) Page 3
O 1697
SECTION 5. Taxpayers who have requested changes or corrections of the Special Tax
pursuant to Section 8 of the RMA and who are not satisfied with the decision of the CFD
Administrator (whether the CFD Administrator disagrees with the taxpayer or concludes that the
City is not authorized to consider the change requested), may appeal to the City Council. The
appeal must be in writing and fully explain the grounds of appeal and must be based solely on the
correction of mistakes in the levy based upon the status of the property, and no other appeals will
be allowed. The CFD Administrator shall schedule the appeal for consideration within a reasonable
time at a City Council meeting.
SECTION 6. If, for any reason, any portion of this ordinance is found to be invalid, or
if the special tax is found inapplicable to any particular parcel by a court of competent jurisdiction,
the balance of this ordinance, and the application of the special tax to the remaining parcels shall
not be affected.
SECTION 7. This ordinance shall take effect and be in force immediately as a tax
measure; and before the expiration of twenty (20) days after its passage the same shall be published
in summary, with the names of the members voting for and against the same, at least once in a
newspaper of general circulation published and circulated in the Community Facilities District.
Page 109 of 845
Resolution No. 1697 (2021 Series) Page 4
O 1697
SECTION 8. Ordinance No. 1661 (2019 Series) adopted by the City Council on April 16,
2019, is hereby superseded to the extent it is inconsistent with this ordinance.
INTRODUCED on the 20th day of April 2021, AND FINALLY ADOPTED by the
Council of the City of San Luis Obispo on the 4th day of May 2021, on the following vote:
AYES: Council Member Christianson, Pease, Vice Mayor Stewart, and Mayor
Harmon
NOES: None
ABSENT: Council Member Marx
Mayor Heidi Harmon
ATTEST:
Teresa Purrington
City Clerk
APPROVED AS TO FORM
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, on ____________________________.
Teresa Purrington
City Cl
Page 110 of 845
Item 5g
Department: Public Works
Cost Center: 5005
For Agenda of: 7/6/2021
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Public Works Director
Prepared By: Richard Burde, Engineer III
SUBJECT: AUTHORIZATION TO ADVERTISE FIRE STATION #1 ROOF
REPLACEMENT, SPECIFICATION NO. 1000172
RECOMMENDATION
1. Approve the project plans and specifications for Fire Station #1 Administration Building
Roof Replacement, Specification No. 1000172; and
2. Authorize staff to advertise for bids; and
3. Authorize a transfer of $51,973 from the FY17/19 Facilities Annual Asset Maintenance
Account (#91250); and
4. Authorize the City Manager to appropriate up to $200,000 in Capital Reserve Funds
to support completion of the entire roof replacement work; and,
5. Authorize the Finance Director to return unspent Capital Reserve funding to the
Capital Reserve fund balance after project completion; and,
6. Authorize the City Manager to award the construction contract if the lowest
responsible bid is within the publicly disclosed funding amount of $430,000.
DISCUSSION
Background
This project includes replacing the deteriorating roof on the Fire Station #1 Administrative
and Maintenance Buildings. Constructed in 1996, Fire Station #1 is the main campus for
the Fire Department’s four stations in the City and the main building houses the Fire
Department Administrative personnel and the shift firefighters. The roofing system has
not undergone any extensive maintenance or replacements projects since the facility was
constructed 25 years ago. Over its service life, the Public Works Facilities Maintenance
division has provided localized roof maintenance and repairs, but due to the age of the
facility minor maintenance is no longer effective and the roof needs a full replacement.
The FY21/23 Financial Plan appropriated funding for replacement of the roof waterproof
decking system.
Fire Station #1 is currently undergoing replacement of the facility’s HVAC units (Fire
Station #1 HVAC Replacement Project 91647) as part of ongoing work funded through
the FY 19/21 Financial Plan. During late May and early June, the HVAC contractor began
removal of existing HVAC supports and discovered significant water damage to the roof’s
wooden structural members and plywood decking surrounding the HVAC units (see
photos #1 and #2 below).
Page 111 of 845
Item 5g
City Staff directed the contractor to remove and replace degraded roofing within the
available budget of the HVAC project and have determined that additional deterioration
exists throughout the roof. Additional roofing repairs are outside of the scope of the HVAC
equipment replacement contract.
With the recent discovery of structural defects in the roof, Staff anticipates additional roof
decking and structural support members will need to be replaced with the Roof
Replacement project at a cost that was not anticipated during the project’s FY21/22
budget appropriation.
Photo #1 – Damaged Roof Decking Photo #2 – Rotted Structural Members
Previous Council or Advisory Body Action
On June 1, 2021, Council adopted the FY21/23 Financial Plan and the Fund Balance and
Reserve Policy.
Policy Context
The recommended action is supported by the Council adopted Capital Improvement
Plan as well as the Fund Balance and Reserve Policy.
By Policy, the Capital Reserve Fund Balance can be used for the purposes of offsetting
unanticipated cost increases and unforeseen conditions.
Reserves will be replenished to the extent annual revenues exceed expenditures as
reported in the City’s annual audited financial statements.
Public Engagement
This capital project was included in the Financial Plan adopted budget meeting on June
1, 2021 at which time the public was provided an opportunity to review and comment
upon all capital projects.
Page 112 of 845
Item 5g
CONCURRENCE
A building permit application was submitted to the Community Development Department’s
Building Division in June 2021. Building permits will be obtained prior to the start of
construction and will be issued to the Contractor following the award of a construction
contract. All comments and conditions associated with the building and safety review of
the project will be incorporated into the design of the project. Public Works Facilities
Maintenance Division and the Fire Department concur with the recommendations of this
report.
ENVIRONMENTAL REVIEW
The Community Development Department has issued a Notice of Exemption pursuant to
Section 15301 Class 1 (Existing Facilities) of the California Environmental Quality Act
Guidelines.
FISCAL IMPACT
The newly adopted 2021-23 Financial Plan – page 399 identifies a total of $270,000 to
support this project in the Major Facilities Maintenance account. The transfer of $270,000
along with a transfer of $51,973.42 from the Facilities Maintenance – Annual Asset
Maintenance Account (#91250) into the project account (#1000172) is requested to
support the project.
An additional request of $200,000 from the Capital Reserve Funds balance is being made
to fund the anticipated structural repair work associated with the unexpected water
damage to the roof’s structural members, damage which was uncovered during the HVAC
Replacement project.
A Budget Amendment Request will be processed to fund this work when the contract is
awarded, and the bid costs are known.
Budgeted: Yes Budget Year: 2021-22
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General
Fund
$521,973 $521,973 $0 $
State
Federal
Fees
Other:
Total $521,973 $521,973 $0 $
Page 113 of 845
Item 5g
ESTIMATED PROJECT COST BY FUNDING SOURCES
Fire Station #1 Roof Replacement, Specification No. 1000172
Major Facilities
Maintenance
Account
(1000075)
Facilities Annual
Asset
Maintenance
Account (91250)
Capital
Reserve Project Total
Costs
LRM Fund LRM Fund Capital Outlay
Fund
Construction Estimate $270,000 $51,973 $78,027 $400,000
Contingencies (20%) $0 $0 $80,000 $80,000
Total Construction
Estimate $270,000 $51,973 $158,027 $480,000
Materials Testing: $0 $1,500 $1,500
Printing & Advertising: $0 $500 $500
Total Project Estimate $270,000 $51,973 $160,027 $482,000
Current Balance: $0 $51,973 $0 $51,973
Financial Plan Funding
Available After 7/1/2021 $270,000 $51,973 $3,426,208 $3,748,181
Total Funding Request
After 7/1/2021 $270,000 $51,973 $200,000 $521,973
Funds Remaining $0 $0 $3,226,208 $3,226,208
ALTERNATIVES
1. Deny approval to advertise the project. The City Council could choose to postpone the
project. Staff does not recommend this alternative. Further delay of replacing the roof and
compromised structural members could result in further damage to the building and more
expensive repairs. There are also safety concerns with the roof’s ability to support equipment
and maintenance services if it is allowed to further decay.
2. Direct staff to bid the project without capital reserve funding. City Council could choose
to bid the project only with the funding available in the FY 21/23 Financial Plan and carryover
funds. This would require staff to separate the project out to identify priority areas and delay
advertising the project. This is not recommended due to risk of further damage to the building
from upcoming rainy season. This would also result in additional cost due to deferment of
work.
ATTACHMENTS
A – Project Plans
B – Special Provisions
Page 114 of 845
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CONTRACTOR OR PERMITTEE SHALL ALSOCONTACT THE APPROPRIATE AGENCY FOR THE LOCATION OFCABLE T.V., WATER, SEWER, DRAINAGE OR UNDERGROUNDFACILITIES.2.THE CONTRACTOR OR SUBCONTRACTOR SHALL POSSESS A CLASS ___39____ LICENSE AT THE TIME OF BID OPENING.sheet no.descriptionsan luis obispo county, californiaindex to plansgeneral notes:legend:APPROVED BYSPECIFICATION NO.DATEofSHEETMatthew A. Horn, City Engineer R.C.E. C63611 Approved DateFILE NO./LOCATIONRoesling Nakamura Terada Architects19HQWXUD$YH9HQWXUD&$ 3)ZZZ517DUFKLWHFWVFRP&,/76 15(1/,)(2$7$&52)&7<621&/,1(12&'(61(5$&7
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( 6/23(6' - 0" ( 5,'*( ( 5,'*(**)%$3210/+ ( 6/23( ( 6/23((''&&%%$$ ( 6/23( ( 6/23( ( 6/23( ( 6/23( ( 6/23( ( 6/23( ( 6/23( ( :$//%(/2:'(02/,6+ ( ,7(05(029((;,67,1*3/<%8,/783522)0(0%5$1($1'5(3$,5&2$7,1* ( 6.</,*+7 ( 522)9(17 ( +9$&81,7 ( /($'(5+($'$1''2:163287 ( 522)+$7&+1257+Roesling Nakamura Terada Architects19HQWXUD$YH9HQWXUD&$ 3)ZZZ517DUFKLWHFWVFRP&,/76 15(1/,)(2$7$&52)&7<621&/,1(12&'(61(5$&7 ,$,+(7BLDG ABLDG BAPPROVED:CITY SPECIFICATION NO.DATE:PROJECT TITLE:SHEET TITLE:ofSHEET NO.DESIGNED BY:DRAWN BY:CHECKED BY:APPROVED BY:SCALE:PLAN FILE NO. / LOCATIONCIVILREGISTEREDPROFESSION ALENGINEER STATEOFCALIFORNIANo. C 63611MATTHEWA.HO R N BLDG CBLDG DBLDG EROUNDHOUSE ST.SANTA BARBARA AVE.B R O A D S T .EMILY ST.8BIM 360://City of San Luis Obispo/903 SLO FS1 Reroofing.rvt2%/'*$ 522)'(023/$1FIRE STATION #1 ROOFING PROJECT NO. 1000172&,7<2)6$1/8,62%,63203/17/21CYAZ100017210001726+((7*(1(5$/127(6$//,7(06$5(1(:81/(6627+(5:,6(127('$1<522),1*0(0%(562%6(59('72%(&203520,6('72%(5(3/$&(',1&203/,$1&(:,7+$87+25,7<+$9,1*-85,6',&7,21$33529('(;,67,1*&21',7,21'5$:,1*69(5,)<21),(/'/2&$7,212)0(&+$1,&$/(48,30(17 7<3(2)87,/,7<$)7(55(029$/2)522),1*7+($5&+,7(&7:,//5(9,(:7+((;,67,1*3/<:22'68%675$7(,)3257,2162)3/<:22'5(48,5(5(3/$&(0(177+($5&+,7(&7:,//,'(17,)<$1'3529,'(:5,77(1',5(&7,21727+(&2175$&72572$87+25,=(7+(:25.'2127&87,172(;,67,1*3/<:22'522)6+($7+,1*'85,1*522),1*'(02/,7,21$1<3/<:22'&876+$//%(5(3/$&('$77+(&2175$&725
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SPECIAL PROVISIONS
FOR
CITY OF SAN LUIS OBISPO
ROOFING REPLACEMENT
AT FIRE STATION 1 ADMINISTRATION & FLEET MAINTENANCE
Specification No. 1000172
<<MONTH 2021>>
PUBLIC WORKS DEPARTMENT
ENGINEERING DIVISION
919 Palm Street
San Luis Obispo, CA 93401
(805) 781-7200
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ROOFING REPLACEMENT
AT FIRE STATION 1 ADMINISTRATION & FLEET MAINTENANCE
Specification No. 1000172
Approval Date: <<date of CM or CAR Report Authorizing Advertisement>>
1/31/2021
<<Signature Date>>
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TABLE OF CONTENTS
NOTICE TO BIDDERS ..................................................................................................... I
BID SUBMISSION ...................................................................................................................................... I
BID DOCUMENTS .................................................................................................................................... II
PROJECT INFORMATION ....................................................................................................................... III
QUALIFICATIONS .................................................................................................................................... III
AWARD ..................................................................................................................................................... V
ACCOMMODATION .................................................................................................................................. V
BID FORMS .................................................................................................................... A
BID ITEM LIST FOR ROOFING REPLACEMENT AT FIRE STATION 1 ADMINISTRATION & FLEET
MAINTENANCE, SPECIFICATION NO. 1000172 .................................................................................... A
LIST OF SUBCONTRACTORS ................................................................................................................ C
PUBLIC CONTRACT CODE SECTION 10285.1 STATEMENT .............................................................. D
PUBLIC CONTRACT CODE SECTION 10162 QUESTIONNAIRE ......................................................... D
PUBLIC CONTRACT CODE SECTION 10232 STATEMENT ................................................................. D
LABOR CODE SECTION 1725.5 STATEMENTS ................................................................................... D
NON-COLLUSION DECLARATION .......................................................................................................... F
BIDDER ACKNOWLEDGEMENTS .......................................................................................................... G
QUALIFICATIONS .................................................................................................................................... H
ATTACH BIDDER'S BOND TO ACCOMPANY BID ................................................................................... I
SPECIAL PROVISIONS .................................................................................................. 1
DIVISION I GENERAL PROVISIONS ....................................................................................................... 1
1 GENERAL ........................................................................................................................................... 1
2 BIDDING ............................................................................................................................................. 1
3 CONTRACT AWARD AND EXECUTION ........................................................................................... 1
4 SCOPE OF WORK ............................................................................................................................. 2
5 CONTROL OF WORK ........................................................................................................................ 2
6 CONTROL OF MATERIALS ............................................................................................................... 2
7 LEGAL RELATIONS AND RESPONSIBILITY TO THE PUBLIC ....................................................... 2
8 PROSECUTION AND PROGRESS ................................................................................................... 3
DIVISION II GENERAL CONSTRUCTION ............................................................................................... 3
13 WATER POLLUTION CONTROL ..................................................................................................... 3
14 ENVIRONMENTAL STEWARDSHIP ............................................................................................... 3
15 EXISTING FACILITIES ..................................................................................................................... 5
16 TEMPORARY FACILITIES ............................................................................................................... 5
99 BUILDING CONSTRUCTION ........................................................................................................... 5
APPENDIX A - FORM OF AGREEMENT ....................................................................... 1
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APPENDIX B – PROJECT SPECIFIC SPECIFICATIONS………………………………………..B
011000 SUMMARY
012500 SUBSTITUTION PROCEDURES
015000 TEMPORARY FACILITIES AND CONTROLS
017700 CLOSEOUT PROCEDURES
061000 ROUGH CARPENTRY
061600 SHEATHING
070150.19 PREPARATION FOR REROOFING
071354 THERMOPLASTIC HYBRID MEMBRANE ROOFING
072100 THERMAL INSULATION
072600 SHEET METAL FLASHING AND TRIM
079200 JOINT SEALANTS
086200 UNIT SKYLIGHTS
Page 128 of 845
NOTICE TO BIDDERS
i
NOTICE TO BIDDERS
BID SUBMISSION
Sealed bids will be received by the City of San Luis Obispo at the Public Works
Administration Office located at 919 Palm Street, California 93401, until
2:00 p.m. on <<DATE>>
at which time they will be publicly opened and read aloud. Submit bid in a sealed envelope
plainly marked:
ROOFING REPLACEMENT AT FIRE STATION 1 ADMINISTRATION & FLEET
MAINTENANCE, Specification No. 1000172
Any bid received after the time and date specified will not be considered and will be
returned to the bidder unopened. Bids received by Fax or Email will not be considered.
By submission of bid you agree to comply with all instruction and requirements in this
notice and the contract documents.
All bids must be submitted on the Bid Item List form(s) provided and submitted with all
other Bid Forms included in these Special Provisions.
Each bid must be accompanied by either a:
1. certified check
2. cashier's check
3. bidder's bond
made payable to the City of San Luis Obispo for an amount equal to ten percent of the
bid amount as a guaranty. Guaranty will be forfeited to the City San Luis Obispo if the
bidder, to whom the contract is awarded, fails to enter into the contract.
The City of San Luis Obispo reserves the right to accept or reject any or all bids or waive
any informality in a bid.
All bids are to be compared based on the City Engineer's estimate of the quantities of
work to be done, as shown on the Bid Item List.
Bids will only be accepted from bidders that are licensed in compliance with the provisions
of Chapter 9, Division III of Business and Professions Code.
The award of the contract, if awarded, will be to the lowest responsive bid submitted by a
responsible contractor whose bid complies with the requirements prescribed. If the
contract is awarded, the contract will be awarded within 60 calendar days after the
opening of the bids.
Page 129 of 845
NOTICE TO BIDDERS
NOTICE TO BIDDERS
ii
Failure to raise defects in the notice to bidders or bid forms prior to bid opening constitute
a waiver of those defects.
BID DOCUMENTS
A copy of the plans and special provisions may be downlo aded, free of charge, from the
City’s website at:
www.slocity.org/government/department-directory/public-works/public-works-bids-
proposals
A printed copy may be obtained at the office of the City Engineer by paying a non -
refundable fee of:
1. $15.00 if picked up in person, or
2. $25.00 if by mailing to the office of the City Engineer
Request must include Specification Number. The office of the City Engineer is located at:
919 Palm Street
San Luis Obispo, CA 93401
Standard Specifications and Engineering Standards referenced in the Special Provisions
may be downloaded, free of charge, from the City’s website at:
www.slocity.org/government/department-directory/public-works/documents-
online/construction-documents
A printed copy may be obtained by paying a non-refundable fee of:
1. $16.00 if picked up in person, or
2. $21.00 if by mailing to the office of the City Engineer
You are responsible to obtain all issued addenda prior to bid opening. Addenda will be
available to download at the City’s website listed above or at the office of th e City
Engineer.
Contact the project manager, Richard Burde at (805) 781-7193 or the Public Works
Department at (805) 781-7200 prior to bid opening to verify the number of addenda
issued.
You are responsible to verify your contact information is correct on the plan holders list
located on the City’s website at:
www.slocity.org/government/department-directory/public-works/public-works-bids-
proposals.
Page 130 of 845
NOTICE TO BIDDERS
NOTICE TO BIDDERS
iii
PROJECT INFORMATION
In general, the project includes removal, disposal and replacement of the existing flat roof
membranes at Fire Station 1 Administration and Fleet Maintenance Buildings and other
Work indicated in the Contract Documents.
The project estimated construction cost is $300,000
Contract time is established as 30 working days.
The fixed liquidated damages amount is established at $500 per day for failure to
complete the work within the contract time.
In compliance with section 1773 of the Labor Code, the State of California Department of
Industrial Relations has established prevailing hourly wage rates for each type of
workman. Current wage rates may be obtained from the Division of Labor at:
https://www.dir.ca.gov/oprl/DPreWageDetermination.htm
This project is subject to compliance monitoring and enforcement by the Department of
Industrial Relations.
There will be a walkthrough on [date and time]. Bidders should meet where at time.
[Mandatory walkthroughs must be scheduled at least 6 calendar days after the bid
announcement]
QUALIFICATIONS
You or one of your listed subcontractors must possess a valid Class C39 Contractor's
License at the time of the bid opening.
You and any subcontractors required to pay prevailing wage must be registered
with the Department of Industrial Relations pursuant to Section 1725.5 of the Labor
Code.
You must have experience constructing projects similar to the work specified for this
project. Provide three similar reference projects completed as either the prime or
subcontractor on the blank QUALIFICATIONS FORM included in the bid documents
packet. All referenced projects must have been completed within the last five years from
this project’s bid opening date.
One of the three reference projects must have been completed under contract with
a city, county, state or federal government agency as the prime contractor.
## of the referenced projects must be for <<XXXX>>.
Page 131 of 845
NOTICE TO BIDDERS
NOTICE TO BIDDERS
iv
Failure to provide reference projects as specified in this section and as required on the
qualification form is cause to reject a bid as being non -responsive.
The City reserves the right to reject any bid based on non-responsiveness if a bidder fails
to provide a bid that complies with all bidding instructions.
The City reserves the right to reject a responsive bid based on the non -responsibility of
the bidder if the Director of Public Works or Designee finds, a fter providing notice and a
hearing to the bidder, that the bidder lacks the
1. knowledge
2. experience,
3. or is otherwise not responsible
as defined in Section 3.24 of the San Luis Obispo Municipal Code to complete the project
in the best interest of the City.
Rejected bidders may appeal this determination. Appeal must comply with the
requirements in this Notice to Bidders.
It is the City of San Luis Obispo’s intent to award the contract to the lowest responsive
bid submitted by a responsible bidder. If in the bidder’s opinion the contract has been or
may be improperly awarded, the bidder may protest the contract award.
Protests must be filed no later than five working days after either:
1. bid opening date
2. notification of rejected bid.
Protest must be in writing and received by the project manager located at:
919 Palm Street
San Luis Obispo, CA 93401.
Valid protests must contain the following information:
1. the reasons for the protest
2. any supporting documentation
3. the ruling expected by the City to remedy the protest.
Any protest not containing all required information will be deemed invalid and rejected.
The City will consider additional documentation or other supporting information regarding
the protest if submitted in compliance to the specified time limits. Anything submitted after
the specified time limit will be rejected and not be considered.
The Director of Public Works or Designee may request additional information to be
submitted within three days of the request, unless otherwise specified, and will notify the
protester of ruling within ten days of determination.
If the protester is not satisfied with ruling, the protester may appeal the ruling to the City
Council in compliance with Chapter 1.20 of the City of San Luis Obispo Municipa l Code.
Page 132 of 845
NOTICE TO BIDDERS
NOTICE TO BIDDERS
v
Pursuant to the Public Records Act (Government Code, § 6250, et seq.), the City will
make public records available upon request.
AWARD
The lowest bidder will be determined using the BID TOTAL OR BASE BID OR TOTAL
PROJECT BID.
As a condition to executing a contract with the City, two bonds each equal to one hundred
percent of the total contract price are required in compliance with Section 3-1.05 of the
Standard Specifications.
You may substitute securities for moneys withheld under the contract in compliance with
the provisions of the Public Contract Code, Section 10263.
ACCOMMODATION
If any accommodations are needed to participate in the bid process, please contact
Kathryn Stanley at (805) 781-7200 or by Telecommunications Device for the Deaf at (805)
781-7107. Requests should be made as early as possible in the bidding process to allow
time for accommodation.
Page 133 of 845
BID FORMS
A
BID FORMS
All bid forms must be completed and submitted with your bid. Failure to submit these
forms and required bid bond is cause to reject the bid as nonresponsive. Staple all bid
forms together.
THE UNDERSIGNED, agrees that they have carefully examined:
1. the location of the proposed work
2. the plans and specifications
3. read the accompanying instructions to bidders
and propose to furnish all:
4. materials
5. labor
to complete all the required work satisfactorily in compliance with
6. plans
7. specifications
8. special provisions
for the prices set forth in the bid item list (item quantities provided for reference only):
BID ITEM LIST FOR ROOFING REPLACEMENT AT FIRE STATION 1
ADMINISTRATION & FLEET MAINTENANCE, SPECIFICATION NO. 1000172
Item Item Unit of Estimated Item Price Total
No. SS(1) Description Measure Quantity (in figures) (in figures)
1 3 Bond LS 1
2 9 Mobilization LS 1
3 Appendix B
015000 Temporary Facilities LS 1
4 Appendix B
070150.19
HVAC Disconnect /
Reconnect LS 7
5 Appendix B
070150.19 Demolition SF 10,064
6 Appendix B
061600
Damaged Roof Sheathing
Replacement SF 3,200
7 Appendix B
072100 Replace Wet Insulation SF 3,200
8 Appendix B Roofing SF 10,064
9 Appendix B
071354 Walkway Mats LF 277
10 Appendix B
072600
Sheet Metal Flashing and
Trim and Joint Sealants LF 891
11 Appendix B
086200 Skylights EACH 14
12
13
14
Page 134 of 845
BID FORMS
BID FORMS
B
Item Item Unit of Estimated Item Price Total
No. SS(1) Description Measure Quantity (in figures) (in figures)
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Bid Total (or Base Bid) $
Company Name:
(1) refers to section in the Standard Specifications, with modifications in the Special Provisions, that describe required
work.
Page 135 of 845
BID FORMS
BID FORMS
C
LIST OF SUBCONTRACTORS
Pursuant to Section 4100 of the Public Contracts Code and section 2-1.33C of the
standard specifications, the Bidder is required to furnish the following information for each
Subcontractor performing more than 1/2 percent (0.5%) of the total base bid. Do not list
alternative subcontractors for the same work. Subcontracting must not total more than
fifty percent (50%) of the submitted bid except as allowed in section 5-1.13 of the standard
specifications.
For Streets & Highways projects, Subcontractors performing less than ten thousand dollars
($10,000) worth of work need not be mentioned. Subcontractors required to pay
prevailing wage, must be registered with the Department of Industrial Relations
pursuant to Labor Code section 1725.5 to be listed.
NOTE: If there are no subcontractors, write “NONE” and submit with bid.
Name Under Which
Subcontractor is Licensed License Number
DIR Public
Works
Registration
Number
Address and Phone
Number of Office, Mill or
Shop
Specific
Description of
Subcontract
% of
Total
Base
Bid
Attach additional sheets as needed.
Page 136 of 845
BID FORMS
BID FORMS
D
PUBLIC CONTRACT CODE SECTION 10285.1 STATEMENT
In compliance with Public Contract Code Section 10285.1 (Chapter 376, Stats. 1985), the
bidder hereby declares under penalty of perjury under the laws of the State of California
that the bidder, or any subcontractor to be engaged by the bidder, has ____, has not
____ been convicted within the preceding three years of any offenses referred to in that
section, including any charge of fraud, bribery, collusion, conspiracy, or any other act in
violation of any state or federal antitrust law in connection with the bidding upon, award
of, or performance of, any public works contract, as defined in Public Contract Code
Section 1101, with any public entity, as defined in Public Contract Code Section 1100,
including the Regents of the University of California or the Trustees of the California State
University. The term "bidder" is understood to include any partner, member, officer,
director, responsible managing officer, or responsible managing employee thereof, as
referred to in Section 10285.1.
NOTE: The bidder must place a check mark after "has" or "has not" in one of the blank
spaces provided. The above Statement is part of the Bid. Signing this Bid on the signature
portion constitute signature of this Statement. Bidders are cautioned that making a false
certification may subject the certifier to criminal prosecution.
PUBLIC CONTRACT CODE SECTION 10162 QUESTIONNAIRE
In compliance with Public Contract Code Section 10162, the Bidder must complete, under
penalty of perjury, the following questionnaire:
Has the bidder, any officer of the bidder, or any employee of the bidder who has a
proprietary interest in the bidder, ever been disqualified, removed, or otherwise prevented
from bidding on, or completing a federal, state, or local government project because of a
violation of law or a safety regulation?
Yes No
If the answer is yes, attach a letter explaining the circumstances
PUBLIC CONTRACT CODE SECTION 10232 STATEMENT
In compliance with Public Contract Code Section 10232, you hereby state under penalty of
perjury, that no more than one final unappealable finding of contempt of court by a federal
court has been issued against you within the immediately preceding two-year period
because of your failure to comply with an order of a federal court which orders you to comply
with an order of the National Labor Relations Board.
LABOR CODE SECTION 1725.5 STATEMENTS
The bidder has delinquent liability to an employee or the state for any assessment of back
wages or related damages, interest, fines, or penalties pursuant to any final judgment,
order, or determination by a court or any federal, state, or local administrative agency,
including a confirmed arbitration award. Any judgment, order, or determination that is
Page 137 of 845
BID FORMS
BID FORMS
E
under appeal is excluded, provided that the contractor has secured the payment of any
amount eventually found due through a bond or other appropriate means.
Yes No
The bidder is currently debarred under Section 1777.1 or under any other federal or state
law providing for the debarment of contractors from public works.
Yes No
NOTE: The above Statements and Questionnaire are part of the Bid. Signing this Bid on
the signature portion constitute signature of this Statement and Questionnaire. Bidders are
cautioned that making a false certification may subject the certifier to criminal prosecution.
Page 138 of 845
BID FORMS
BID FORMS
F
NON-COLLUSION DECLARATION
I, , declare that
I am of ,
the party making the foregoing bid that the bid is not made in the interest of, or on behalf
of, any undisclosed person, partnership, company, association, organization, or
corporation; that the bid is genuine and not collusive or sham; that the bidder has not
directly or indirectly induced or solicited any other bidder to put in a false or sham bid, and
has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or
anyone else to put in a sham bid, or that anyone refrained from bidding; that the bidder has
not in any manner, directly or indirectly, sought by agreement, communication, or
conference with anyone to fix the bid price of the bidder or any other bidder, or to fix any
overhead, profit, or cost element of the bid price, or of that of any other bidder, or to secure
any advantage against the public body awarding the contract of anyone interested in the
proposed contract; that all statements contained in the bid are true; and, further, that the
bidder has not, directly or indirectly, submitted his or her bid price or any breakdown thereof,
or the contents thereof, or divulged information or data relative thereto, or paid, and will not
pay, any fee to any corporation, partnership, company association, organization, bid
depository, or to any member or agent thereof to effectuate a collusive or sham bid.
Executed on , 20 , in __
I declare under penalty of perjury under the laws of the State of California that the foregoing
is true and correct.
(Signature and Title of Declarant)
(SEAL)
Subscribed and sworn to before me
this _______day of _________, 20_____
Notary Public
Company Name:____________________
Page 139 of 845
BID FORMS
BID FORMS
G
BIDDER ACKNOWLEDGEMENTS
By signing below, the bidder acknowledges and confirms that this bid is based on the information contained
in all contract documents, including the notice to bidders, plans, specifications, special provisions, and
addendum number(s) . (Note: You are responsible to verify the number of
addenda prior to the bid opening.)
The undersigned further agrees that in case of default in executing the required contract, with necessary
bonds, within eight days, (not including Saturdays, Sundays, and legal holidays), after having received a
mailed notice that the contract is ready for signature, the proceeds of the check or bond accompanying his
bid will become the property of the City of San Luis Obispo.
Licensed in accordance with an act providing for the registration of contractors, License No. , Expiration
Date .
The above statement is made under penalty of perjury, and any bid not containing this information "will be
considered non-responsive and will be rejected” by the City.
Signature of Bidder
(Print Name and Title of Bidder)
DIR– Public Works
Registration No:
Business Name (DBA):
Owner/Legal Name:
Indicate One: Sole-proprietor Partnership Corporation
List Partners/Corporate Officers:
Name Title
Name Title
Name Title
Business Address
Street Address
Mailing Address
City, State, Zip Code
Phone Number
Fax Number
Email Address
Date
Page 140 of 845
BID FORMS
BID FORMS
H
QUALIFICATIONS
Failure to furnish complete reference information ON THIS FORM, as specified in this
project’s Notice to Bidders and indicated below, is cause to reject the bid. Additional
information may be attached but is not a substitute for this form.
Reference Number 1
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):
Is this similar to the project being bid
or did this project include reroofing
activity? Yes □ No □
Describe the services provided and how this project is similar to
that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
Reference Number 2
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):
Is this similar to the project being bid
or did this project include reroofing
activity? Yes □ No □
Describe the services provided and how this project is similar to
that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
Reference Number 3
Customer Name & Contact Individual
Telephone & Email
Project Name (Site Address):
Is this similar to the project being bid
or did this project include reroofing
activity? Yes □ No □
Describe the services provided and how this project is similar to
that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
Page 141 of 845
BID FORMS
BID FORMS
I
ATTACH BIDDER'S BOND TO ACCOMPANY BID
Know all men by these presents:
That we ____________________________________________, AS PRINCIPAL, and
_______________________________________________________, AS SURETY, are held and firmly
bound unto the City of San Luis Obispo in the sum of:
____________________________________________________ Dollars (_____________) to be paid to
said City or its certain attorney, its successors and assigns; for which payment, well and truly to be made, we
bind ourselves, our heirs, executors and administrators, successors or assigns, jointly and severally, firmly by
these presents:
THE CONDITION OF THIS OBLIGATION IS SUCH, that if the certain bid of the above
bounden ______________________________________________________________________
to construct ___________________________________________________________________
(insert name of street and limits to be improved or project)
dated _____________________ is accepted by the City of San Luis Obispo, and if the above
bounden _______________________________________________________, his heirs, executors,
administrators, successors, and assigns shall duly enter into and execute a contract for such construction and
shall execute and deliver the two bonds described within ten (10) days (not including Saturdays, Sundays, or
legal holidays) after the above bounden,
______________________________________________________, has received notice by and from the
said City of San Luis Obispo that said contract is ready for execution, then this obligation shall become null
and void; otherwise, it shall be and remain in full force and virtue.
IN WITNESS WHEREOF, we hereunto set our hands and seals this ___ day of ______, 20____.
Bidder Principal:
Signature Date
Title:
Surety:
Bidder's signature is not required to be notarized. Surety's signature must be notarized.
Equivalent form may be substituted
(Rev. 6-30-14)
Page 142 of 845
SPECIAL PROVISIONS
1
SPECIAL PROVISIONS
ORGANIZATION
Special provisions are under headings that correspond with the main section heading of
the Standard Specifications. Each special provision begins with a revision clause that
describes or introduces a revision to the Standard Specifications. Any paragraph added
or deleted by a revision clause does not change the paragraph number of the Standard
Specifications for any other reference to a paragraph of the Standard Specifications.
DIVISION I GENERAL PROVISIONS
1 GENERAL
Add to Section 1-1.01 General
The work must be done in compliance with the City of San Luis Obispo, Department of
Public Works:
1. ROOFING REPLACEMENT AT FIRE STATION 1 ADMINISTRATION & FLEET
MAINTENANCE Special Provisions
2. City of San Luis Obispo Standard Specifications and Engineering Standards –
2020 edition
3. State of California, Department of Transportation Standard Specifications and
Standard Plans – 2018 edition
In case of conflict between documents, governing ranking must comply with s ection 5-
1.02 of the City of San Luis Obispo’s Standard Specifications.
Failure to comply with the provisions of these sections is a material breach of contract:
1. Sections 5 through 8 of the Standard Specifications
2. Section 12 through 15 of the Standard Specifications
3. Section 77-1 of the Standard Specifications
4. Section 81 of the Standard Specifications
5. authorized working hours
6. OSHA compliance
2 BIDDING
Replace Section 2-1.33A with:
Furnish bid using blank forms provided in the Special Provisions. Bid must include all
forms and must be signed by the bidder.
3 CONTRACT AWARD AND EXECUTION
No further modifications.
Replace 1st and 2nd paragraph in Section 3-1.18 with (for accelerated work)
Upon notification of project award, return:
Page 143 of 845
SPECIAL PROVISIONS
SPECIAL PROVISIONS
2
1. executed contract
2. insurance
3. contract bonds
within five business days after the bidder receives the contract.
4 SCOPE OF WORK
Add to Section 4-1.03 Work Description
Comply with the provisions of Appendix B – Project Specific Specifications (s) X [these
section number should match the SS numbers listed in the Bid Item List]….for general,
material, and construction, and payment specifics.
Add Section 4-1.03A Project Specific Signage {Include for Measure Y & G
projects}
Maintain Revenue Enhancement Funding signage in work area. Return Revenue
Enhancement Funding signs at the end of the project or upon the Engineer’s request.
5 CONTROL OF WORK
Remove City additions to Section 5-1.36B
6 CONTROL OF MATERIALS
Add to Section 6-2.03 Department Furnished Materials
The Engineer will furnish Sales Tax signs mounted to moveable barricades. Maintain
Sales Tax signage in work area. Return Sales Tax signs at the end of the project or upon
the Engineer’s request. [delete for non-Measure Y or G]
Refer to Project-Specific Specification section 013300 Submittal Procedures for
restrictions on project substitutions.
7 LEGAL RELATIONS AND RESPONSIBILITY TO THE PUBLIC
Add to Section 7-1.03B Traffic Control Plan
Work hours are restricted to 00 a.m. to 00 p.m. on X Street. [Discuss with Traffic]
Provide traffic control plan and traffic control application at or before the preconstruction
meeting. Traffic control plan must be drawn to scale. Traffic control application may be
obtained on the City’s website:
Page 144 of 845
SPECIAL PROVISIONS
SPECIAL PROVISIONS
3
www.slocity.org/government/department-directory/public-works/documents-
online/construction-documents
Upon approval of the traffic control plan, the City will issue a no-fee Encroachment Permit.
Permittee is responsible to comply with all conditions of the traffic control plan. Complete
work using due diligence to restore free flowing of traffic.
8 PROSECUTION AND PROGRESS
Section 8-1.02A Schedule
Provide a Level 1 schedule for this work.
Add to 8-1.04B (for accelerated start)
Contract time will start on the first Monday after preconstruction meeting.
DIVISION II GENERAL CONSTRUCTION
13 WATER POLLUTION CONTROL
Retain Section 13-2.03 CONSTRUCTION
Sections applicable only for road construction do not apply.
14 ENVIRONMENTAL STEWARDSHIP
Retain Section 14-9 AIR QUALITY
Retain Section 14-10 SOLID WASTE DISPOSAL AND RECYCLING
Retain Section 14-11 HAZARDOUS WASTE AND CONTAMINATION
Add to Section 14-9.02A
The City has obtained an annual permit for construction from the Air Pollution Control
District (APCD). The annual APCD permit and construction log files are located on the
City’s website:
http://www.slocity.org/government/department-directory/public-works/documents-
online/construction-documents
You are required to comply with the APCD permit including all notification and
construction logs using the appropriate equipment. Provide training to all workers in the
construction area.
Page 145 of 845
SPECIAL PROVISIONS
SPECIAL PROVISIONS
4
You must comply with section 77-1 of the standard specifications.
Add to Section 14-9.02C
Where contamination is encountered, you are responsible to:
1. monitor
2. record
3. report
H2S and Hydrocarbon FID readings taken every hour during work in the contamination
zone or as directed by the Engineer.
Appropriate Personal Protective Equipment (PPE) must be used.
Add to Section 14-9.02D
Full compensation for APCD compliance and applicable engineering standards is
included in the payment for other bid items unless a bid item of work is shown on the bid
list item.
Add to Section 14-11.01
14-11.01A(1) Contamination Site Information
[Attempt to determine if the work area is likely to encounter contaminated soil. If so, use
the following language identifying the contaminate and confirming with the owner where
the material is to be disposed of.]
There is a potential of soil contamination in the work area. Known areas of soil and
groundwater contamination as identified by the County Department of Health are:
Site Location Prior or Current Use
Listed below are the highest known contamination and type of contamination.
Site Location Contaminate
14-11.02B(1) Disposal Location
The owners of the contaminated soil have been put on notice and have requested the
material for their site be delivered to the following locations. Once delivered, the material
is site owner’s property.
Page 146 of 845
SPECIAL PROVISIONS
SPECIAL PROVISIONS
5
Site Disposal Site
The City reserves the right to use other forces for exploratory work to identify and
determine the extent of contaminated material and for removing contaminated material.
15 EXISTING FACILITIES
Refer to Project-Specific Specification section 011000 Summary of Work for project-
specific restrictions on use of existing facilities, coordination with occupants and work
restrictions.
Refer to Project-Specific Specification section 017700 Closeout Procedures for
requirements linked to completion of the project including final cleaning and any repair of
existing conditions.
16 TEMPORARY FACILITIES
Refer Project-Specific Specification section 99-015000 Temporary Facilities for project-
specific temporary facility requirements.
99 BUILDING CONSTRUCTION
Refer Project-Specific Specifications in APPENDIX B.
Page 147 of 845
APPENDIX A
APPENDIX
1
APPENDIX A - FORM OF AGREEMENT
THIS AGREEMENT, made on this ______ day of ___________, 20__, by and between
the City of San Luis Obispo, a municipal corporation and charter city, San Luis Obispo
County, California (hereinafter called the Owner) and COMPANY NAME (hereinafter called
the Contractor).
WITNESSETH:
That the Owner and the Contractor for the consideration stated herein agree as follows:
ARTICLE 1, SCOPE OF WORK: The Contractor shall perform everything required to be
performed, shall provide and furnish all of the labor, materials, necessa ry tools,
expendable equipment, and all utility and transportation services required to complete all
the work of construction of
NAME OF PROJECT, SPEC NO.
in strict compliance with the plans and specifications therefor, including any and all
Addenda, adopted by the Owner, in strict compliance with the Contract Documents
hereinafter enumerated.
It is agreed that said labor, materials, tools, equipment, and services shall be furnished and
said work performed and completed under the direction and supervision and subject to the
approval of the Owner or its authorized representatives.
ARTICLE II, CONTRACT PRICE: The Owner shall pay the Contractor as full consideration
for the faithful performance of this Contract, subject to any additions or deductions as
provided in the Contract Documents, the contract prices as follows:
Item
No.
Item Unit of
Measure
Estimated
Quantity
Item Price
(in figures)
Total
(in figures)
1.
2.
3.
BID TOTAL: $ .00
Payments are to be made to the Contractor in compliance with and subject to the provisions
embodied in the documents made a part of this Contract.
Should any dispute arise respecting the true value of any work omitted, or of any extra work
which the Contractor may be required to do, or respecting the size of any payment to the
Contractor, during the performance of this Contract, said dispute shall be decided by the
Owner and its decision shall be final, and conclusive.
Page 148 of 845
APPENDIX A
APPENDIX
2
ARTICLE III, COMPONENT PARTS OF THIS CONTRACT: The Contract consists of the
following documents, all of which are as fully a part thereof as if herein set out in full, and if
not attached, as if hereto attached:
1. Notice to Bidders and Information for Bidders
2. Standard Specifications and Engineering Standards
3. Special Provisions, any Addenda, Plans and Contract Change Orders
4. Caltrans Standard Specifications and Standard Plans 2018
5. Accepted Bid and Bid Bond
6. List of Subcontractors
7. Public Contract Code Sections 10285.1 Statement
8. Public Contract Code Section 10162 Questionnaire
9. Public Contract Code Section 10232 Statement
10. Labor Code Section 1725.5 Statements
11. Bidder Acknowledgements
12. Qualifications
13. Non-collusion Declaration
14. Agreement and Bonds
15. Insurance Requirements and Forms
ARTICLE IV INDEMNIFICATION: The Contractor shall indemnify, defend with legal
counsel approved by City, and hold harmless City, its officers, officials, employees and
volunteers from and against all liability, loss, damage, expense, cost (including without
limitation reasonable legal counsel fees, expert fees and all other costs and fees of
litigation) of every nature arising out of or in connection with the Contractor’s negligence,
recklessness or willful misconduct in the performance of work hereunder or its failure to
comply with any of its obligations contained in this Agreement, except such loss or damage
which is caused by the sole or active negligence or willful misconduct of the City. Should
conflict of interest principles preclude a single legal counsel from representing both the City
and the Contractor, or should the City otherwise find the Contractor’s legal counsel
unacceptable, then the Contractor shall reimburse the City its costs of defense, including
without limitation reasonable legal counsel fees, expert fees and all other costs and fees of
litigation. The Contractor shall promptly pay any final judgment rendered against the City
(and its officers, officials, employees and volunteers) with respect to claims determined by
a trier of fact to have been the result of the Contractor’s negligent, reckless or wrongful
performance. It is expressly understood and agreed that the foregoing provisions are
intended to be as broad and inclusive as is permitted by the law of the State of California
and will survive termination of this Agreement.
The Contractor obligations under this section apply regardless of whether such claim,
charge, damage, demand, action, proceeding, loss, stop notice, cost, expense, judgment,
civil fine or penalty, or liability was caused in part or contributed to by an Indemnitee.
However, without affecting the rights of the City under any provision of this agreement, the
Contractor shall not be required to indemnify and hold harmless the City for liability
attributable to the active negligence of AGENCY, provided such active negligence is
Page 149 of 845
APPENDIX A
APPENDIX
3
determined by agreement between the parties or by the findings of a court of competent
jurisdiction. In instances where the City is shown to have been actively negligent and where
the City’s active negligence accounts for only a percentage of the liability involved, the
obligation of the Contractor will be for that entire portion or percentage of liability not
attributable to the active negligence of the City.
ARTICLE V. It is further expressly agreed by and between the parties hereto that should
there be any conflict between the terms of this instrument and the bid of said Contractor,
then this instrument shall control and nothing herein shall be considered as an acceptance
of the said terms of said bid conflicting herewith.
IN WITNESS WHEREOF, the parties to these presents have hereunto set their hands this
year and date first above written.
CITY OF SAN LUIS OBISPO
A Municipal Corporation
__________________________________
Derek Johnson, City Manager
APPROVED AS TO FORM CONTRACTOR:
Name of Company
________________________________
By:________________________________
J. Christine Dietrick
City Attorney
Name of CAO/President
Its: CAO/PRESIDENT
Page 150 of 845
Item 5h
Department: Administration
Cost Center: 1006 & 1007
For Agenda of: 7/6/2021
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Molly Cano, Tourism Manager
SUBJECT: ADOPTION OF FY 2021-22 COMMUNITY PROMOTIONS PROGRAM -
TBID & PCC
RECOMMENDATION
As recommended by the Tourism Business Improvement District (TBID) Board and the
Promotional Coordinating Committee (PCC):
1. Authorize the City Manager to enter into various contracts and program expenditures
for the TBID not to exceed the 2021-22 program budget of $1,215,000 (excludes
staffing costs), based on the recommendations by the TBID Board and the adopted
TBID Fund revenue projections as part of the 2021 -23 Financial Plan and approved
2021-22 budget; and
2. Authorize the City Manager to enter into contracts utilizing the TBID Fund un-
appropriated fund balance from the 2020 -21 fiscal year, following the completion of
the City’s audit and approved annual comprehensive financial statements, for tourism
marketing expenditures in 2021-22 based on the recommendations by the TBID
Board; and
3. Authorize the City Manager to use the TBID Fund Reserve of $100,000 for tourism
marketing expenditures in 2021-22 in accordance with the TBID reserve policy; and
4. Authorize the City Manager to enter into various contracts and program expenditures
for Community Promotions not to exceed the 2021-22 program budget of $367,000
(excludes staffing costs) based on the recommendations by the PCC.
REPORT-IN-BRIEF
The City’s Community Promotions program is comprised of the Tourism Business
Improvement District (TBID) and the Promotional Coordinating Committee (PCC). While
these advisory bodies have separate program functions and budgets, together they both
work to promote San Luis Obispo locally, regionally, nationally, and internationally.
Tourism Business Improvement District
After thorough review and consideration, the TBID Board has identified the following
program priorities and budget allocations for the focus of the TBID marketing efforts in
fiscal year 2021-22.
Page 151 of 845
Item 5h
1. Tourism Marketing Services: the TBID will maintain the largest budget allocation
(approximately 52%) towards their marketing service agreement with the
contracted agency-of-record Noble Studios. This the second year of the current
two-year agreement, with an opportunity to extend for an additional two-year term.
2. Content Marketing Services: in order to efficiently manage the ShareSLO
channels, the TBID will be retaining local content marketing services for the
strategy and management of the ShareSLO program. The vendor will be selected
through an RFP process in accordance with the City’s purchasing policies.
3. Chamber of Commerce Contract Services: the renewal of agreements with the
San Luis Obispo Chamber of Commerce for Guest Services and Public Relations
through contracted work efforts.
4. Sustainability Promotion: the TBID will allocate 1% of TBID revenue for a
sustainability initiative aimed at offsetting the cardon impact of visitors in the
community.
5. Membership in Industry Associations & Programs: including the Central Coast
Tourism Council, the California Travel Association, California Hotel and Lodging
Association and the annual membership for the TBID with SLO Coast Wine
Collective.
6. Research & Program Development: the TBID has earmarked up to $80,000 or
5.5% of the budget for research and program development in alignment with the
2019-24 TBID Strategic Plan. This budget area is slated to include projects like a
Tourism Economic Impact Study, Destination Stewardship Assessment and Plan,
and the development of a TBID Sales Strategy.
7. Contingency Fund: the TBID has allocated an operating program contingency fund
of $41,000 for the funding of opportunity projects that may arise including event
sponsorships or other marketing expenses.
Promotional Coordinating Committee
As stated in the advisory body bylaws:
“The purpose of the PCC is to advise the Council in working to improve the
quality of life for all City residents and our visitors. The Committee
recommends projects to help promote the City as a regional trade,
recreation, and tourist center, consistent with community goals.”
As the City advances in the recovery work from the impacts of COVID -19, the PCC has
identified allocations of its program budget to support that effort along with other project
to advance community promotions. The following progra m priorities and budget
allocations are the focus of the community promotions efforts in fiscal year 2021 -22:
1. Chamber of Commerce Contract Services: the renewal of three agreements with
the San Luis Obispo Chamber of Commerce for the two-year agreements for
Visitor Center operations; the shared Public Relations services in partnership with
the TBID; GIA Promotional Support; and the production & distribution of the City
tear-off maps.
Page 152 of 845
Item 5h
2. Community Placemaking & Recovery Projects: funds available for the
development of new projects to enhance the quality of life in San Luis Obispo
through strategic placemaking or recovery investments in alignment with the
adopted 2021-23 Major City Goal work efforts and other projects to support
community promotion.
3. Modified GIA program: based on the success of the 2020-21 Modified GIA
program, the PCC will be continuing the modified program in FY 2021-22 while the
events in the community recover and return following the COVID -19 restrictions.
The program is funded at $100,000 total for the fiscal year and will provide to 25
grants annually at $4,000 each. Applications will be reviewed monthly until the all
the available grants have been awarded.
DISCUSSION
Background
With the adoption of the 2021-23 Financial Plan, the City Council approved the program
budget and defined the work program for the Community Promotions program and the
TBID. Both programs are overseen and administered by advisory bodies to the City
Council. The PCC makes recommendations regarding the use of Community Promotions
funding and the TBID Board recommends the use of the TBID assessment. Both advisory
bodies established recommendations for use of funding in FY 2021-22 with respective
contract considerations.
Tourism Business Improvement District
The TBID began the program development and budget allocation process in March 2021
by discussing the goals, priorities, and direction for the 2021-22 TBID program. During
this process, the TBID Board communicated the importance of continuing to align the
budget direction, program priorities and funding commitments with the implementation of
the TBID’s strategic clarity plan imperatives which had been revised in January 2021 in
response to the changed tourism environment due to COVID -19. (Attachment A- 2019-
24 Revised TBID Strategic Plan)
The revised TBID strategic initiatives are to:
1. Elevate the SLO Brand and Experience
2. Deliver Smart Growth
3. Build Meaningful Partnerships
4. Ensure Organizational Excellence
5. Foster Destination Resilience – new addition
The revised plan amplified the focus on destination recovery and management through
the efforts of resiliency, stewardship and the integration of the City’s priories into the
TBID’s marketing efforts.
Page 153 of 845
Item 5h
In the budget deliberation, the TBID Board - with the recommendation from the
Management Committee - considered all activity and program commitments including
strategic partnerships and contracts, marketing and advertising, events promotions,
tradeshows, tourism organization and research, and support.
Marketing Services Contracts
The TBID is currently in a two-year agreement with Noble Studios for marketing services
as a result of a successful RFP process in the Spring of 2020. Initially the TBID published
the RFP for marketing services at $1 million p er fiscal year, however due to COVID-19
budget impacts, the awarded contract was reduced by half. This resulted in a base
contract amount with the selected vendor Noble Studios at $500,000, which includes the
account management scope of work and the paid media investment.
As the TBID plans for recovery, the marketing services and paid media for the TBID are
of top priority. In FY 2021-22 the TBID Board recommends amending the current
agreement in the amount of $263,000 to provide additional funding to Nob le Studios to
account for increase in media spend and agency support in the recovery year.
In addition, the TBID has published an RFP for Content Marketing Services related to the
management and curation of the social media channels for #ShareSLO. The ve ndor will
be selected through an RFP process in accordance with the City’s purchasing policies
with the contract commencing September 2021.
In May, the TBID Board received a proposal presentation from the SLO Chamber of
Commerce for the continuation of various contract partnerships. Based on the content of
the proposals and the recommendation from the Management Committee, the TBID
Board recommends that Council authorize the City Manager to enter into separate
contracts with the SLO Chamber of Commerce for the specified programs (Attachment
B, June 9, 2021 TBID Minutes DRAFT; Attachment C, 2021-23 SLO Chamber TBID
Proposal):
1. Public Relations: The Board recommends funding the Public Relations contract
(shared with the PCC) in the TBID amount of $45,000 for a two-year agreement.
2. Guest Services: The Board recommends full funding of the proposal for Guest
Services in the amount of $47,500 which includes the continuation of the phone &
availability service and the special promotions support service.
Research, Development and Special Promotions
In FY 21-22 the TBID will be making a significant investment in Research and
Development including special promotions. This emphasis and investment are intended
to support the advancement of the initiatives outlined in the revised strategic plan for
projects like a Tourism Economic Impact Study, Destination Stewardship Assessment
and Plan, and the development of a TBID Sales Strategy. These programs will be
developed throughout the year in alignment with the project timeline established for the
strategic plan implementation.
Page 154 of 845
Item 5h
In addition, the TBID will be partnering with the Office of Sustainability on the development
of an initiative aimed at offsetting the carbon impact of visitors in San Luis Obispo. The
TBID has allocated 1% of the 2021-22 projected revenue to this new program.
Industry Associations & Programs
The Board also considered membership and programs with the following industry
associations within California:
1. Central Coast Tourism Council (CCTC): The Board recommends maintaining
membership with the CCTC in the amount up to $1000.
2. California Travel Association (CalTravel): The Board recommends membership
with the CalTravel organization in the amount up to $1000.
3. SLO Coast Wine Collective: The Board recommends membership with the SLO
Coast Wine Collective in the amount up to $5,000.
4. California Hotel and Lodging Association (CHLA): The Board recommends the
investment in the TBID constituent membership in the amount of $27,286.
The remaining TBID program funds are allocated to program expenses including
cooperative marketing opportunities with organizations like Visit SLO CAL or CCTC,
attendance at industry conferences and additional partnerships, Smith Travel Reports,
and marketing and promotional initiatives. (Attachment D– 2021-22 TBID Line-Item
Budget)
Any un-appropriated fund balance from 2020 -21 will be used for marketing programs in
2021-22. These expenditures will be reviewed and approved by the TBID Board.
Promotional Coordinating Committee
The purpose of the PCC is to enhance the quality of life f or residents of San Luis Obispo
and to enhance the quality of experience for visitors to San Luis Obispo. This mission
was the guiding force behind the budget consideration for the PCC. During the June 9,
2021 meeting, the PCC finalized the 2021-22 budget allocations including the
continuation of Visitor Services and Public Relations efforts, strategic initiative investment
for community placemaking and recovery efforts, and the funding of the GIA program.
(Attachment E – 2021-22 PCC Line-Item Budget; Attachment F– June 9, 2021 PCC
Minutes DRAFT)
Chamber of Commerce Contract Services
During the May 2021 meeting, the PCC received a presentation from the Chamber of
Commerce for the proposed on-going contract services, which include Visitor Center
Operations, shared Public Relations services in partnership with the TBID, marketing and
public relations support of the GIA recipients, and the production of the City tear-off-maps.
The Chamber requested an increase in contract funding for Public Relations but
maintained the same funding level for Visitor Center Operations, marketing and public
relations support of GIA recipients, and the production of the City tear-off-maps. The
proposal (Attachment G) also included the request for two-year agreements for Visitor
Center Operations, GIA Support, and Public Relations.
Page 155 of 845
Item 5h
During deliberations at the May meeting, the Committee determined that it was of high
priority to maintain contract services with the Chamber of Commerce and decided to fully
fund and authorize all the proposals for the 2021 -22 fiscal year including the
establishment of two-year agreements for the Visitor Center Operations, GIA Support,
and Public Relations contingent on second-year budget appropriations. (Attachment H –
Minutes May 12, 2021, PCC Minutes)
Grants-In-Aid (GIA)
The PCC has been offering Cultural GIA funding for decades. Local non -profit
organizations utilize the funding to provide cultural, recreational, or social activities in our
community. In FY 2020-21 due to COVID-19 and the restrictions on large group
gatherings, the PCC modified the regular Cultural GIA application process and
established a modified program that met the needs of the commu nity. Based on the
success of the program, the PCC has decided to maintain the modified process through
FY 2021-22. The Modified GIA program will continue to be available throughout the year
on a monthly consideration process. While the full program will be allocated at $100,000,
the funding for individual non-profit applicants will be set at $4,000 available for up to
twenty-five organizations and the program will be discontinued once the funding has been
exhausted. Additionally, if not all FY 2021-22 grant funding is awarded then the PCC will
request the ability to carry forward the remaining funds to the second year of the financial
plan for use in the 2022-23 GIA program.
The remaining Community Promotions program funds are allocated to program expenses
including attendance at industry conferences, additional partnerships, and marketing and
promotional initiatives. (Attachment E– 2021-22 PCC Line-Item Budget).
Previous Advisory Body Action
The following advisory body actions were taken to suppo rt these recommendations:
TBID approval of the line-item budget and contract terms on June 9, 2021 , and
recommended to City Council for approval. (Attachment B - June 9, 2021, TBID
Minutes DRAFT)
PCC approval of the line-item budget on June 9, 2021, and contract terms on
May12, 2021 and recommended to City Council for approval. (Attachment F –June
9, 2021 PCC Minutes DRAFT; Attachment H –May 12, 2021 PCC Minutes)
Policy Context
As referenced in the City’s Municipal Code, Section 12.42.030 (Authorize d Use), TBID
revenue is used for the promotion of tourism.1
1 12.42.030 – Authorized Use: A. The general promotion of tourism within the district is to include costs
as specified in the business plan to be adopted annually by the city council.
Page 156 of 845
Item 5h
Public Engagement
The public engagement was adequately done in order to prepare these recommendations
to City Council. All Advisory Body Meetings for the TBID and PCC were noticed in
accordance with Brown Act standards.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
action in this report, because the action does not constitute a “project” under CEQA
Guidelines sec. 15378.
FISCAL IMPACT
Budgeted: Yes (Pg. 139 and 362 of the 2021-23 Financial Plan) Budget Year: 2021-22
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ 405,085 $ 405.085 $0 $0
State
Federal
Fees
Other: TBID $1,444,000 $1,444,000 $0 $0
Total $1,849,085 $1,849,085 $0 $0
The FY 2021-22 budget projected TBID revenue based upon 20% of budgeted Transient
Occupancy Tax revenue at $1,444,000 as can be referenced on page 362 of the City
Financial Plan. Staff recommends that the Council fully appropriate the TBID budget for
various contracts and program expenditures as outlined in this report and at the
recommendation of the TBID Board. It is the fiscal responsibility of the TBID to utilize the
maximum amount of revenue each year to further the marketing reach through the
district’s promotional efforts. In the event that TBID revenues do not reach budget
projections, staff recommends that the Council authorize the City Manager to utilize funds
in the TBID Fund Reserve to offset those revenues.
The total FY 2021-22 program budget for Community Promotions (PCC) is $405,085, as
can be referenced on page 139 of the City’s adopted 2021-23 Financial Plan.
Page 157 of 845
Item 5h
ALTERNATIVES
The Council could choose to fund the contracts at different levels or modify the scope of
services. The advisory bodies and staff do not recommend adjustments, as the proposed
expenditures are the result of careful review, discussion, and negotiations between the
parties.
ATTACHMENTS
A – Revised SLO TBID 2019-24 Strategic Plan
B – June 9, 2021 TBID Minutes DRAFT
C – 2021-23 TBID Chamber Proposal
D – 2021-22 TBID Line-Item Budget
E – 2021-22 PCC Line-Item Budget
F – June 9, 2021 PCC Minutes DRAFT
G – 2021-23 PCC Chamber Proposal
H – May 12, 2021 PCC Minutes
Page 158 of 845
San Luis Obispo TBID
Strategic Direction 2019—2024
VISION MISSION VALUES REPUTATION POSITION
A welcoming community
with a vibrant economy that
enriches the lives of visitors and
residents alike
We share the abundance of
SLO, driving the lodging
economy and serving as the
voice of our stakeholders
• Service
• Leadership
• Adaptability
• Collaboration
• Essential
• Approachable
• Strategic
• Driven
• Effective
The SLO TBID stewards the brand of San Luis Obispo and represents its lodging
partners, driving overnight stays by:
• Telling the San Luis Obispo story via targeted marketing content and activities
• Serving as a convener and subject matter expert for tourism conversations impacting
the destination
• Advancing strategic partnerships that extend the reach and influence of the
SLO TBID
IMPERATIVES OBJECTIVES INITIATIVES
Elevate the SLO Brand and Experience
• Increase visitor awareness in target markets
• Increase positive visitor perception
• Integrate the City’s priorities into the execution of the TBID’s marketing strategies
• Identify the core SLO identity and develop a plan to market it
• Develop a TBID Destination Stewardship approach
• Identify opportunities to influence community placemaking and destination
management efforts
Deliver Smart Growth
• Exceed California’s RevPAR growth over FY21 baseline
• Year-over-year growth in ratio of weekday to weekend occupancy
• Develop an approach to monitoring local sentiment related to tourism
• Influence the SLO conference center development plan and effort
• Identify structure & budget allocation for mid-week and group business
• Develop a local business travel program to drive visitation
Build Meaningful Partnerships
• Increase average Earned Partnership Value score over 2022 baseline
• Grow economic impact of tourism in SLO by 2024, over 2017 baseline
• Identify and develop BOLD partnerships that generate overnight stays
• Create a partnership management plan using measurable goals that are in line with
our TBID Mission
Ensure Organizational Excellence
• Growth in member newsletter open rates
• Growth in stakeholder satisfaction score on survey
• Establish and document a process to execute, evaluate and track strategic plan
• Identify opportunities to streamline governance and leverage constituency of TBID
Foster Destination Resilience
• Year-over-year growth in TOT over FY21 baseline • Implement COVID-19 Response Plan
• Document lessons learned from COVID era to feed resilience assessment
• Perform a destination resilience assessment
KEY:
Priority 1 | Priority 2 | Priority 3
Page 159 of 845
Page 160 of 845
DRAFT Minutes – Tourism Business Improvement District Board Meeting of 6/9/2021 Pg. 1
Minutes - DRAFT
TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD
Wednesday, June 9, 2021
Regular Meeting of the Tourism Business Improvement District Board
CALL TO ORDER
The regular teleconference meeting of the San Luis Obispo Tourism Business Improvement District Board
was called to order on June 9, 2021 at 10:02 a.m. held via teleconference by Chair John Conner.
ROLL CALL
Present: Chair John Conner, Vice Chair LeBren Harris and members, Pragna Patel-Mueller (arrived
10:17 a.m.), David Smith (arrived at 10:13 a.m.) Natalie Ward, Stephanie Bolles and Matt
Wilkins
Absent: none.
Staff: Tourism Manager Molly Cano and Tourism Coordinator Chantal Stewart
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
None.
--End of Public Comment--
CONSENT ITEMS
ACTION: MOTION BY BOARD MEMBER HARRIS SECONDED BY BOARD VICE CHAIR
BOLLES, CARRIED 5-0-2 (SMITH AND PATEL-MUELLER ABSENT) TO APPROVE THE
CONSENT AGENDA ITEMS 1 THRU 9.
C.1 Minutes of Meeting on Wednesday, May 12, 2021
C.2 Minutes of Special Meeting on Thursday, May 13, 2021
C.3 Smith Travel Report
C.4 Transient Occupancy Tax (TOT) Report
C.5 Chamber Public Relations Monthly Report
C.6 Chamber Guest Services Monthly Report
C.7 Noble Studios & DCI Marketing Monthly Report
C.8 Marketing Committee: Co-Op Program Commitments Report
C.9 SLO TBID Resilience Assessment Report
BUSINESS ITEMS
1. SLO CAL EVENTS AND FESTIVALS STRATEGY
Melissa Murray, Destination Management Project Manager from Visit SLO CAL presented the
Experience SLO CAL 2050 Events and Festivals Strategy project scope. Highlighted components
included the development and implementation of a county-wide event calendar with a plug-in to
VisitSLO.com with work planned to begin in October 2021. The Board had no questions or
discussion on a recommendation for City’s support and participation in the process.
Page 161 of 845
DRAFT Minutes – Tourism Business Improvement District Board Meeting of 6/9/2021 Pg. 2
Public Comment
None.
--End of Public Comment--
ACTION: MOTION BY BOARD MEMBER YOUNG-HARRIS SECONDED BY BOARD MEMBER
BOLLES, CARRIED 7-0-0 to move forward with supporting the Visit SLO CAL Events and Festival
Strategy MOU as a recommendation to City for support and participation in the process.
2. SLO TBID BRAND ASSET PRODUCTION
Tourism Manager Cano presented the recommendation from the Marketing Committee to allocate up
to $50k from the FY 20-21 contingency budget for SLO TBID photography and videography
production through Noble Studios. The Board had no questions or discussion.
Public Comment
None.
--End of Public Comment--
ACTION: MOTION BY BOARD MEMBER WILKINS SECONDED BY BOARD MEMBER WARD,
CARRIED 7-0-0 to move forward with the Marketing Committee recommendation as is to allocate up to
$50K from the FY 2020-21 contingency budget line item for photography and videography production
managed by Noble Studios.
3. FY 2021-22 TBID PROGRAM BUDGET
Tourism Manager Cano presented the recommended FY 2021-22 TBID program operating budget
allocations for Board approval and recommendation to City Council. Highlighted changes to the 21-
22 budget as recommended by the Management Committee are the agency contract increasing from
$500K to $650K ($275K towards the media spend and $375K for standard agency fees) and the
development of a sales strategy pulled from the research and program development line item. Board
members discussed the option of increasing the paid media amount up to $375 to be pulled from this
FY 2020-21 contingency line item to prepay for some services and contracts. By consensus, members
agreed that it makes sense to free up budget for the summer months and that it could be useful to have
additional paid media budget available as and if needed.
Public Comment
None.
--End of Public Comment--
ACTION: MOTION BY BOARD MEMBER HARRIS SECONDED BY BOARD MEMBER BOLLES,
CARRIED 7-0-0 to increase the proposed paid media budget by $100K for a total of up to $375K
increasing the overall agency contract to $750K for the FY 2021-22 and to prepay the Cal Poly Athletics
Contract, Media Monitoring Services and CrowdRiff renewal from the current contingency budget line
item.
ACTION: MOTION BY BOARD MEMBER SMITH SECONDED BY BOARD MEMBER HARRIS,
CARRIED 7-0-0 to approve the FY 2021-22 TBID program budget as recommended with the discussed
budget adjustments and to recommend to City Council for approval.
4. TBID CONTRACT CONSIDERATIONS
Tourism Manager Cano presented the recommended TBID contract commitments to Cal Poly
Athletics for a two-year term, the amendment to the second year of the two-year contract with Noble
Studios to $750K and the Chamber of Commerce’s Public Relations and Guest Services contracts as
presented for Board approval.
Page 162 of 845
DRAFT Minutes – Tourism Business Improvement District Board Meeting of 6/9/2021 Pg. 3
Public Comment
None.
--End of Public Comment--
ACTION: MOTION BY BOARD MEMBER WILKINS SECONDED BY BOARD MEMBER SMITH,
CARRIED 6-0-1 (HARRIS RECUSED FROM Cal Poly Athletics and Chamber of Commerce contract
recommendations due to conflicts of interest) to move forward with the contracts as recommended by the
Management Committee.
5. CONTENT MARKETING SERVICES RFP
Staff presented the draft RFP for Content Marketing Services for Board discussion and
recommendation to City Council. There were no suggested edits to the presented RFP or timeline.
Board members formed a taskforce including members Smith, Ward and Patel-Mueller to review
proposals and to recommend suggested contractors to the TBID Board for final interviews.
Public Comment
None.
--End of Public Comment--
ACTION: MOTION BY BOARD MEMBER WARD SECONDED BY BOARD MEMBER SMITH,
CARRIED 7-0-0 to move forward with the Content Marketing Services RFP as presented.
6. BRAND EQUITY RESEARCH CONSIDERATION
The Board received additional information and clarification from marketing members and agency
representatives on the proposed Brand Equity research. The Marketing Committee recommended the
proposed project for up to $65K and to be funded from the FY 20-21 contingency budget.
Public Comment
None.
--End of Public Comment--
ACTION: MOTION BY BOARD MEMBER WILKINS SECONDED BY BOARD MEMBER SMITH,
CARRIED 7-0-0 to move forward with the proposed Brand Equity Research for up to $65K and to be
funded from the FY 20-21 contingency budget line item.
TBID LIAISON REPORTS AND COMMUNICATION
1. HOTELIER UPDATE –
a. Dusty Colyer-Worth reported that most properties are sold out for graduation weekend.
Conner reported that many current visitors are trying to reserve not knowing that it is
graduation weekend and Harris reported that she is receiving bookings for next year’s CP
graduation.
b. Harris reported meeting with Sandy Wirick the new Area Director of Sales & Marketing for
Embassy Suites
2. MARKETING COMMITTEE UPDATE – None.
3. MANAGEMENT COMMITTEE UPDATE – None.
4. PCC UPDATE – Chair Conner reported on activities such as banners, neighborhood map and contractor
proposals.
Page 163 of 845
DRAFT Minutes – Tourism Business Improvement District Board Meeting of 6/9/2021 Pg. 4
5. VISIT SLO CAL UPDATE – Tourism Manager Cano reported and highlighted that Cathy Tull is the
new COO and will be relocating to SLO CAL and is leading the efforts for the month of July while
Chuck Davison will be on sabbatical. Additionally, VSC has started a hospitality jobs board.
6. TOURISM PROGRAM UPDATE – Staff reported and highlighted the below:
a. COVID-19 update – San Luis Obispo County is now in the yellow tier as of this morning
b. Google Destination Co-op continues and Tourism Coordinator Stewart has seen positive
progress in the destination’s google photos. Collectively the TBID has over seven million
views on uploaded photos and will be participating in the VSC photo shoot on June 21st,
2021 due to completing priority buy-in items.
c. Dates to remember –
i. July 6, 2021 is the Council Meeting where the TBID budget will be reviewed
ii. July 7, 2021 10 am Marketing Meeting
iii. July Management Meeting is cancelled
iv. July 14, 2021 10 am Board Meeting
ADJOURNMENT
The meeting was adjourned at 11:39 a.m. The next Tourism Business Improvement District Board meeting
will be a special meetin and is scheduled for Thursday, July 14, 2021 at 10:00 a.m. held remotely and via
teleconference.
APPROVED BY THE TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD: XX/XX/XXXX
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May 2021
Proposal to the City of San Luis Obispo
Tourism Business Improvement District
May 2021
Guest Services and Public Relations
Purpose:Build on the partnership between the San Luis Obispo Chamber of Commerce and the
City of San Luis Obispo’s Tourism Business Improvement District to strengthen San Luis Obispo as
an unforgettable place where visitors engage in a unique lifestyle they aspire to live, become
emotionally attached and return to for renewal.
Expertise:The San Luis Obispo Chamber of Commerce looks forward to building on our existing
strengths including a successful track record of promoting San Luis Obispo, strong relationships
throughout the community as well as extensive experience providing public relations and visitor
services.
Looking forward:For more than 50 years, the Chamber has worked with the City of San Luis
Obispo to improve the quality of life and economic vitality of our community. We continue to
seek new opportunities to deepen our partnership and further the understanding of San Luis
Obispo as an exceptional community to live in and visit.
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Table of Contents
Cover letter 1
Qualifications 3
Project Team 4
Proposals 5
Summary 11
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May 2021
Qualifications
The San Luis Obispo Chamber of Commerce offers a distinctive and powerful combination of
strengths to assist the Tourism Business Improvement District in fulfilling its mission and
strategic direction.
●Direct relationships with more than 1,300 local businesses that represent nearly 39,000
employees throughout the county. These long-term relationships allow us to work
cohesively with local businesses to execute promotions,projects and media visits.
●Constant interaction with visitors in our downtown Visitor Center. More than 60,000
visitors were personally greeted and assisted in 2020 and we engaged with thousands
more over the phone and digitally. The center, which is open seven days a week, is
staffed by visitor information professionals who are trained to answer questions and
accommodate requests of locals, visitors and travel writers.
●Productive relationships with the media,rooted in our 40+ years of work in San Luis
Obispo public relations. We are the go-to resource for travel writers due to the strength
of the “chamber of commerce” brand and the strong relationships we have built through
the years.
●We have a nimble, responsive PR team,which is well informed about what is happening
in the city and can capture the attention of as well as respond to journalists with timely
information, photography and contacts.
●Long-term strategic alliances with local organizations and events that attract visitors and
enhance the overall experience for tourists, including Hearst Castle, SLO Coast Wine
Collective, Cal Poly, Festival Mozaic, Downtown SLO,the PAC and the SLO Film Festival.
●Access to a library of more than 50,000 current and historical images of San Luis Obispo
and the surrounding area. The award-winning images have appeared in publications
such as National Geographic Traveler, Los Angeles Times, Outside Magazine, San
Francisco Chronicle and many more.
●The SLO Chamber continues to stay on top of the trends in tourism promotions,
working with regional, statewide, national & international partners to identify and act on
emerging trends and best practices.
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May 2021
Project Team
The SLO Chamber has an experienced, professional staff who work together to execute projects
to completion with a track record of success. The key team members who will lead the work for
the Tourism Business Improvement District include:
Dusty Colyer-Worth
Visitor Center Manager
Dusty Colyer-Worth has been leading the Visitor Center and its team of
customer service professionals since February 2016.Dusty utilizes his
background in community relations, marketing, customer service and retail
management to lead the SLO Chamber ’s guest services efforts. Dusty also
served on the City of SLO’s Diversity, Equity, and Inclusion Task Force,
Jacqui Clark-Charlesworth
Director of Communications
Jacqui Clark-Charlesworth has been with the SLO Chamber since 2018, and
brings to the team a strong background in marketing,brand development &
public relations. In this role Jacqui works to share “why ” San Luis Obispo is a
wonderful place to vacation, live, work and generally enjoy life.
Keri Forsberg
Lead Communications & Social Media Strategist
Joining the SLO Chamber staff in 2015, Lead Communications & Social Media
Strategist Keri Forsberg has a degree in Recreation,Parks and Tourism Planning
and Management from Cal Poly and specializes in social media trends and
marketing, as well as connecting community members and businesses, to
enhance the region’s tourism promotion efforts.
Jim Dantona
President / CEO
Jim Dantona’s focus is on helping local businesses prosper. He brings his
professional experience in government and personal passion in economic
development to assisting on the contracts with the TBID and PCC. In addition,
Jim comes with more than 20 years of experience in the public and private
sector helping communities thrive.
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May 2021
Proposals
Guest Services
The SLO Chamber ’s Visitor Center is in a unique position to provide the San Luis Obispo guest
with a friendly and informative experience before their arrival. This not only entices visitors to
San Luis Obispo but plays a pivotal role in the overall guest experience, encouraging travelers to
stay in and return to SLO. Through relationships developed with each of the TBID constituents
we are able to capitalize on the Visitor Center ’s significant face-to-face, phone and email traffic
to encourage travelers to stay in San Luis Obispo and match the right guest with the right
property. To this end, we are proposing to continue the current services we provide to the TBID.
The Chamber provides a hotel availability service that is currently exclusive to the TBID. Visitor
Center staff contact every TBID property each week,on behalf of the TBID, and maintain a record
of which hotels are sold out and which have availability for each Thursday, Friday and Saturday
as well as impacted weekdays throughout the year.This helps guests, who would otherwise need
to call each property on their own, easily find a room in the city. This service also allows for TBID
properties to refer their clients directly to the Visitor Center for centralized guest services. Since
July 2020, the Chamber has been able to utilize this availability information to refer TBID
properties more than 13,000 times. During the COVID-19 pandemic, this service also acted as a
vital connection point to relay and gather important information and data, and will continue to
do so as we move forward with recovery.
In addition, Visitor Center staff answer each call made to the TBID’s 1-877-SLO-TOWN phone
number, which serves as a response tool to the TBID’s advertising efforts and digital presence.
This creates the option for a ‘real person’ to assist in trip planning, ensuring that travelers
seeking personal guidance have a friendly, live voice to shape their experience of San Luis Obispo
before even arriving. The telephone dedicated TBID 1-877-SLO-TOWN line includes voicemail for
after-hours in which calls are returned during the next day ’s hours of operation. In 2021-22, the
Visitor Center will be open seven days a week, Sunday-Wednesday,9:30 a.m. – 5 p.m., and
Thursday-Saturday, 9:30 a.m. – 6 p.m. for a total of 55.5 hours a week with additional hours
added on seasonally.
This year we are also proposing the continued use of the live chat service on VisitSLO.com that
was activated mid-March 2020 to maintain additional communication avenues. As more and
more interactions are taking place in a digital arena,this provides yet another way to capture
guests’ interest in San Luis Obispo.
Promotions - Sales Support - Fulfillment
The Visitor Center also serves as a fulfillment location and customer service lead for TBID special
promotions. We look forward to collaboration on the development of promotions, serving as the
customer service outlet for guest inquiries in regards to advertised promotions, and the delivery
of promotional materials to guests upon their arrival in San Luis Obispo. We propose to continue
this partnership, but as the needs and tactics of the TBID change and adapt, we also expand this
offering to include active support of the TBID’s sales objectives and follow up and fulfillment of
information requests about San Luis Obispo that come in from other sources.
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May 2021
Scope of work
The scope of work within this proposal includes:
●Tracking room availability Thursday – Saturday through:
o Weekly email and phone calls to all constituents as well as additional tracking
for impacted weeks throughout the year (i.e. Cal Poly Week of Welcome, Cal
Poly Family Weekend)
o Availability information for impacted times will provided to TBID properties in
order to help maintain guest within the city
o Tracking will be extended to TBID Homestay properties that opt in to the service
o SLO hotel contact information included in advertising on exterior facing monitor
after Visitor Center hours on weekends
●Guest service and booking assistance for guests that call the customer service line
seeking tourist information on 1-877-SLO-TOWN
●Guest service and information assistance via the live chat widget on VisitSLO.com
●Site visits by Visitor Center staff to each hotel to build understanding of each property’s
unique offerings and their individual needs to ensure that the Visitor Center is making
informed and educated referrals
o Up to 6 activations per year
●Site visits to TBID strategic partners (ie: SLO Coast Wine properties) to deliver TBID
marketing and promotional materials
o Up to 2 activations per year
●Assisting guests in the Visitor Center with booking a SLO city hotel room
●Up to 4 activations per year of Visitor Center on-the-road service to assist in tourism
promotion at off-site or virtual events such as: trade shows, brand activations, or at
in-county TBID sponsored events, that fall upon mutually agreed dates. Lodging
expenses as needed would be covered by the city, similar to past years.
●Up to 4 activations per year of Visitor Center involvement in special promotions, sales
support, and information fulfillment including:
o Utilization of the Visitor Center as a fulfillment location for guest pick-up and
delivery of promotion
o Utilization of Visitor Center staff to respond to phone and email inquiries
regarding those promotions
o Involvement of Visitor Center manager in planning strategy and execution to
ensure seamless fulfillment
o Active support of TBID sales efforts (ie: follow up and auditing leads lists from
Visit SLOCAL and pushing information to TBID properties)
o Information request fulfillment to those that have expressed interest in San Luis
Obispo (ie: Visit CA lists)
▪Mail TBID brochure and other agreed open materials
$47,500 a year for the next two years
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May 2021
Public Relations
Overview of 2020-21
Since 2014, the SLO Chamber has led tourism public relations for the City of San Luis Obispo
through a partnership between the Promotional Coordinating Committee and the Tourism
Business Improvement District. In this role, the SLO Chamber has managed the responsive and
proactive public relations efforts to showcase the best of San Luis Obispo and entice visitors and
locals to explore our city.
In 2020, the SLO Chamber began a new partnership with TBID’s public relations agency DCI. Over
the past year, we have developed a strong working relationship to promote SLO, where we act as
the boots-on-the-ground local expert supporting DCI’s national pitching and media relationships.
Serving both the TBID and the PCC ’s goals, our proactive work this past year has mainly focused
on economic recovery and resiliency, supporting our local businesses to ensure a thriving
community continues to exist for visitors and locals alike.
As part of this focus, contract elements include pitching story ideas, inviting writers and
influencers to experience the destination and coordinating those trips, sending out media
releases, responding to media inquiries, use of the SLO Chamber ’s photography library for
editorial requests and developing customized media kits. We do all this public relations work for
just one client – San Luis Obispo.
This focused effort is paying off; even in this past year we contributed to dozens of media
placements that highlight San Luis Obispo including those in Forbes, Thrillest, Reader ’s Digest,
HuffPost, TripSavvy, MSN & Fodor ’s.
2021-23 Strategy
Since March 2020, San Luis Obispo, like so many cities reliant on tourism, has been greatly
affected by the COVID-19 pandemic. As restrictions begin to ease and leisure travel resurges, San
Luis Obispo will be facing a new normal in tourism and in our community. Now more than ever, it
will be imperative to communicate the vitality and character of our community and showcase
San Luis Obispo as a safe, friendly and thriving city where people want to live and visitors want
to vacation.
The public relations program will share the story of the unique offerings San Luis Obispo has for
both residents and visitors by highlighting the character of the community and why locals love to
call SLO home. This includes the promotion of community initiatives and the sharing of
distinctive experiences which set the San Luis Obispo community apart from other destinations.
Objectives:
a)Promote San Luis Obispo as a destination to live,play and stay driving visitation and
delivering economic impact.
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May 2021
b)Build consumer awareness serving as the voice of SLO by amplifying the destination
brand and reaching audiences locally, regionally and nationally.
c)Communicate the vitality and character of San Luis Obispo and the community.
Target audiences:
Our promotional efforts will target two audience groups:
1)Potential visitors ranging from millennials to baby boomers, in defined key drive
markets (Los Angeles, San Francisco, San Diego), as well as those with special
interests such as food and wine, outdoor activities or arts and culture.
2)Central Coast residents looking to rediscover what is in their backyard or within their
community.
Strategies to reach target audiences:
Specific to the Tourism Business Improvement District
Telling the right story in the right place
As our community bounces back, we will continue telling unique stories within our community
to promote businesses and the faces behind them, supporting SLO’s economic recovery. The
tourism industry is a vital part of San Luis Obispo and in our partnership with the TBID’s new
marketing team, we will amplify our voice and reach,operating as the boots-on-the-ground local
expert. We will work together to position San Luis Obispo as the ideal destination for visitors,
taking into consideration how the city fits into wider travel trends.
Press visits & FAMs
There is no substitute for experiencing San Luis Obispo firsthand. Press trips play a major role in
generating editorial placements that tell the San Luis Obispo story and showcase our key
messages. These placements inspire travel and educate consumers on the destination. This year
we will be:
●working with key partners to host individual and FAM visits based on existing
relationships and responsive leads
●additionally hosting visits as a result of DCI proactive outreach
Digital Influencer Hosting
As the digital influencer-sphere is growing, we have dedicated more attention to these content
creators. In our past work as lead on the digital influencer strategy, we have found success in
authentic relationship building and will continue to work with DCI to grow this program. We will
support partnerships with digital influencers that are relevant to the SLO brand, resonate with
our target audience and have a desired reach on their platform(s). This year we will be:
●working with key partners to host visits based on existing relationships and responsive
leads
●additionally hosting visits as a result of DCI proactive outreach
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May 2021
Specific to the Promotional Coordinating Committee
Championing a vibrant economy
Small businesses are the lifeblood of our community and help shape the diverse economy in San
Luis Obispo. There are many unique and unearthed stories to be shared within the community.
As cities across the globe fight to regain their economic footing, highlighting the character and
the faces of San Luis Obispo will be an important piece of our success. The stories of creativity
and innovation among families, students, small business owners and professionals are waiting to
be told, and sharing these stories will encourage further connection amongst neighbors and
enhance the intrinsic feeling of joy felt when entering our community.
Uniquely SLO
Every inch of San Luis Obispo has its own unique history,and innovation and creativity is
brimming around every corner. Economic recovery continues to be at the forefront, and we will
build upon this past year ’s work to amplify this message to the community through continued
strategic partnerships, working with local and regional media, and promoting community
programs and campaigns.
Building back better
Our world shifted in many ways this past year. Beyond economic recovery and resiliency, we will
put a more focused effort on representing diverse voices through our work. Additionally, we will
continue to soldier on with our sustainability focus — not only a booming trend in travel
tourism, but a core pillar of SLO’s identity.
Foster Key Relationships:
It continues to be vital to work with our community partners to strengthen our collective
message. With less resources and more obstacles as we look to encourage people to explore our
city, the SLO Chamber will proactively work with other organizations to cross market through
public relations initiatives as well as grow strategic alliances. In the upcoming year we are excited
to further deepen our collaboration with strategic partners that contribute to the region’s
cultural vibrancy.
Visit California:We will leverage the large international megaphone that belongs to Visit
California by participating in its PR programs. Key opportunities include submitting content to
Visit California’s editorial board, participating in Visit California-led press trips, sharing content
on Visit California’s social media channels and potentially attending domestic media
marketplaces.
Central Coast Tourism Council:We will leverage the Central Coast Tourism Council’s growing
reach by participating in its PR efforts and positioning the destination as the heart of the Central
Coast.
Visit SLO CAL:We will leverage the national and international reach of Visit SLO CAL by
partnering closely with their PR team and participating in their programs. As the hub of SLO CAL,
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May 2021
SLO is poised to lead Visit SLO CAL-led press trips and ensure that SLO CAL understands our key
messages and the city as a productive partner in promoting our region.
SLO Coast Wine Collective:Understanding that the budding wine region is a flourishing aspect of
our destination, SLO will work with SLO Coast Wine’s team on telling that story and publicizing
the destination together.
Cal Poly:Cal Poly is not only one of the community’s largest economic drivers, but also a huge
draw for visitors whether they be families of students or those seeking the university ’s many
cultural offerings. Through our built-in relationship with Cal Poly, we are able to work with them
to get in front of additional audiences like alumni,staff recruits and other key stakeholders in the
university.
Mindbody:The SLO Chamber ’s great relationship with Mindbody has continued to strengthen.
Our shared interest in representing San Luis Obispo as a wellness destination, in addition to
highlighting our community as one where start-ups such as Mindbody thrive, is an excellent
example of the SLO Chamber ’s ability to bring together non-traditional tourism partnerships.
SLO Lodging Properties: We will work with the city’s lodging partners and any PR teams to lead
the destination portion of any hosted media or FAMS.As there is a shared interest for success in
both promoting the hotels and the destination, this partnership is natural but also tactical in its
approach.
Scope of work:
The scope of work within this proposal includes:
●In partnership with DCI agency:
o Developing the 2020-21 PR strategy and editorial calendar
o Sourcing ideas and content for responsive leads
o Building custom itineraries and hosting travel writers on individual and FAM trips
throughout the year
o Building custom itineraries and hosting digital influencers
o Maintaining VisitSLO.com media center
o Participation in and pitching of TBID coordinated special promotions such as
Money for a Rainy Day
o Working in coordination on the comprehensive marketing plan to increase brand
awareness across all platforms
●Continued independently:
o Fulfilling all media requests
o Tying in with Visit California, Visit SLO CAL & CCTC ’s public relations efforts to
enhance visibility and sync messaging
o Partnering with neighboring destinations on tourism initiatives
o Working with community partners on additional hosting opportunities
o Sourcing, building custom itineraries and hosting travel writers on individual and
FAM trips throughout the year with key partners
o Sourcing, building custom itineraries and hosting digital influencers with key
partners
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May 2021
o Participation in and pitching of City coordinated campaigns such as Support
Local to regional media and influencers
o Participating in potential out-of-area promotional trips including preparation,
media coordination and staff travel
$90,000 a year for PR Services for the next two years,jointly funded by the TBID and PCC
In 2020-21, the TBID and the PCC funded the contract 50/50
Media Monitoring
In 2021-22, we propose a continuation of the media monitoring contract with Cision which
allows the TBID & PCC to see the impact of public relations work, gives our PR team access to
contact information for outlets, freelancers and influencers,and allows for whitelisted
distribution of media releases. This is a pass-through contract, and because of the Chamber ’s
nonprofit status, the service is available at a significant discount. This year, we propose the TBID
and PCC once again, jointly fund the media monitoring service to ensure the SLO Chamber has
the tools they need to complete their work and measure results.
$7,425 a year jointly funded by the TBID and PCC
Summary
Guest Services for 2021-23 $47,500 a year
Public Relations Services for 2021-23 $90,000 a year*
*180,000, jointly funded by the TBID and PCC
Media Monitoring Service 2021-22 $7,425 a year*
*7,053.75 with early signing, proposing joint funding by the TBID and PCC
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TBID Budget Planning 2021‐22
Income Source 21‐22 Projection
TOT Revenue Assumption 7,213,000$
Adjusted TOT Revenue Assumptions
TBID Assessment (20% of TOT Revenue) 1,442,600$
Carryover
TBID Program Budget 1,442,600$
Fund Reserve 100,000$
Expenditure
TBID Board
Recommendation
% of Total
Budget
Expenditure (section in gray)21‐22 TBID Budget Allocation Detail
Operations/Staffing 256,852$ 17.8%
Administration Overhead (2% of TBID Assessment) 28,852$ 2.0%
Staffing (FTE & .75 FTE) 228,000$ 15.8%
Contracts 972,500$ 67.4%
Noble + DCI Marketing Contract 763,500$ 52.9%
$375k to agency fees; $375k to paid media spend ; $13,500 for
Q1 social management
Chamber of Commerce ‐ PR 45,000$ 3.1%2‐year contract; shared 50/50 w PCC
Chamber of Commerce ‐ Guest Services 47,500$ 3.3%2‐year contract
Chamber of Commerce ‐ Media Monitoring Service Fee 0.0%
2‐year contract; shared 50/50 w PCC; $3527 prepaid from 20‐
21
Co‐op Marketing Program Funding 30,000$ 2.1%Earmark $10k for VSC video distribution
Content Marketing Services 86,500$ 6.0%RFP for contracted services
Partnerships 5,000$ 0.3%
Cal Poly Athletics 0.0%
Modified from proposal to a 2‐year contract; $62,000 prepaid
from 20‐21
SLO Coast Wine Collective Membership 5,000$ 0.3%Annual membership
Events & Promotions 15,000$ 1.0%
Sustainability Initiative 15,000$ 1.0%Pilot program; contribution of 1% of TBID revenue
Tradeshows 23,000$ 1.6%
Tradeshows 15,000$ 1.0%22' IPW co‐op with Visit SLO CAL
Tourism Conferences 8,000$ 0.6%
Outlook Forum, CCTC Fall + Spring Workshops, others as
determined by staff
Tourism Organizations/Research 112,786$ 7.8%
CCTC Dues 1,000$ 0.1%Annual membership
Smith Travel Report Contract 3,500$ 0.2%Annual contract
CalTravel Membership 1,000$ 0.1%Annual membership
California Hotel & Lodging Association 27,286$ 1.9%Constituent membership
Research + Program Development 80,000$ 5.5%
Economic Impact (co‐op), Sustainability/Destination
Stewardship, Sales Strategy Development
STR Forecast Report ‐$ 0.0%Annual report
Support/ Meetings 56,940$ 3.9%
Tourism Program Expenses 5,000$ 0.3%Program expenses
FAM Trip Hosting 5,000$ 0.3%Media hosting via strategic partners
Contingency 41,440$ 2.9%Event Sponsorship, Misc. Marketing Opportunities
Services/Online Tools/Fulfillment (Dropbox, Crowdriff, Survey
Monkey)5,500$ 0.4%$6000 for crwdriff prepaid from 20‐21
100%
Subtotal 1,442,078$
Budget Remaining 522$
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Budget Preparation 2021-22
Budget 405,150$
Carryover
Total Budget 405,150$
Expenditure
2021-22
Expenditure Notes
Grants-in-Aid Funding 100,000$
$100k for GIA funding; up to 25
organzations at $4k each
Grants-in-Aid Marketing Support Contract 30,000$
2-year agreement with SLO
Chamber
Community Placemaking & Recovery Projects 52,000$
General Contract Services 6,400$
Visitor Center Operations 119,600$
2-year agreement with SLO
Chamber
PR Contract 45,000$
2-year agreement with SLO
Chamber for PR & Media
Monitoring Services
Downtown Maps 9,000$
Support Cost 5,000$
Administration (Staffing) 38,150$
Total 405,150$
Remaining Budget -$
Community Promotions Budget Worksheet
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DRAFT Minutes – Promotional Coordinating Committee Meeting of June 9, 2021 Page 1
Minutes - DRAFT
PROMOTIONAL COORDINATING COMMITTEE
Wednesday, June 9, 2021
Regular Meeting of the Promotional Coordinating Committee
CALL TO ORDER
A Regular Meeting of the San Luis Obispo Promotional Coordinating Committee was called to
order on Wednesday, June 9, 2021 at 5:31 p.m., by Chair Thomas via teleconference.
ROLL CALL
Present: Chair John Thomas, Vice Chair Samantha Welch, Committee Members John Conner,
Maureen Forsberg, Ryan Heath, Lori Lerian, and Robin Wolf
Absent: None
Staff: Tourism Manager Molly Cano and Deputy City Clerk Kevin Christian
PUBLIC COMMENT ITEMS NOT ON THE AGENDA
Dana Matteson
--End of Public Comment--
CONSENT ITEMS
ACTION: UPON MOTION BY COMMITTEE MEMBER LERIAN, SECONDED BY
COMMITTEE MEMBER WOLF, CARRIED 7-0 to approve the Consent Agenda items 1 thru 6.
C.1 Minutes of the Meeting on May 12, 2021
C.2 2020-21 Community Promotions Budget Report
C.3 SLO Chamber Monthly Public Relations Report
C.4 SLO Chamber Visitor Center Report
C.5 SLO Chamber Modified GIA Marketing Support Report
C.6 TOT Report
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DRAFT Minutes – Promotional Coordinating Committee Meeting of June 9, 2021 Page 2
PRESENTATIONS
1. PUBLIC RELATIONS, MONTHLY REPORT
SLO Chamber of Commerce representative, Jacqui Clark-Charlesworth presented highlights
from the public relations report for the month and responded to committee questions.
Public Comment
None.
--End of Public Comment--
No action was taken on this item.
BUSINESS ITEMS
1. SERIES 4 BANNER CONCEPTS
Katy McGrath from Badger Branding presented two versions of the series 4 banner design
concepts for final committee consideration.
Public Comment
Dusty Colyer-Worth
Dana Matteson
Jacqui Clark-Charlesworth
--End of Public Comment--
ACTION: UPON MOTION BY COMMITTEE MEMBER HEATH, SECONDED BY VICE
CHAIR WELCH, CARRIED 6-1 (Committee Member Conner Opposed) to approve the simple
icon design, with modifications as discussed to be approved by Tourism Manager Cano.
2. FY 20-21 PROGRAM BUDGET STATUS
Tourism Manager Cano presented the status of the FY 20-21 budget and responded to
committee questions.
Public Comment
None.
--End of Public Comment--
ACTION: UPON MOTION BY COMMITTEE MEMBER CONNER, SECONDED BY VICE
CHAIR WELCH, CARRIED 7-0 to allocate $3,527 to prepay for FY 21-22 Media Monitoring
Services.
ACTION: UPON MOTION BY COMMITTEE MEMBER LERIAN, SECONDED BY
COMMITTEE MEMBER FORSBERG, CARRIED 7-0 to extend the dates of the GIA program
from end of Fiscal Year 20-21, through to end of the calendar year 2021.
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DRAFT Minutes – Promotional Coordinating Committee Meeting of June 9, 2021 Page 3
3. FY 21-22 MODIFIED GIA PROGRAM
Chair Thomas reviewed the COVID-19 induced recommended modifications to the GIA program for
FY 21-22, and responded to committee questions. Tourism Manager Cano reviewed the timeline.
Public Comment
Dana Matteson
--End of Public Comment--
ACTION: UPON MOTION BY VICE CHAIR WELCH, SECONDED BY COMMITTEE
MEMBER WOLK, CARRIED 7-0 to approve the Modified GIA Program as presented.
4. FY 21-22 COMMUNITY PROMOTIONS PROGRAM BUDGET
Tourism Manager Cano presented the outline of the FY 21-22 budget considerations and
responded to committee questions.
Public Comment
Katy McGrath
Dusty Colyer-Worth
--End of Public Comment--
ACTION: UPON MOTION BY COMMITTEE MEMBER WOLF, SECONDED BY
COMMITTEE MEMBER CONNER, CARRIED 7-0 to approve the FY 21-22 Community
Promotions budget allocations and recommend to City Council.
PCC LIAISON REPORTS AND COMMUNICATION
1. GIA LIAISON REPORT
Vice Chair Welch reported on Restorative Partners Grill Cheese Festival.
2. COMMITTEE OUTREACH UPDATE -
Committee Member Forsberg reported on SLO Chamber of Commerce ribbon cutting events.
3. TBID BOARD REPORT – TBID Meeting Minutes: May 12, 2021
John Conner provided a brief overview of the TBID Board Meeting.
4. TOURISM PROGRAM UPDATE
Tourism Manager Cano provided a brief Tourism Program update, highlighting the Buy
Local Bonus program.
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DRAFT Minutes – Promotional Coordinating Committee Meeting of June 9, 2021 Page 4
ADJOURNMENT
The meeting was adjourned at 6:46 p.m. The next Regular Promotional Coordinating Committee
meeting is scheduled for Wednesday, July 14, 2021 at 5:30 p.m. The location in person or via
teleconference will be announced when the agenda is posted, based on COVID-19 re-opening
protocol.
APPROVED BY THE PROMOTIONAL COORDINATING COMMITTEE: XX/XX/2021
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Proposal to the City of San Luis Obispo
Promotional Coordinating Committee
May 2021
Visitor Center & Promotional Services
Purpose:Build on the partnership between the San Luis Obispo Chamber of Commerce and the
City of San Luis Obispo’s Promotional Coordinating Committee to enhance and enrich the
resident and visitor experience in San Luis Obispo,create a central hub of community and visitor
information, and promote the region to potential visitors.
Expertise:The San Luis Obispo Chamber of Commerce looks forward to building on our existing
strengths including a successful track record of promoting San Luis Obispo, strong relationships
throughout the community as well as extensive experience providing public relations and visitor
services.
Looking forward:For more than 50 years, the Chamber has worked with the City of San Luis
Obispo’s Promotional Coordinating Committee to create new programs and utilize existing
Chamber assets to improve the quality of life and economic vitality of the community we live in;
we continue to seek new opportunities to deepen our partnership and further the
understanding of San Luis Obispo as an exceptional place to live and visit.
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Table of Contents
Cover letter 1
Qualifications 3
Project Team 4
Proposals 5
Summary 11
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Qualifications
The San Luis Obispo Chamber of Commerce offers a distinctive and powerful combination of
strengths to assist the Tourism Business Improvement District in fulfilling its mission and
strategic direction.
●Direct relationships with more than 1,300 local businesses that represent nearly 39,000
employees throughout the county. These long-term relationships allow us to work
cohesively with local businesses to execute promotions,projects and media visits.
●Constant interaction with visitors in our downtown Visitor Center. More than 60,000
visitors were personally greeted and assisted in 2020 and we engaged with thousands
more over the phone and digitally. The center, which is open seven days a week, is
staffed by visitor information professionals who are trained to answer questions and
accommodate requests of locals, visitors and travel writers.
●Productive relationships with the media,rooted in our 40+ years of work in San Luis
Obispo public relations. We are the go-to resource for travel writers due to the strength
of the “chamber of commerce” brand and the strong relationships we have built through
the years.
●We have a nimble, responsive PR team,which is well informed about what is happening
in the city and can capture the attention of as well as respond to journalists with timely
information, photography and contacts.
●Long-term strategic alliances with local organizations and events that attract visitors and
enhance the overall experience for tourists, including Hearst Castle, SLO Coast Wine
Collective, Cal Poly, Festival Mozaic, Downtown SLO,the PAC and the SLO Film Festival.
●Access to a library of more than 50,000 current and historical images of San Luis Obispo
and the surrounding area. The award-winning images have appeared in publications
such as National Geographic Traveler, Los Angeles Times, Outside Magazine, San
Francisco Chronicle and many more.
●The SLO Chamber continues to stay on top of the trends in tourism promotions,
working with regional, statewide, national & international partners to identify and act on
emerging trends and best practices.
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Project Team
The SLO Chamber has an experienced, professional staff who work together to execute projects
with a track record of success. The key team members who will lead the proposed work for the
Promotional Coordinating Committee include:
Dusty Colyer-Worth
Visitor Center Manager
Dusty Colyer-Worth has been leading the Visitor Center and its team of six
customer service professionals since February 2016.Dusty utilizes his
background in community relations, marketing, customer service and retail
management to lead the Chamber ’s guest services efforts.Dusty also recently
served on the City of SLO’s Diversity, Equity, and Inclusion Task Force.
Jacqui Clark-Charlesworth
Director of Communications
Jacqui Clark-Charlesworth has been with the Chamber since 2018, and brings
to the team a strong background in marketing, brand development & public
relations. In this role Jacqui works to share “why”San Luis Obispo is a
wonderful place to vacation, live, work and generally enjoy life.
Keri Forsberg
Lead Communications & Social Media Strategist
Joining the Chamber staff in 2015, Lead Communications & Social Media
Strategist Keri Forsberg has a degree in Recreation,Parks and Tourism Planning
and Management from Cal Poly and specializes in social media trends and
marketing as well as connecting community members and businesses, to
enhance the region’s tourism promotion efforts.
Jim Dantona
President / CEO
Jim Dantona’s focus is on helping local businesses prosper. He brings his
professional experience in government and personal passion in economic
development to assisting on the contracts with the TBID and PCC. In addition,
Jim comes with more than 20 years of experience in the public and private
sector helping communities thrive.
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Visitor Center
Overview of 2019-21
The San Luis Obispo Chamber of Commerce Visitor Center is a professionally staffed visitor
center open every day of the week, serving community members and tourists that are walking
in, calling and emailing with questions. During the two-year contract period of 2019-20 and
2020-21 we will have personally assisted more than 111,000 individuals face-to-face, and more
than 38,000 via phone, email, and digitally on behalf of the city. The traffic far exceeds any other
city/chamber visitor center in the county.
During the unprecedented period of the Covid-19 pandemic,the Visitor Center served as a vital
hub in support of our community - reopening as soon as possible to accommodate locals and
visitors, helping them navigate the ever changing landscape and regulations. Additionally,
supported the recovery efforts of the City with programs to keep our small businesses operating
during trying times.
2021 – 23 Proposal
As the Visitor Center continues to be an information and community support hub for both
tourists and locals, and as we also continue to advance pandemic recovery efforts, we look
forward to maintaining a spirit of nimbleness and responsiveness to the changing needs of our
community. The SLO Chamber is committed to our partnership and support of the Promotional
Coordinating Committee and looks forward to growing our efforts as we navigate recovery and
beyond together.
We are open to new thoughts and ideas as the PCC moves forward in it’s vital work in making
our community vibrant and thriving. When new strategies and possible work scopes develop, we
are ready and willing to jump in, help out, and come to the table with how we can expand our
long-standing partnership further.
Additionally, as the Promotional Coordinating Committee continues to establish their strategic
initiatives, such as the banner program, neighborhood placemaking, and advancement of the
City’s Diversity, Equity, and Inclusion major City goal — the Visitor Center can serve as an
informational, physical location to help tell the story of the PCC ’s work to enhance San Luis
Obispo for all.
To continue to meet the needs of the visitors and residents seeking support, we propose
maintaining the current Visitor Center hours of being open seven days a week,
Sunday-Wednesday 9:30 a.m. – 5 p.m., and Thursday-Saturday,9:30 a.m. – 6 p.m. for a weekly
operation of 55.5 hours.
The Chamber proposes that the City continue its historic support of the SLO Visitor Center for a
contract value of $119,600.
$119,600 a year for 2021-22 and 2022-23 fiscal years
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San Luis Obispo City Maps
The tear-off, tableted city maps are the most utilized visitor resource in our Visitor Center as well
as throughout San Luis Obispo. Maps are distributed quarterly and on-demand to all San Luis
Obispo city hotels as well as hospitality partners including Amtrak, wineries and local museums.
The last update and reprint was in Spring 2019, the supply of which can be supplementary to the
Visitor Center but will not be sufficient for additional partners. We propose another print run of
150,000 to keep up with the demand for distribution of approximately 37,500 maps each
quarter.
$9,000 for 150,000 maps with minor updates
GIA Marketing Support
Over the last nine years, the Chamber has provided event promotion and public relations
support to the Promotional Coordinating Committee’s Grants-In-Aid recipients. This partnership
has been aimed at driving attendance and support by residents and visitors to events in the city.
This past year our support for the modified program included all previous services with the
addition of planning and executing two inspirational and informational events, offering 1:1 tech
consultations and creating a “how-to” guide for launching an online event. In March of 2021 we
further pivoted our services to support the pilot Plaza Pop-Ups, a second modification to the
program. We propose a continuation of the modified GIA support with the option to host
additional events as part of the Think Differently series if there is a need. Additionally, we will
continue to work with the PCC to adjust our services based on the ongoing needs of the
program.
$30,000 a year
Public Relations
Overview of 2020-21
Since 2014, the SLO Chamber has led tourism public relations for the City of San Luis Obispo
through a partnership between the Promotional Coordinating Committee and the Tourism
Business Improvement District. In this role, the SLO Chamber has managed the responsive and
proactive public relations efforts to showcase the best of San Luis Obispo and entice visitors and
locals to explore our city.
In 2020, the SLO Chamber began a new partnership with TBID’s public relations agency DCI. Over
the past year, we have developed a strong working relationship to promote SLO, where we act as
the boots-on-the-ground local expert supporting DCI’s national pitching and media relationships.
Serving both the TBID and the PCC ’s goals, our proactive work this past year has mainly focused
on economic recovery and resiliency, supporting our local businesses to ensure a thriving
community continues to exist for visitors and locals alike.
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As part of this focus, contract elements include pitching story ideas, inviting writers and
influencers to experience the destination and coordinating those trips, sending out media
releases, responding to media inquiries, use of the SLO Chamber ’s photography library for
editorial requests and developing customized media kits. We do all this public relations work for
just one client – San Luis Obispo.
This focused effort is paying off; even in this past year we contributed to dozens of media
placements that highlight San Luis Obispo including those in Forbes, Thrillest, Reader ’s Digest,
HuffPost, TripSavvy, MSN & Fodor ’s.
2021-23 Strategy
Since March 2020, San Luis Obispo, like so many cities reliant on tourism, has been greatly
affected by the COVID-19 pandemic. As restrictions begin to ease and leisure travel resurges, San
Luis Obispo will be facing a new normal in tourism and in our community. Now more than ever, it
will be imperative to communicate the vitality and character of our community and showcase
San Luis Obispo as a safe, friendly and thriving city where people want to live and visitors want
to vacation.
The public relations program will share the story of the unique offerings San Luis Obispo has for
both residents and visitors by highlighting the character of the community and why locals love to
call SLO home. This includes the promotion of community initiatives and the sharing of
distinctive experiences which set the San Luis Obispo community apart from other destinations.
Objectives:
a)Promote San Luis Obispo as a destination to live,play and stay driving visitation and
delivering economic impact.
b)Build consumer awareness serving as the voice of SLO by amplifying the destination
brand and reaching audiences locally, regionally and nationally.
c)Communicate the vitality and character of San Luis Obispo and the community.
Target audiences:
Our promotional efforts will target two audience groups:
1)Potential visitors ranging from millennials to baby boomers, in defined key drive
markets (Los Angeles, San Francisco, San Diego), as well as those with special
interests such as food and wine, outdoor activities or arts and culture.
2)Central Coast residents looking to rediscover what is in their backyard or within their
community.
Strategies to reach target audiences:
Specific to the Tourism Business Improvement District
Telling the right story in the right place
As our community bounces back, we will continue telling unique stories within our community
to promote businesses and the faces behind them, supporting SLO’s economic recovery. The
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tourism industry is a vital part of San Luis Obispo and in our partnership with the TBID’s new
marketing team, we will amplify our voice and reach,operating as the boots-on-the-ground local
expert. We will work together to position San Luis Obispo as the ideal destination for visitors,
taking into consideration how the city fits into wider travel trends.
Press visits & FAMs
There is no substitute for experiencing San Luis Obispo firsthand. Press trips play a major role in
generating editorial placements that tell the San Luis Obispo story and showcase our key
messages. These placements inspire travel and educate consumers on the destination. This year
we will be:
●working with key partners to host individual and FAM visits based on existing
relationships and responsive leads
●additionally hosting visits as a result of DCI proactive outreach
Digital Influencer Hosting
As the digital influencer-sphere is growing, we have dedicated more attention to these content
creators. In our past work as lead on the digital influencer strategy, we have found success in
authentic relationship building and will continue to work with DCI to grow this program. We will
support partnerships with digital influencers that are relevant to the SLO brand, resonate with
our target audience and have a desired reach on their platform(s). This year we will be:
●working with key partners to host visits based on existing relationships and responsive
leads
●additionally hosting visits as a result of DCI proactive outreach
Specific to the Promotional Coordinating Committee
Championing a vibrant economy
Small businesses are the lifeblood of our community and help shape the diverse economy in San
Luis Obispo. There are many unique and unearthed stories to be shared within the community.
As cities across the globe fight to regain their economic footing, highlighting the character and
the faces of San Luis Obispo will be an important piece of our success. The stories of creativity
and innovation among families, students, small business owners and professionals are waiting to
be told, and sharing these stories will encourage further connection amongst neighbors and
enhance the intrinsic feeling of joy felt when entering our community.
Uniquely SLO
Every inch of San Luis Obispo has its own unique history,and innovation and creativity is
brimming around every corner. Economic recovery continues to be at the forefront, and we will
build upon this past year ’s work to amplify this message to the community through continued
strategic partnerships, working with local and regional media, and promoting community
programs and campaigns.
Building back better
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Our world shifted in many ways this past year. Beyond economic recovery and resiliency, we will
put a more focused effort on representing diverse voices through our work. Additionally, we will
continue to soldier on with our sustainability focus — not only a booming trend in travel
tourism, but a core pillar of SLO’s identity.
Foster Key Relationships:
It continues to be vital to work with our community partners to strengthen our collective
message. With less resources and more obstacles as we look to encourage people to explore our
city, the SLO Chamber will proactively work with other organizations to cross market through
public relations initiatives as well as grow strategic alliances. In the upcoming year we are excited
to further deepen our collaboration with strategic partners that contribute to the region’s
cultural vibrancy.
Visit California:We will leverage the large international megaphone that belongs to Visit
California by participating in its PR programs. Key opportunities include submitting content to
Visit California’s editorial board, participating in Visit California-led press trips, sharing content
on Visit California’s social media channels and potentially attending domestic media
marketplaces.
Central Coast Tourism Council:We will leverage the Central Coast Tourism Council’s growing
reach by participating in its PR efforts and positioning the destination as the heart of the Central
Coast.
Visit SLO CAL:We will leverage the national and international reach of Visit SLO CAL by
partnering closely with their PR team and participating in their programs. As the hub of SLO CAL,
SLO is poised to lead Visit SLO CAL-led press trips and ensure that SLO CAL understands our key
messages and the city as a productive partner in promoting our region.
SLO Coast Wine Collective:Understanding that the budding wine region is a flourishing aspect of
our destination, SLO will work with SLO Coast Wine’s team on telling that story and publicizing
the destination together.
Cal Poly:Cal Poly is not only one of the community’s largest economic drivers, but also a huge
draw for visitors whether they be families of students or those seeking the university ’s many
cultural offerings. Through our built-in relationship with Cal Poly, we are able to work with them
to get in front of additional audiences like alumni,staff recruits and other key stakeholders in the
university.
Mindbody:The SLO Chamber ’s great relationship with Mindbody has continued to strengthen.
Our shared interest in representing San Luis Obispo as a wellness destination, in addition to
highlighting our community as one where start-ups such as Mindbody thrive, is an excellent
example of the SLO Chamber ’s ability to bring together non-traditional tourism partnerships.
SLO Lodging Properties: We will work with the city’s lodging partners and any PR teams to lead
the destination portion of any hosted media or FAMS.As there is a shared interest for success in
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both promoting the hotels and the destination, this partnership is natural but also tactical in its
approach.
Scope of work:
The scope of work within this proposal includes:
●In partnership with DCI agency:
o Developing the 2020-21 PR strategy and editorial calendar
o Sourcing ideas and content for responsive leads
o Building custom itineraries and hosting travel writers on individual and FAM trips
throughout the year
o Building custom itineraries and hosting digital influencers
o Maintaining VisitSLO.com media center
o Participation in and pitching of TBID coordinated special promotions such as
Money for a Rainy Day
o Working in coordination on the comprehensive marketing plan to increase brand
awareness across all platforms
●Continued independently:
o Fulfilling all media requests
o Tying in with Visit California, Visit SLO CAL & CCTC ’s public relations efforts to
enhance visibility and sync messaging
o Partnering with neighboring destinations on tourism initiatives
o Working with community partners on additional hosting opportunities
o Sourcing, building custom itineraries and hosting travel writers on individual and
FAM trips throughout the year with key partners
o Sourcing, building custom itineraries and hosting digital influencers with key
partners
o Participation in and pitching of City coordinated campaigns such as Support
Local to regional media and influencers
o Participating in potential out-of-area promotional trips including preparation,
media coordination and staff travel
$90,000 a year for PR Services for the next two years,jointly funded by the TBID and PCC
In 2020-21, the TBID and the PCC funded the contract 50/50
Media Monitoring
In 2021-22, we propose a continuation of the media monitoring contract with Cision which
allows the TBID & PCC to see the impact of public relations work, gives our PR team access to
contact information for outlets, freelancers and influencers,and allows for whitelisted
distribution of media releases. This is a pass-through contract, and because of the Chamber ’s
nonprofit status, the service is available at a significant discount. This year, we propose the TBID
and PCC once again, jointly fund the media monitoring service to ensure the SLO Chamber has
the tools they need to complete their work and measure results.
$7,425 a year jointly funded by the TBID and PCC
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Summary
San Luis Obispo City Tear-Off Maps $9,000
GIA Marketing Support $30,000 a year
Public Relations Services for 2021-23 $90,000 a year*
*180,000, jointly funded by the TBID and PCC
Media Monitoring Service 2021-22 $7,425 a year*
*7,053.75 with early signing, proposing joint funding by the TBID and PCC
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DRAFT Minutes – Promotional Coordinating Committee Meeting of May 12, 2021 Page 1
Minutes - DRAFT
PROMOTIONAL COORDINATING COMMITTEE
Wednesday, May 12, 2021
Regular Meeting of the Promotional Coordinating Committee
CALL TO ORDER
A Regular Meeting of the San Luis Obispo Promotional Coordinating Committee was called to
order on Wednesday, May 12, 2021 at 5:31 p.m., by Chair Thomas via teleconference.
Chair Thomas opened the meeting with a moment of silence in honor of Officer Luca Benedetti.
ROLL CALL
Present: Chair John Thomas, Vice Chair Samantha Welch, John Conner, Maureen Forsberg,
Ryan Heath, Lori Lerian, and Robin Wolf
Absent: None
Staff: Tourism Manager Molly Cano and City Clerk Teresa Purrington
PUBLIC COMMENT ITEMS NOT ON THE AGENDA
None
--End of Public Comment--
CONSENT ITEMS
ACTION: UPON MOTION BY VICE CHAIR WELCH, SECONDED BY COMMITTEE
MEMBER LERIAN, CARRIED 7-0 to approve the Consent Agenda items 1 thru 7.
C.1 Minutes of the Meeting on April 14, 2021
C.2 2020-21 Community Promotions Budget Report
C.3 SLO Chamber Monthly Public Relations Report
C.4 SLO Chamber Visitor Center Report
C.5 SLO Chamber Modified GIA Marketing Support Report
C.6 TOT Report
C.7 Modified GIA Program: Grant + Plaza Partnership Recommendation Report
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DRAFT Minutes – Promotional Coordinating Committee Meeting of May 12, 2021 Page 2
PRESENTATIONS
1. PUBLIC RELATIONS, MONTHLY REPORT
SLO Chamber of Commerce representative, Jacqui Clark-Charlesworth provided a PowerPoint
presentation and responded to Committee inquiries.
Public Comment
None.
--End of Public Comment--
No action was taken on this item.
BUSINESS ITEMS
1. SERIES 4 BANNER CONCEPTS
Katy McGrath from Badger Branding presented the series 4 banner design concepts.
Public Comment
Dusty Colyer-Worth
Jacqui Clark-Charlesworth
--End of Public Comment--
ACTION: By consensus the Committee directed to move forward with Design 3 with the color
pallet and shadowing of Design 1 and come back at the next meeting with refined designs.
2. NEIGHBORHOOD MAP PROJECT
Jacqui Clark-Charlesworth, SLO Chamber presented a project proposal for the development
of maps for select Downtown adjacent neighborhoods and/or business districts.
Public Comment
None.
--End of Public Comment--
ACTION: UPON MOTION BY COMMITTEE MEMBER WOLF, SECONDED BY
COMMITTEE MEMBER FORSBERG, CARRIED 7-0 to use the leftover funds to produce the
new maps as presented at the meeting.
3. SLO CHAMBER CONTRACT PROPOSALS
Jim Dantona, Dusty Colyer-Worth and Jacqui Clark-Charlesworth, SLO Chamber presented a
contract proposal for Public Relations Support, Visitor Services and GIA Support.
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DRAFT Minutes – Promotional Coordinating Committee Meeting of May 12, 2021 Page 3
Public Comment
None.
--End of Public Comment--
ACTION: UPON MOTION BY VICE CHAIR WELCH, SECONDED BY COMMITTEE
MEMBER CONNER, CARRIED 7-0 to contract proposal for Public Relations Support, Visitor
Services and GIA support as presented.
1. FY 21-22 BUDGET DIRECTION & CONTRACT EVALUATIONS
Tourism Manager Molly Cano presented the Committee’s budget for FY 21-22.
Public Comment
None.
--End of Public Comment--
No Action Taken on this item.
PCC LIAISON REPORTS AND COMMUNICATION
1. GIA LIAISON REPORT
Member Lerian reported on SLO Bike Coalition, RACE Matters combined event.
Chair Thomas announce SLO Pride events.
Member Welch reported on Restorative Partners Grill Cheese Festival.
2. COMMITTEE OUTREACH UPDATE -
provided an update on SLO Master Coral and Spokes events.
3. TBID BOARD REPORT – TBID Meeting Minutes: May 12, 2021
John Conner provided a brief overview of the TBID Board Meeting.
4. TOURISM PROGRAM UPDATE
Tourism Manager Cano provided a brief Tourism Program update.
ADJOURNMENT
The meeting was adjourned at 7:54 p.m. The next Regular Promotional Coordinating Committee
meeting is scheduled for Wednesday, June 9, 2021 at 5:30 p.m., via teleconference.
APPROVED BY THE PROMOTIONAL COORDINATING COMMITTEE: XX/XX/2021
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Item 5i
Department: Public Works
Cost Center: 5101
For Agenda of: 7/6/2021
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Public Works Director
Prepared By: Alexander Fuchs, Parking Services Supervisor
SUBJECT: SECOND READING OF ORDINANCE NO. 1699 (2021 SERIES)
AMENDING TITLE 10, CHAPTER 52, AND ORDINANCE NO. 1700 (2021
SERIES) AMENDING TITLE 10, CHAPTER 4, OF THE MUNICIPAL CODE
RECOMMENDATION
1. Adopt Ordinance No. 1699 (2021 Series) entitled, “An Ordinance of the City
Council of the City of San Luis Obispo, California, Amending Title 10, Chapter 52
(Parking Meters), of the San Luis Obispo Municipal Code”; and
2. Adopt Ordinance No. 1700 (2021 Series) entitled, “An Ordinance of the City
Council of the City of San Luis Obispo, California, Amending Title 10 , Chapter 4
(Definitions), of the San Luis Obispo Municipal Code.”
DISCUSSION
On June 1, 2021, the City Council approved the introduction of Ordinance No. 1699 (2021
Series) amending Title 10 Chapter 52 of the Municipal Code to include the following:
Section 10.52.010 Parking meter zone – Rates.
Removed language for paid parking on Slack Street;
Added language for a rate increase in all rate zones effective July 1, 2021;
Added language establishing tier-based parking rates; and
Added language allowing the Public Works Director to adjust parking rates based
on observed occupancy.
Section 10.52.020 Installation.
Added language for the installation of display requirements for the new multi-space
pay stations.
Section 10.52.030 Time of operation.
Added language extending parking enforcement hours from 6:00 p.m. to 9:00 p.m.;
and
Added language referencing the new multi-space pay stations.
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Item 5i
Section 10.52.040 Operational procedure to be followed.
Added language for the operation of the new multi-space pay stations.
Section 10.52.050 Unlawful to allow vehicle to remain parked after expiration of time.
Added language referencing the new multi-space pay stations.
Section 10.52.060 Unlawful to increase or extend parking time.
Added language referencing parking rate zones and areas where tier-based
parking rates have been established.
Section 10.52.070 Deposit of slugs—Tampering with or injury of.
Added language referencing the new multi-space pay stations.
Section 10.52.080 Use of for certain purposes prohibited.
Added language referencing the new multi-space pay stations.
Section 10.52.090 Rule of evidence.
Added language regarding verification of active parking sessions using vehicles’
license plates.
Section 10.52.110 Motorcycle spaces.
Removed language discounting parking rates for motorcycle spaces.
The City Council also approved the introduction of Ordinance No. 1700 (2021 Series)
amending Title 10 Chapter 4 of the Municipal Code to include a definition of “Parking
Payment Center” meaning an electronic parking meter or pay station serving one or more
parking spaces. This definition is consistent with the California Vehicle Code’s language.
The language changes for Title 10 Chapter 52 are detailed in Attachment A and the
language changes for Title 10 Chapter 4 are detailed in Attachment B.
Policy Context
California Vehicle Code (CVC) section 22508 requires local authorities to establish
parking meter zones and rates of fees for those zones by Ordinance.
Public Engagement
Staff met with the Downtown SLO’s Parking and Access Committee on two occasions to
outline current and future needs of the Parking Fund and gain community feedback
regarding proposed revenue enhancement strategies including the rate changes detailed
in Ordinance No. 1699.
CONCURRENCE
The City Attorney’s office has reviewed the ordinances and supports the modifications to
the Municipal Code.
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Item 5i
ENVIRONMENTAL REVIEW
These amendments to Title 10 Chapter 52 and Title 10 Chapter 4 of the City of San Luis
Obispo Municipal Code do not constitute a “Project” under CEQA Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: On-going
Funding Identified: N/A
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
Parking Fund N/A N/A N/A N/A
Total N/A N/A N/A N/A
As an enterprise fund, the Parking fund relies on its revenue to cover the cost for all its
obligations from operating cost, capital improvements to infrastructure, as well as debt
coverage. As such, the rate changes set forth will secure the needed revenue as
documented within the 2021-23 Financial Plan and adopted 2021-22 budget. Costs to
implement the changes described within the language of the ordinances will be funded
through the Parking Fund’s annually appropriated Contracted Services and
Miscellaneous Materials and Supplies budgets.
ALTERNATIVES
Do not adopt these ordinances at this time. Staff does not recommend this alternative
because the City Council has already approved the introduction of the ordinances, the
new multi-space pay stations have been installed, and the rate changes contained within
the ordnance language are essential to the funding of the Palm-Nipomo parking structure.
ATTACHMENTS
A – Ordinance No. 1699 (2021 Series)
B – Ordinance No. 1700 (2021 Series)
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O 1699
ORDINANCE NO. 1699 (2021 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING TITLE 10, CHAPTER 52 (PARKING
METERS), OF THE SAN LUIS OBISPO MUNICIPAL CODE
WHEREAS, California State law provides, in Vehicle Code Section 22508, that
cities must establish parking meter rates by ordinance; and
WHEREAS, the parking program needs to continue to be self -sufficient for its
financial commitments; and
WHEREAS, the City needs to continue to financially support the operation and
debt service of the next City parking structure; and
WHEREAS, the Council considered the parking revenue enhancement strategies
presented as part of the 2021-23 Financial Plan staff report and held a public meeting on
the proposed changes to the parking structure rates.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Chapter 10.52 (Parking Meters) of the San Luis Obispo Municipal
Code is hereby amended as follows:
Chapter 10.52 PARKING METERS AND PARKING PAYMENT CENTERS
SECTION 2. Section 10.52.010 (Parking meter zone - Rates) of the San Luis
Obispo Municipal Code is hereby amended as follows:
10.52.010 Paid Parking zone – Rates.
A. Within the area enclosed by a solid line on the parking rate zone map
(Exhibit A) the parking of vehicles on streets or in municipal parking lots
may be controlled and regulated with the aid of parking meters as defined
in section 10.04.110 and/or parking payment centers as defined in section
10.04.120.
B. Within the dotted area designated on the parking rate zones map (Exhibit
A) the base rate for parking on streets or in municipal parking lots in the
lower rate zone shall be one dollar and twenty-five cents per hour effective
July 1, 2021.
C. Within the cross-hatched area designated on the parking rate zones map
(Exhibit A) the base rate for parking meters on streets or in municipal
parking lots shall be one dollar and seventy-five cents per hour effective
July 1, 2021.
Page 205 of 845
Ordinance No. 1699 (2021 Series) Page 2
O 1699
D. Within the grey-shaded area designated on the parking rate zones map
(Exhibit A), the base rate for parking meters on streets or in municipal lots
shall be two dollars per hour effective July 1, 2021.
E. The tier-based parking rates, which allow a customer to extend their parking
session beyond the posted number of hours, are as follows:
1. Tier 1: The base hourly rate per rate zone
2. Tier 2: The Tier 2 rate is effective for one additional hour beyond the Tier
1 time and is 50% above the Tier 1 rate rounded up or down to the
nearest twenty-five cent increment whichever is closer
3. Tier 3: The Tier 3 rate is effective after expiration of the Tier 2 hour(s)
and is 50% above the Tier 2 rate rounded up or down to the nearest
twenty-five cent increment whichever is closer.
F. Signage for the tier-based parking rates reflects the number of hours a
vehicle may park at the base hourly parking rate (Tier 1) before subsequent
tiered rates take effect.
1. 1+ parking rate: Parking up to one hour at the base hourly parking rate
before Tier 2 is in effect.
2. 2+ parking rate: Parking up to two hours at the base hourly parking rate
before Tier 2 is in effect.
3. 3+ parking rate: Parking up to three hours at the base hourly parking
rate before Tier 2 is in effect.
4. 4+ parking rate: Parking up to four hours at the base hourly parking rate
before Tier 2 is in effect.
G. The Public Works Director may periodically adjust the hourly parking rates
on any block or set of blocks within the areas designated on the parking rate
zones map (Exhibit A) during the time of operation as detailed in section
10.52.020 up to and including 120% of the effective hourly rate based on
the observed occupancy. Hourly parking rates shall be adjuste d not more
than every 30 days.
(Ord. 1683 § 1 (Exhs. A, B), 2020: Ord. 1635 § 1 (Exhs. A, B), 2017: Ord. 1620 §
1 (Exh. A), 2015; Ord. 1568 § 1, 2011: Ord. 1552 § 2, 2010; Ord. 1532 § 2, 2009;
Ord. 1492 § 1, 2006: Ord. 1233 § 1, 1993: Ord. 1194 § 1, 1991: Ord. 1099 § 1,
1987: prior code § 3213)
SECTION 3. Section 10.52.020 (Installation) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.52.020 Installation.
A. The Public Works Director or their designee(s) may cause parking meters,
parking payment centers, and/or mobile payment methods to be installed
and maintained in all parking rate zones.
Page 206 of 845
Ordinance No. 1699 (2021 Series) Page 3
O 1699
B. Parking meters shall be installed upon the curb or sidewalk area
immediately adjacent to each parking space. Each meter shall be placed in
such manner as to show or display by a sign or signal that the parking space
adjacent thereto is or is not legally in use.
C. Each parking meter shall be set to display, after the operational procedure
has been completed, a sign or signal indicating legal parking for that period
of time conforming to the limit of parking time for the zone in which the
parking meter is installed, and shall continue to operate from the time of the
completion of the operational procedure until the expiration of the time fixed
as the parking limit or a portion thereof for the part of the street upon which
the meter is placed. Each meter shall also be so arranged that upon the
expiration of the legal parking time, it will indicate by a mechanical operation
and by proper signal that the lawful parking period has expired. (Ord. 1628
§ 37, 2016; prior code § 3213.1)
D. Parking payment centers shall be installed upon the sidewalk area within
reasonable distance to the paid parking spaces to which the payment center
manages.
E. Each parking payment center shall be set to display the applicable parking
rates and instructions on use of the payment center.
SECTION 4. Section 10.52.030 (Time of operation) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.52.030 Time of operation.
The provisions of this chapter relating to the operation of parking meters, parking
payment centers, and/or mobile payment methods shall be effective between the
hours of nine a.m. and nine p.m. every Monday to Saturday and one p.m. to nine
p.m. every Sunday; provided, that for good cause and upon a finding that such
action will not jeopardize parking revenues as a necessary source of revenue for
payment of outstanding bonded indebtedness, the council by resolution may
temporarily suspend the parking mete r and parking payment center operating
provisions of this chapter for any or all of the city’s parking rate zones. (Ord. 1566
§ 1, 2011: Ord. 1099 § 2, 1987: prior code § 3213.2)
SECTION 5. Section 10.52.040 (Operational procedure to be followed) of the S an
Luis Obispo Municipal Code is hereby amended as follows:
10.52.040 Operational procedure to be followed.
A. No person shall cause, allow or permit any vehicle, occupied or unoccupied,
to remain stopped or parked in any metered parking space unless a sign or
signal indicating that meter fees have been paid is displayed by the adjacent
parking meter. (Ord. 1655 § 10, 2018: prior code § 3213.4)
Page 207 of 845
Ordinance No. 1699 (2021 Series) Page 4
O 1699
B. No person shall cause, allow or permit any vehicle, occupied or unoccupied,
to remain stopped or parked in any space within a parking rate zone unless
an active parking session is recorded and available for verification by City
staff using the license plate number of the motor vehicle as entered into the
payment center upon initiation of a parking session.
SECTION 6. Section 10.52.050 (Unlawful to allow vehicle to remain parked after
expiration of time) of the San Luis Obispo Municipal Code is hereby amended as follows:
10.52.050 Unlawful to allow vehicle to remain parked after expiration of time.
No operator of any motor vehicle shall permit the vehicle to remain parked in any
paid parking space during any time that the meter is showing a sign or signal
indicating that such space is illegally in use or during any time that an active
parking session is not recorded and available for verification by city staff other than
such time immediately after the original occupancy as is necessary to register a
payment to show legal parking or as is necessary to operate the payment center
to record an active parking session. (Ord. 1655 § 11, 2018: prior code § 3213.4)
SECTION 7. Section 10.52.060 (Unlawful to increase or extend parking time) of
the San Luis Obispo Municipal Code is hereby amended as follows:
10.52.060 Unlawful to increase or extend parking time.
No person shall follow the operational procedure or any part of the operational
procedure for the purpose of increasing or extending the parking time of any
vehicle beyond the legal parking time which has been established for the parking
rate zone in which the motor vehicle is standing or parked. This section does not
apply to areas where tier-based parking rates have been established. (Prior code
§ 3213.5)
SECTION 8. Section 10.52.070 (Deposit of slugs – Tampering with or injury of) of
the San Luis Obispo Municipal Code is hereby amended as follows:
10.52.070 Deposit of slugs – Tampering with or injury of.
No person shall deposit or cause to be deposited in any parking meter or parking
payment center any defaced or bent coin, or any slug, device or metallic substitute
for a coin of the United States, or deface, injure, tamper with, open or willfully
break, destroy or impair the usefulness of any parking meter or parking payment
center. (Prior code § 3213.6)
SECTION 9. Section 10.52.080 (Use of for certain purposes prohibited) of the San
Luis Obispo Municipal Code is hereby amended as follows:
10.52.080 Use of for certain purposes prohibited.
No person shall attach any unauthorized thing to or allow a bicycle, news -rack or
any other article or thing to lean against a parking meter, parking meter standard,
or parking payment center. (Prior code § 3213.7)
Page 208 of 845
Ordinance No. 1699 (2021 Series) Page 5
O 1699
SECTION 10. Section 10.52.090 (Rule of evidence) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.52.090 Rule of evidence.
The parking or standing of any motor vehicle in a parking space, at which space
the parking meter displays the sign or signal indicating illegal parking or at which
space no active parking session can be verified by City staff using the license p late
number of the vehicle, shall constitute a prima facie presumption that the vehicle
has been parked or allowed to stand in such space for a period longer than
permitted by this chapter. (Prior code § 3213.8)
SECTION 11. Section 10.52.110 (Motorcycle spaces) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.52.110 Motorcycle spaces.
The Public Works Director or their designee(s) may designate and cause to be
installed and maintained parking spaces for the exclusive use of motorcycl es,
motorized bicycles, and motor driven cycles. (Ord. 1628 § 38, 2016: Ord. 936 § 1,
1982: prior code § 3213.11)
SECTION 12. Severability. If any subdivision, paragraph, sentence, clause, or
phrase of this ordinance is, for any reason, held to be invalid or unenforceable by a court
of competent jurisdiction, such invalidity or unenforceability shall not affect the validity or
enforcement of the remaining portions of this ordinance, or any other provisions of the
city' s rules and regulations. It is the city' s express intent that each remaining portion
would have been adopted irrespective of the fact that any one or more subdivisions,
paragraphs, sentences, clauses, or phrases be declared invalid or unenforceable.
SECTION 13. These amendments to Title 10 Chapter 52 of the City of San Luis
Obispo Municipal Code do not constitute a “Project” under CEQA Guidelines Sec. 15378.
Page 209 of 845
Ordinance No. 1699 (2021 Series) Page 6
O 1699
SECTION 14. A summary of this ordinance, together with the names of Council
members voting for and against, shall be published at least five (5) days prior to its final
passage, in The New Times, a newspaper published and circulated in this City. This
ordinance shall go into effect at the expiration of thirty (30) days after its final passage.
INTRODUCED on the 1st day of June, 2021, AND FINALLY ADOPTED by the
Council of the City of San Luis Obispo on ____ day of ____, 2021, on the following vote:
AYES:
NOES:
ABSENT:
________________________________
Mayor Heidi Harmon
ATTEST:
____________________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_____________________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
________________________________
Teresa Purrington
City Clerk
Page 210 of 845
Ordinance No. 1699 (2021 Series) Page 7
O 1699
Exhibit A
Page 211 of 845
Page 212 of 845
O 1700
ORDINANCE NO. 1700 (2021 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING TITLE 10, CHAPTER 04
(DEFINITIONS), OF THE SAN LUIS OBISPO MUNICIPAL CODE
WHEREAS, Title 10 Chapter 4 of the City’s Municipal Code provides definitions of
words and phrases used throughout Title 10; and
WHEREAS, the City Council of the City of San Luis Obispo recently approved the
purchase and installation of parking payment centers throughout the downtown area ; and
WHEREAS, the parking payment centers are a new technology for the City of San
Luis Obispo that need to be defined within the City’s Municipal Code to ensure that it is
consistent with the State of California’s Vehicle Code.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Section 10.04.120 (Parkway) of the San Luis Obispo Municipal Code
is hereby amended as follows:
10.04.120 Parking payment center.
“Parking payment center” means an electronic parking meter or pay station
serving one or more parking spaces
SECTION 2. Section 10.04.130 (Passenger loading zone) of the San Luis Obispo
Municipal Code is hereby amended as follows:
10.04.130 Parkway.
“Parkway” means that portion of a street other than a roadway or a sidewalk. (Prior
code § 3200 (part))
SECTION 3. Section 10.04.140 (Pedestrian) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.140 Passenger loading zone.
“Passenger loading zone” means the space adjacent to a curb reserved for the
exclusive use of vehicles during the loading or unloading of passengers. (Prior
code § 3200 (part))
SECTION 4. Section 10.04.150 (Police department employee) of the San Luis
Obispo Municipal Code is hereby amended as follows:
10.04.150 Pedestrian.
“Pedestrian” means any person afoot or who is using a means of conveyance
propelled by human power other than a bicycle. (Prior code § 3200 (part))
Page 213 of 845
Ordinance No. 1700 (2021 Series) Page 2
O 1700
SECTION 5. Section 10.04.160 (Police officer) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.160 Police department employee.
“Police employee” means persons other than police officers who are authorized
and trained to enforce traffic regulations. (Prior code § 3200 (part))
SECTION 6. Section 10.04.170 (Skateboard) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.170 Police officer.
“Police officer” means every officer of the police department of this city or any
employee authorized to direct or regulate traffic or to make arrests for violation of
traffic regulations. (Prior code § 3200 (part))
SECTION 7. Section 10.04.180 (Stop) of the San Luis Obispo Municipal Code is
hereby amended as follows:
10.04.180 Skateboard.
“Skateboard” means a wheeled object as defined in Section 10.76.010. (Prior code
§ 3200 (part))
SECTION 8. Section 10.04.190 (Stop or stand) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.190 Stop.
“Stop,” when required, means complete cessation of movement. (Prior code
§ 3200 (part))
SECTION 9. Section 10.04.200 (Vehicle code) of the San Luis Obispo Municipal
Code is hereby amended as follows:
10.04.200 Stop or stand.
“Stop or stand,” when prohibited, means any stopping or standing of a vehicle,
whether occupied or not, except when necessary to avoid conflict with other traffic
or in compliance with the directions of a police officer or official traffic-control
device. (Prior code § 3200 (part))
SECTION 10. Section 10.04.210 (Vehicle code) of the San Luis Obispo Municipal
Code is hereby established as follows:
10.04.210 Vehicle code.
“Vehicle Code” means the Vehicle Code of the state of California. (Prior code
§ 3200 (part))
Page 214 of 845
Ordinance No. 1700 (2021 Series) Page 3
O 1700
SECTION 11. Severability. If any subdivision, paragraph, sentence, clause, or
phrase of this ordinance is, for any reason, held to be invalid or unenforceable by a court
of competent jurisdiction, such invalidity or unenforceability shall not affect the validity or
enforcement of the remaining portions of this ordinance, or any other provisions of the
city' s rules and regulations. It is the city' s express intent that each remaining portion
would have been adopted irrespective of the fact that any one or more subdiv isions,
paragraphs, sentences, clauses, or phrases be declared invalid or unenforceable.
SECTION 12. These amendments to Title 10 Chapter 04 of the City of San Luis
Obispo Municipal Code do not constitute a “Project” under CEQA Guidelines Sec. 15378.
SECTION 13. A summary of this ordinance, together with the names of Council
members voting for and against, shall be published at least five (5) days prior to its final
passage, in The New Times, a newspaper published and circulated in this City. This
ordinance shall go into effect at the expiration of thirty (30) days after its final passage.
INTRODUCED on the 1st day of June, 2021, AND FINALLY ADOPTED by the
Council of the City of San Luis Obispo on the 6th day of July, 2021, on the following vote:
AYES:
NOES:
ABSENT:
________________________________
Mayor Heidi Harmon
ATTEST:
____________________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_____________________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington, City Clerk
Page 215 of 845
Page 216 of 845
Item 6a
Department: Parks and Recreation
Cost Center: 7001
For Agenda of: 7/6/2021
Placement: Public Hearing
Estimated Time: 60 Minutes
FROM: Greg Avakian, Parks & Recreation Director
Prepared By: Shawna Scott, Senior Planner
SUBJECT: APPROVAL OF THE PARKS AND RECREATION BLUEPRINT FOR THE
FUTURE: 2021-2041 (PARKS AND RECERATION PLAN AND GENERAL
PLAN ELEMENT UPDATE) THAT WILL SUPERCEDE THE 2001 PARKS
AND RECREATION MASTER PLAN AND GENERAL PLAN ELEMENT
RECOMMENDATION
As recommended by the Planning Commission, Parks and Recreation Commission, and
Active Transportation Committee:
1. Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, approving the Parks and Recreation Blueprint for the Future: 20 21-
2041 (Parks and Recreation Plan and General Plan Element Update) and adopting
the associated Initial Study/Negative Declaration (GENP-1942-2018, EID-0150-2021;
Citywide);” and
2. Adopt an Initial Study/Negative Declaration;
3. Approve the Parks + Recreation Blueprint for the Future: 2021 -2041 (Parks and
Recreation Plan and General Plan Element Update); and
4. Authorize the Parks and Recreation Director or their designee to approve future
administrative revisions to Chapters 1, 2, 3, and 5 of the Parks + Recreation Blueprint
for the Future: 2021-2041 (Parks and Recreation Plan) as necessary, so long as the
revisions to not alter the vision and themes of the Plan, project recommendations, and
substantive content of the document, and any such revisions are documented in
writing, evaluated for consistency with the adopted Initial Study/Negative Declaration,
and provided to the City Clerk for record keeping.
REPORT-IN-BRIEF
The City Parks and Recreation Department has prepared the Parks + Recreation
Blueprint for the Future: 2021-2041 (Parks and Recreation Plan and General Plan
Element Update “Plan Update”) to guide the future of parks and recreation facilities and
programs in the City for the next twenty years. The current Parks and Recreation Master
Plan and Element (2001) is proposed to be replaced in its entirety by the Plan Update.
Page 217 of 845
Item 6a
One notable and important change with the Plan Update is that the Plan addresses urban
parks and recreation, and no longer includes plans or policies related to the City’s Open
Space, which are appropriately addressed in the City’s Conservation and Open Space
Element (adopted in 2006) and adopted Natural Area plans. This report provides an
overview of the Plan Update, including goals, policies, and implementation.
The Plan Update incorporates the comments and direction received during public input
sessions on the draft Plan Update from the Active Transportation Committee (ATC), the
Parks and Recreation Commission (PRC), and the City Council Study Session on the
Public Draft Plan Update. No modifications were recommended by the Planning
Commission. All specific edits incorporated into the Plan Update following release of the
February 2021 Public Draft Plan are identified in Attachment D (Public Draft Plan
Revisions) for reference. All advisory bodies unanimously recommended adoption of the
Plan Update.
The Initial Study/Negative Declaration and Plan Update are provided as Attachments B
and C, and the Plan Update is available for public review at
https://www.slocity.org/government/department-directory/parks-and-recreation/parks-
and-recreation-plan-and-element-update
DISCUSSION
Background
In 2017, the City Parks and Recreation Department initiated the update to the City’s Parks
and Recreation Element of the General Plan and the Parks and Recreati on Plan (Plan
Update). On November 7, 2017, the City Council approved the Project Plan for the Plan
Update, and a consultant team led by WRT was selected in February 2018 to support
staff. In April 2018, the Parks and Recreation Commission (PRC) approved t he
Community Engagement Plan1 for the project, and the Plan Update has been informed
by three years of public outreach and comment, public workshops and forums, a
statistically valid survey, and focused review by Parks and Recreation and Planning staff
and the PRC.
The Plan Update will be an essential guide for parks and recreation in San Luis Obispo,
while also serving as the General Plan Parks and Recreation Element; goals and policies
are embedded in the City’s larger blueprint for future growth and cha nge. Chapters 1, 2,
3, and 5 of the Blueprint comprise the Parks and Recreation Plan, and Chapter 4 is the
Parks and Recreation General Plan Element.
1 Approved by the Parks and Recreation Commission in April 2018, available here.
Page 218 of 845
Item 6a
The Plan Update also serves to support, supplement, and advance the goals of the City’s
Climate Action Plan for Community Recovery2, Active Transportation Plan3, and
Recommendations to City Council for Advancing Diversity, Equity, and Inclusion in the
City of San Luis Obispo4. Implementation of the Plan supports and strives to ensure that
City’s parks, facilities, and programs will be inclusive, safe, and accessible to all people.
Specific revisions that have been incorporated into the Plan Update following review by
the Active Transportation Committee (ATC) on March 18, 2021, the City Council Study
Session held on May 3, 2021, and Parks and Recreation Commission (PRC) review on
May 12, 2021 are incorporated into the Plan Update (Attachment C) and specifically
identified in Attachment D (Public Draft Plan Revisions). No amendments to the Draft Plan
were recommended by the Planning Commission following their review on May 26, 2021.
Summary of the Plan Update
The following discussion provides a brief guide to the structure and content of the
document. The Plan is divided into five chapters:
Chapter 1 introduces the planning process and overarching goals of the plan. The Plan
includes the following six Guiding Themes, which permeate through the Plan’s
recommendations, goals, and policies:
Design Excellence
Stewardship and Sustainability
Inclusion and Access
Building Community
Partnerships and Public Engagement
Good Governance
Chapter 2 takes a deeper look at San Luis Obispo through demographic analysis and its
parks through a detailed inventory. This information was presented to the PRC and the
public in a Community Needs Assessment Report, which is included in the Plan Update
Appendix.
Chapter 3 provides a summary of the extensive community engagement conducted in
association with the Plan Update. This information was presented to the PRC and the
public in the adopted Community Needs Assessment Report, and subsequent updates
presented to the PRC.
2 Climate Action Plan for Community Recovery (August 2020), available here
3 Active Transportation Plan (February 2021), available here
4 Recommendations to City Council for Advancing DEI (January 2021), available here
Page 219 of 845
Item 6a
Chapter 4 consists of the Parks and Recreation Element of the General Plan and
provides the detailed policies that flow from five system-wide goals. The draft goals and
policies were presented to the PRC in July 2020 and have been expanded and updated
based on continued public input, continued staff review, and to maintain consistency with
the adopted Climate Action Plan and Active Transportation Plan and Recommendations
to City Council for Advancing Diversity, Equity, and Inclusion in the City of San Luis
Obispo. The Plan Update is intended to support and advance the goals and programs
identified in these previously adopted plans.
The five goals include:
Build Community and Neighborhoods: City Parks and Recreational facilities
should build and connect community through inclusive and diverse amenities and
programming.
Meet the Changing Needs of the Community: Leverage regionalism and
creatively increase the number of City parks, recreational facilities and amenities,
to meet user needs.
Sustainability: The City’s Parks and Recreation facilities will be vibrant, resilient,
and sustainable.
Optimize Resources: Establish, maintain, and operate parks, facilities, a nd
programs in a manner that is cost effective and manageable while engaging the
community in a manner that optimizes involvement and support.
Safety: Provide safe, accessible, inclusive, and well-maintained City parks,
recreational facilities, and amenities.
In addition to the numerous policies identified under each of these goals, this chapter also
identifies standards for future parkland and amenities in the City. The Plan Update carries
forward the current parkland standard of 10 acres per 1,000 residents, and includes a
new standard for the provision of amenities with the City based on both the resident and
daytime (service) population (refer to Key City Council Study Session Comments for
Discussion, below, for additional discussion regarding the City Council’s comments
related to parkland and amenity standards and staff’s recommendation).
In order to determine base needs for City park facilities and amenities, staff worked with
the project consultant team (WRT and PROS) to assess the current leve l of service for
park facilities and amenities based on the 2017 estimated resident and daytime
populations, and the 2035 estimated resident and daytime populations. This assessment
considered a list of key amenities based on the City’s current inventory, planned
amenities identified in Specific Plan areas, input from the public and the PRC and ATC,
consideration of recreational trends, and recommendations identified in the Community
Needs Assessment.
Page 220 of 845
Item 6a
In addition to overall need Citywide, the Plan Update assessed needs based on identified
sub-areas within the City that contain multiple neighborhoods, population density within
residential neighborhoods, and identification of access gaps, with a policy directive for
equitable distribution of amenities through-out the City, such that every resident would be
able to access no-cost key amenities via sustainable transportation including walking,
biking, rolling, or transit (Attachment C, Plan Update, Policy 1.3 Park Access Standards
and Policy 1.6 Park Amenities Per Area Standard). Existing City inventory, existing needs,
future needs, access gaps, and implementation timing priority are identified in Table 1.
Amenity Inventory and Current and Future Needs.
Page 221 of 845
Item 6a
Table 1. Amenity Inventory and Current and Future Needs
Amenity Current
Inventory
Current
Additional
Need
General Plan
Build-out
Total
Additional
Need1
Location Based on
Access Gaps and
Planned Amenities
(Sub-area)
Priority
ATHLETIC FIELDS
Diamond Athletic
Fields (Youth)
4 2 3 Downtown
Laguna Lake
0-10
years
Diamond Athletic
Fields
(Youth/Adult)
1 4 5 Downtown
Meadow/Sinsheimer
Righetti/Orcutt
Stoneridge/Margarita
Laguna Lake
0-10
years
Diamond Athletic
Fields (Adult)
1 2 3 Downtown
Righetti/Orcutt
Stoneridge/Margarita
Laguna Lake
0-10
years
Rectangle Athletic
Fields
4 4 6 Downtown
Meadow/Sinsheimer
Laguna Lake
0-5
years
SPORTS COURTS
Outdoor
Basketball Court
6 6 8 Citywide 0 – 20
years
Tennis Court 8 7 10 Downtown
Laguna Lake
0-5
years
Pickleball Court 3 9 12 Foothill/Anholm
Downtown
Meadow/Sinsheimer
Laguna Lake
0 – 5
years
Sand Volleyball 8 3 5 Downtown
Stoneridge/Margarita
Laguna Lake
0-20
years
Roller Sports
Court
1 1 2 Downtown
Meadow/Sinsheimer
Righetti/Orcutt
Stoneridge/Margarita
Laguna Lake
10-20
years
Page 222 of 845
Item 6a
Amenity Current
Inventory
Current
Additional
Need
General Plan
Build-out
Total
Additional
Need1
Location Based on
Access Gaps and
Planned Amenities
(Sub-area)
Priority
Multi-generational
recreation and
community center
Ludwick
Center
and SLO
Senior
Center
27,000 sf 46,000 sf Citywide 5-20
years
Dog Park/
Off-leash Dog
Area
1 6 7 Foothill/Anholm
Downtown
Meadow/Sinsheimer
0-5
years
Playgrounds/ Tot
Lot
26 10 18 Citywide 0-20
years
Group
Seating/Gathering
Areas
9 6 9 Downtown
Stoneridge/Margarita
0-5
years
SPECIAL RECREATION FACILITIES
Disc Golf Course
(18-hole)
2 0 0 N/A N/A
Golf Course 1 0 0 Citywide N/A
Swim Center 1 Expansion
of existing
pool
1 Citywide 5-20
years
Skate Park 1 0 1 Citywide 10-20
years
Pump Track (Bike
or Skate)
0 2 3 Citywide 0-20
years
1 Includes amenities identified in approved Specific Plans
Page 223 of 845
Item 6a
Chapter 5 provides the details around implementation and funding strategy, including
phasing and priority projects. This chapter was informed by public comment and PRC
feedback on project prioritization for the near term (0-5 year), mid-term (5-10 year), and
long-term (10-20 year) timeframes. Park and facility improvements can be understood in
three tiers: Tier 1, Critical Park Improvements (Maintenance); Tier 2, Strategic Park
Improvements, Improvement of Existing Parks/Facilities; and Tier 3, “Visionary” Park
Improvements, New Opportunities.
Tier 3 park and facility needs and priorities identified in the Plan Update are grouped by
park classification (i.e., neighborhood parks, community parks) and are then presented in
alphabetical order. Project opportunities are prioritized by phase (near-term, mid-term,
and long-term). For quick reference, Tier 3 park and facility opportunities and priorities
are also summarized in Table 5-1 of the Plan Update (Attachment C).
Implementation of the Plan Update
The Plan Update will be implemented over the next twenty years, depending on funding
and staffing resources. Plan Update Chapter 5 (Implementation) is intended to be
aspirational and identifies opportunities that may be appropriate for existing parks based
on the wants and needs expressed by the community. As amenities and parkland are
constructed, the City will need to monitor implementation of the Plan Update and track
progress towards meeting service standards for both park acreage and identified
amenities, equitable distribution of amenities, and resolving access gaps such that all
residents will be able to enjoy parks and recreation within a ½ mile (or ten minute walk)
from their home.
The Plan Update is also intended to be flexible, to enable the City to conduct focused
community outreach and prepare park-specific comprehensive plans for the following
existing community and neighborhood parks:
Laguna Park (update Laguna Lake Plan)
Meadow Park and Meadow Park Center
Sinsheimer Park, Sinsheimer Stadium, SLO Swim Center
Mitchell Park
In addition, as noted in the plan, new parkland is needed in the following areas to address
population density within neighborhoods and access gaps:
Foothill/Anholm area: in the vicinity of Grand Avenue, potentially through
agreement with San Luis Coastal Unified School District;
Downtown area: along the Johnson Avenue corridor south of the high school;
Meadow/Sinsheimer area, potentially through expansion or amenitization of
Stoneridge Park;
Stoneridge/Margarita area: along the South Higuera corridor;
Laguna Lake area: at the Laguna Lake Golf Course as part of potential site reuse.
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Key considerations for the enhancement and redevelopment of existing parks and the
development of new parkland will be striking a balance between active and passive
recreational use, maintaining neighborhood character, ensuring high quality design and
maintenance, and optimizing resources by incorporating multi-generational, multi-use,
inclusive and accessible amenities and facilities. Incorporation of innovative universal
design and continued conversations with the community will be critical to resolve and
prevent any barriers5 to our community’s enjoyment of the City parks, recreation
amenities, public art, and programs.
The Plan Update also identifies the need for park activation and building community
through site planning and provision of community gathering space and associated
infrastructure (i.e., gazebo, stage, improved access); supporting and facilitating
community events; incorporation of public art and cultural expression; and dynamic
programming to address multi-generational and multi-ability needs of our community.
Implementation of the Plan Update would be funded by impact fees, the general fund,
grants, revenues from services, provided, and group area and facility rentals. Potential
external funding sources could include grants; “friends of parks” organization(s);
corporate sponsorships; crowdfunding; partnerships with other agencies; gifts from non -
profit foundations; private donations; irrevocable remainder trusts; volunteerism; and
fundraisers. The Plan update identifies rough lifecycle costs for key amenities, while more
aspirational projects such as multi-generational center would require a specific cost and
financing assessment due to the potential variables that affect construction, operation,
and maintenance costs.
Previous Council or Advisory Body Action
Planning Commission, May 26, 2021. The Planning Commission considered the Plan
Update, and moved to recommend the City Council adopt the Initial Study/Negative
Declaration for the project, and approve the Draft Plan as presented in the May 26, 2021
agenda report package.
Parks and Recreation Commission (2018-2021). Over the past three years, the PRC
has provided valuable input on the Plan Update. The PRC held a meeting on May 12,
2021 to receive public comment, consider Council comments during the May 3, 2021
Study Session, review staff-recommended revisions to the Public Draft Plan, and provide
a recommendation for consideration by the Planning Commission and City Council.
5 Potential barriers may include, and are not limited to, ability, skill level, sense of safety, monetary
limitations, knowledge and/or interest in programming and/or recreational activity.
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The PRC unanimously recommended adoption of the Plan Update with noted
clarifications by staff. In addition, the PRC recognized that the Plan Update is aspirational,
considered City Council Study Session comments and recommended retainment of the
10 acres per 1,000 resident parkland standard, retainment of the sub -area delineations,
and clarification regarding the use of the Access Gap/Amenities m ap (amendments to
Figure 4-2: Sub-Area Map), and supported additional City Council Study Session
comments.
City Council Study Session, May 4, 2021 . During the City Council Study Session on
the Public Draft Plan Update,6 the City Council provided directional items and suggestions
for staff and PRC review and consideration. The City Council’s comments and direction,
including staff’s response, are incorporated into the table below. Edits that have been
made to the Plan Update are identified by showing delete d text in strike-through, and
added text is underlined. All amendments to the Public Draft Plan are identified in
Attachment D, and include all the specific changes including numerous edits to provide
clear distinctions related to Open Space, open public spaces/places, and urban trails and
replacement of references to “picnic areas” with gathering and seating areas.
Table 2. City Council Study Session Comments
CITY COUNCIL STUDY SESSION
COMMENTS
HOW ADDRESSED
Further assess if use of resident or
daytime population is appropriate for
parkland aspirations (10 acres per 1,000
people) and/or current and future amenity
needs.
The Plan Update identifies a parkland
standard of 10 acres per 1,000 residents,
and identifies amenity level of service
based on the daytime (service)
population. This approach is identified to
recognize that both the resident and
daytime (service) populations create
demands on parks and recreational
amenities and facilities. The PRC
specifically recommended support for the
10 acres per 1,000 residents standard,
and use of the daytime population to
determine future amenities.
6 City Council Study Session Agenda Report available online:
http://opengov.slocity.org/WebLink/DocView.aspx?id=141546&dbid=0&repo =CityClerk
City Council Study Session, video of meeting available online:
https://www.youtube.com/channel/UCjSH3YJ12dVzLmQYuevI_sw
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CITY COUNCIL STUDY SESSION
COMMENTS
HOW ADDRESSED
Make sure there are clear distinctions
about Open Space and open public
spaces/places and urban trails.
Multiple edits were incorporated into the
Plan Update to ensure that the document
makes the appropriate and clear
distinction that the Plan Update focuses
on urban parks and recreation, and does
not affect or serve as a policy document
or plan for the City’s Open Space.
Specific edits are identified in Attachment
D (Public Draft Plan Revisions).
Remove reference to a second golf
course.
The Plan Update has been modified to
remove the opportunity for a second golf
course from the document:
Page 84: Table 4-2 Park Amenity
Standards, do not identify a second golf
course.
Page 114: Golf Courses:
“Additional Need
San Luis Obispo would need one
additional golf course by 2035 to meet
standards; however, two golf courses to
serve the City is not needed.
Access Gaps
Laguna Lake Golf Course is in Area 6
(West). Any future course should be in a
different part of the city.
Priority
Providing an additional golf course may
be considered a long-term (10-20 year)
priority, subject to land availability. An
additional golf course is not a priority for
the City.”
Consider dividing the Meadow/Sinsheimer
sub-area into two sub areas.
Staff reviewed this comment and
discussed with the PRC for further
direction. No changes to the sub-area
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CITY COUNCIL STUDY SESSION
COMMENTS
HOW ADDRESSED
delineations are proposed or
recommended by the PRC; however,
Figure 4-2 has been amended to show
the sub-area delineations and the
population density and access gaps
shown in Figure 5-5, Park Access Gaps
and Potential Future Park Sites (refer to
Attachment C, Draft Plan and Attachment
D, Public Draft Plan Revisions). The
purpose of the map revision is to clarify
that there are multiple factors that will
drive the location of new and upgraded
amenities throughout the City.
Look for "quick build" projects as it relates
to what we already have, such as a dirt
pump track, dog parks, shade/cooling,
lighting, gardens, and community events.
No changes to the Plan Update are
proposed; however, the Parks and
Recreation Department and Public Works
Department are working to identify “quick
build” projects within the context of the
Capital Improvement Plan, the City’s
Financial Plan, grant funding, and
opportunities for volunteer/community
collaboration.
Update opportunities for Cheng Park
improvements.
The Plan Update includes the following
additional text:
Page 126: Cheng Park, Planned
Improvements
Added the following two bullets:
“+ Provide Improved cultural expression
and educational opportunities
+ Maintain cultural significance of original
design”
Clarify if multi-generational center would
also be a multi-cultural center.
No changes to the Plan Update are
proposed. In recreational terms, a multi-
generational center focuses on activities
for all ages and abilities and likely would
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CITY COUNCIL STUDY SESSION
COMMENTS
HOW ADDRESSED
not focus solely on cultural activities. As
part of the 2021-23 Major City Goal work
program for Diversity, Equity, and
Inclusion there is a task to support a
feasibility study for a multi-cultural center
via staff and/or City Liaison support.
Programming will be incorporated at
Parks and Recreation facilities to support
Diversity, Equity, and Inclusion goals.
Clearly explain and clarify community
engagement results summarized in the
document.
The Plan Update includes the following
edits to clarify community engagement
responses:
Page 74: Park Improvement Priorities
Workshop, Your Neighborhood:
“Participants were asked to state their
priorities for park improvements in their
neighborhood, from a list of options. Of
these options, “safer access” was the
highest priority, followed by walking
paths, neighborhood events, and dog
park. “Approximately 110 participants
provided responses at this workshop
station, and the average ranking for each
priority is identified in Figure 3-1.”
Page 74: Park Improvement Priorities
Workshop, Community Parks:
“For Laguna Lake Park, we asked
participants to rank a list of 11 potential
improvements. The most popular: a bike
pump track, an adventure playground, a
botanical garden, a walking path, an
outdoor learning area, and additional
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Item 6a
CITY COUNCIL STUDY SESSION
COMMENTS
HOW ADDRESSED
picnic areas. “Approximately 100
participants provided responses at this
workshop station, and the average
ranking for each priority is identified in
Figure 3-2.”
Page 75: Park Improvement Priorities
Workshop, Fields and Facilities:
“Participants were asked to rank four
potential improvements to the SLO Swim
Center. Of these, extended hours for
recreation swim and for lap swim were
the highest ranked. Approximately 85
participants provided responses at this
workshop station, and the average
ranking for each priority is identified in
Figure 3-5.”
Consider park ambassadors to support
diversity, equity, and inclusion.
No changes to the Plan Update are
proposed at this time, as consideration of
establishing park ambassadors at City
parks would be better identified during
evaluation of resources and staffing
needs, are often based on a particular
amenity (such as the Santa Rosa SLO
Skate Park), and would need to take
equity into consideration as well as
operational and financial resources.
Conduct additional focused outreach
related to diversity, equity, and inclusion.
The Plan Update includes the following
edits to further clarify outreach efforts
during park-specific and facility-specific
planning:
Page 103:
“Next, the chapter defines three types of
park improvements, and documents
potential improvements opportunities at
each park where “visionary” changes are
needed. The chapter provides the
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CITY COUNCIL STUDY SESSION
COMMENTS
HOW ADDRESSED
flexibility to consider identified
opportunities and determine the
appropriate design and amenities of our
City’s parks and recreational facilities
through focused community outreach and
the preparation of comprehensive park-
specific plans. The community
engagement process will include direct
contact with community groups and
organizations to further advance diversity,
equity, and inclusion at all City parks and
facilities.”
Update Table 4-2 Park Amenity Standards
by deleting “Meets Standard/Needs Exist”
column and replacing it with the number of
additional amenities needed to serve the
future daytime population.
Table 4-2 Park Amenity Standards has
been updated by deleting “Meets
Standard/Needs Exist” column and
replacing it with the number of additional
amenities needed to serve the future
daytime population.
Note that the SLO Senior Center is an
historic building.
The Plan Update includes the following
edits:
Page 130: SLO Senior Center, Planned
Improvements, Mid-Term (5 to 10 years):
“+ Re-envision SLO Senior Center in the
context of Mitchell Park through Planning
process. Goals will include creating a
strong linkage between the park and the
center; and considering potential
renovation or expansion or replacement
of the Senior Center relocation of
programs and services to achieve multi-
generational use of the facility. The SLO
Senior Center building is a historic
property, and any improvements shall be
consistent with the City’s Historic
Preservation Ordinance and Historic
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CITY COUNCIL STUDY SESSION
COMMENTS
HOW ADDRESSED
Preservation Program Guidelines.
Increase the City’s financial and staff
investment in the SLO Senior Center.”
Research deed for 1445 Santa Rosa (SLO
Senior Center), specific to use
requirements or limitations for the building.
In November 1962, a Quitclaim Deed was
executed between the San Luis Obispo
School District and City of San Luis
Obispo for Mitchell Park. At that time, the
building located at 1445 Santa Rosa was
not managed by the City and was not
operated as a senior center. In 1971, the
City Council turned the building over to
the Parks and Recreation Department for
use as a senior center.
A Notice of Assurances to the State of
California of the Use of Property and/or
the State of California’s Right of
Recapture (San Luis Obispo County
Document No. 33982) was executed
February 1991 and filed with the County
of San Luis Obispo Clerk Recorders
Office June 1991.
This notice was required to be filed due to
the award of $50,000 from Senior Center
Bond Act Funds for renovation of the
facility at 1445 Santa Rosa. As result of
receipt of these funds, the facility was
required to be used as a senior center for
a period of five years (September 1989 to
September 1994) or the State of
California would be entitled to recapture
funding. As this period has expired, no
additional use restrictions or limitations
are required.
Key City Council Study Session Comments for Discussion
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A majority of comments received from the City Council during the Study Session have
been incorporated into the Plan Update. There are two topics that warrant a more detailed
response from staff, which are discussed below.
Council Comment: Further assess if use of resident or daytime population is appropriate
for parkland aspirations (10 acres per 1,000 people) and/or current and future amenity
needs.
Staff Recommendation. The Parks and Recreation Commission considered the parkland
standard following the City Council Study Session, and unanimously supported
maintaining proposed parkland standards. The Planning Commission did not identify or
recommend any policy modifications, and staff recommends:
Maintaining the parkland standard, applicable to the residential population,
consistent with the current standard (10 acres per 1,000 residents), which is
aspirational but provides a goal to strive for through future Specific Plans, General
Plan Amendments, Annexations and other methods (land dedication or acquisition
within the City); and
Identifying amenity needs based on the daytime (service) population, based on
the recognition that both residents and the daytime (service) population use park
and facility amenities.
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Discussion. According to the 2021 National Recreation and Park Association (NRPA)
Agency Review, the typical park and recreation agency manages 9.9 acres of parkland
for every 1,000 residents in its jurisdiction.7
The City currently has 205.6 acres of parkland, including:
99.7 acres of Community Parks
34.7 acres of Neighborhood Parks
7.9 acres of Mini Parks, and
63.3 acres of recreational centers and special facilities.
Current and proposed park acreage standards require a minimum of 10 acres of
parkland per 1,000 residents, including five acres of Neighborhood Parks per 1,000
residents (refer to Attachment C, Plan Update, Policy 1.2 Park Acreage Standards).8 This
current standard has been applied to Specific Plan and annexed areas and was
addressed by either provision of parkland based on the 10 acres of parkland per 1,000
residents, or a combination of provided parkland, improved parkland, and fees, as
approved by the City Council. This Plan Update would carry forward this same standard,
and this standard would continue to be applied to any new Specific Plans or annexations,
which is close to NRPA statistics (9.9 acres of parkland per 1,000 residents).
The City’s parkland acreage inventory only includes parks and recreational facilities that
are owned and operated by the City. Recreational opportunities such as Cal Poly facilities,
school properties (subject to joint-use agreements for youth recreation), and El Chorro
Regional Park fields (subject to a joint use agreement with the County) are not included
in the parkland acreage calculations.
As shown in Table 3 (Existing Parkland Inventory and Current and Future Parkland
Need), an additional 220 acres of parkland is needed today to serve the current (2017)
population of 46,724 residents. Looking ahead, the City would need an additional 361
acres of parkland to meet this park acreage standard for residents in 2035, inclusive of
249 acres of Neighborhood Parks, based on resident population estimates in the City’s
General Plan (56,686) (Attachment C, Appendix C, Community Needs Assessment Table
2-6, San Luis Obispo Park Acreage Standards and Level of Service ).
7 2021 NRPA Agency Review available online: https://www.nrpa.org/siteassets/2021-agency-
performance-review_final.pdf
8 Proposed Policy 1.2 Park Acreage Standards. San Luis Obispo shall continue to develop a park system
at the rate of ten acres of parkland per 1,000 residents. Aspirational standards for each park and facility
type are as shown in Table 4-1. The City has demonstrated that a high-quality park system can be achieved
within a smaller footprint but seeks to achieve this goal over time.
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Item 6a
Implementation of currently approved parks within adopted Specific and Development
Plans (Avila Ranch, Orcutt Area, Froom Ranch, and San Luis Ranch) would provide 54
acres of parkland9 and several new amenities. This will contribute to the total acreage of
parkland in the City, resulting in total park acreage of 260, with a remaining gap of 307
acres needed to serve the estimated resident population in 2035. Eventual build-out of
the Margarita Area Specific Plan, which is contingent on submittal of a development
proposal by the private landowner(s), would provide a 10-acre Neighborhood Park and a
16-acre improved sports field site.
Table 3. Existing Parkland Inventory and Current and Future Parkland Need
Resident
Population
City Parkland
Type and
Standard
Requirement
(total acreage
to meet
standard)
Existing
parkland
acreage
New
approved
Parkland
Additional
Need
46,724 (2017)
Overall:
10 acres/1,000
residents
467 acres 206 acres 54 acres 207 acres
Neighborhood
Parks:
5 acres/1,000
residents
234 acres 35 acres 23 acres 176 acres
56,686 (2035)
Overall:
10 acres/1,000
residents
567 206 acres 54 acres 307 acres
Neighborhood
Parks:
5 acres/1,000
residents
283 aces 35 acres 23 acres 225 acres
In 2018, a Capital Facilities Development Impact Fee Nexus Study was prepared to
provide the necessary technical documentation to support the adoption of updated impact
fees ensuring that new development pays its fair share of the park facilities needed to
serve it. The City collects two types of parkland fees, parkland in-lieu fees (pursuant to
the Quimby Act) and park development impact fees (pursuant to the Mitigation Fee Act).
Under the Quimby Act, all cities can establish parkland in-lieu fees up to a maximum of
5.0 acres per 1,000 residents. Park in-lieu fee estimates are based on the existing (2018)
standard for the resident population, which is 4.18 acres per 1,000 residents.
9 The acreage of approved parkland has been updated to include the Orcutt Area Specific Plan
Neighborhood Park.
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Item 6a
Prior to the 2018 Nexus Study and subsequent adoption of the Master Fee Schedule by
the City Council, the City only collected parkland in-lieu fees (Quimby Act), which apply
only to single-family and multi-family condominium developments.
The City’s current park development impact fees are based on the existing (2018)
standard for the service population, which is 2.69 park acres per 1,000 service population,
because both residents and non-residents use City parks. As a part of the Nexus Study,
park development impact fees were calculated for multi-family apartments and for
commercial development at the 2.69 acres per 1,000 service population rate. While the
Nexus Study identified a park development impact fee for both residential and non -
residential development, the City Council adopted the impact fee for multi-family
developments only (based on the 2.69 acres per 1,000 service population rate), but not
for commercial development because of the overall fee burden already carried by
commercial development. The maximum park development impact fees must align with
the current standard (at the time of the Nexus Study) and cannot be raised to address
existing deficiencies (as identified per a policy standard or objective).
Similar to the Nexus Study, the Plan Update recognizes that park and recreational
amenities are used by both the resident population and the daytime (service) po pulation,
and identifies amenity needs based on the estimated 2035 daytime (service) population
of 88,28610 (Attachment C, Plan Update, Policy 1.5 Park Amenity Standards).11 Staff’s
recommendation is discussed below for the Council’s consideration.
Council Comment: Consider dividing the Meadow/Sinsheimer sub-area into two sub
areas.
Staff Recommendation. As use of the sub-areas would not be the only factor considered
when the City is identifying the locations for future amenities, staff recommends no
changes to the sub-area delineations; however, an amendment to Figure 4-2 San Luis
Obispo Sub-Areas is warranted. The proposed revised Figure 4-2: San Luis Obispo Sub-
Areas and Park Access Gaps shows not only the sub-area delineation, but also
population density, access gaps, and areas where additional parkland is needed to meet
policy objectives (refer to Figure 1 on the following page and Attachment C, Plan Update
and Attachment D, Public Draft Plan Revisions).
10 Daytime (service) population identified in the Capital Facilities Development Impact Fee Nexus Study,
2018)
11 Proposed Policy 1.5 Park Amenity Standards. The City will seek to provide park amenities at daytime
population-based levels of service shown in Table 4-2. Recognizing that the City’s amenities serve City
residents as well as people who work in San Luis Obispo but live elsewhere, daytime population is used
to calculate appropriate service levels. In addition, Cal Poly recreation amenities available for community
use are taken into account.
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Item 6a
The PRC did not recommend revising the delineation of the sub-areas, and supported the
staff recommendation to revise the map to accurately show all the factors that will be
considered when considering future amenities. The P lanning Commission reviewed the
revised Figure 4.2, and did not identify any modifications.
Discussion. In addition to identifying overall need for parkland and amenities Citywide,
the Plan Update assessed needs based on identified sub -areas within the City that
contain multiple neighborhoods, population density within residential neighborhoods, and
identification of access gaps, with a policy directive for equitable distribution of amenities
through-out the City, such that every resident would be able to a ccess no-cost key
amenities via sustainable transportation including walking, biking, rolling, or transit
(Attachment C, Plan Update, Policy 1.3 Park Access Standards and Policy 1.6 Park
Amenities Per Area Standard). Staff reviewed this recommendation, and brought forward
this comment for further consideration by the PRC. Staff’s recommendation is discussed
below for the Council’s consideration.
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Item 6a
Figure 1. Revised Figure 4-2: San Luis Obispo Sub-Areas and Park Access Gaps
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Item 6a
Active Transportation Committee, March 18, 2021. The Public Draft Plan was
presented to the ATC on March 18, 2021. The ATC unanimously moved to recommend
adoption of the Plan Update, with recommendations that were supported by the PRC.
ATC recommendations are identified in the table below, and edits that have been made
to the Plan Update are identified by showing deleted text in strike-through, and added text
is underlined in addition to staff’s response to requested amendments. These edits are
also specifically identified in Attachment D (Public Draft Plan Revisions).
Table 3. Active Transportation Commission Recommendations
ACTIVE TRANSPORTATION
COMMITTEE RECOMMENDATIONS
HOW ADDRESSED
Address Sinsheimer Park area
connectivity, including inclusive non-
vehicular access both to the Sinsheimer
Park area and through the park. Identify
need for a paved trail connecting the
Railroad Safety Trail to Sinsheimer Park.
Page 123: Sinsheimer Park, Planned
Improvements, Near-Term (0 to 5 Years):
Added bullet:
“+ Address Sinsheimer Park area
connectivity, including inclusive non-
vehicular access both to the Sinsheimer
Park area and through the park. Provide
for an inclusive and accessible paved trail
connecting the Railroad Safety Trail to
Sinsheimer Park.”
Provide stronger language in Policy 1.15
Sustainable Transportation Access and
Policy 1.16 Shaded Play Areas, beyond
“evaluate potential…”and “strive to”.
Specifically address Sinsheimer Park,
Laguna Lake Park, and Meadow Park in
Policies 1.15, 3.1, and 5.2.
Include bicycle parking in parks, with
facilities for standard and electric
bicycles, and cargo bicycles.
Page 88: Policy 1.15, Sustainable
Transportation Access.
“1.15 Sustainable Transportation Access.
Support implementation of the Active
Transportation Plan and provision of
sustainable access to parks and
recreational facilities including, but not
limited to Sinsheimer Park area, Laguna
Lake Park, and Meadow Park, and
interconnected paths citywide. Bicycle
parking should be provided in parks,
recreational facilities, and community
centers, and include facilities for
standard, electric, and cargo bicycles.”
Page 88: Policy 1.16 Shaded Play Areas.
“1.16 Shaded Play Areas.
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Item 6a
ACTIVE TRANSPORTATION
COMMITTEE RECOMMENDATIONS
HOW ADDRESSED
In addition to shading play areas—a high
priority for the community—trees and
shade structures can also contribute to
distinctive identity and sustainability.
Existing play areas will be assessed for
need, and enhancements to both play
equipment and shade will be scheduled.
The City should strive for provide shaded
play areas within a short walk (1/2-mile)
of all residents: this should be a core
feature of all parks, including mini-parks.”
Policy 3.1 addresses new parks and
facilities, not existing; therefore, no
modifications are proposed related to
these comments.
Policy 5.2 states: “Create bicycle and
pedestrian connections between these
mainline trails and the City’s community
parks (e.g. Sinsheimer, Laguna Lake,
Santa Rosa, Meadow) and major
recreation facilities (e.g. Damon-Garcia).”
Therefore, no modifications are proposed
related to these comments.
Policy 3.1 Access by Foot and Bike:
Amend title to be more inclusive of those
accessing parks and facilities by
alternative non-vehicular means beyond
“foot and bike”.
Page 94: Policy 3.1 Access by Foot and
Bike.
“Policy 3.1 Access by Foot, and Bike, and
Roll”
New parks and facilities should be
located centrally to their service
population, integrated with their
community context, and easily accessed
on foot, and by bike, and roll….”
Overall, provide a more specific ties to
the Active Transportation Plan. See above.
Suggestion to locate pump tracks on
routes to schools, and locate pump. Page 114: Bike/Roller Pump Tracks
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Item 6a
ACTIVE TRANSPORTATION
COMMITTEE RECOMMENDATIONS
HOW ADDRESSED
tracks where it can be accessed via
bicycle.
“Priority
A bike/roller pump track has been
identified as a near-term (0-5 year)
priority for the City. A second track may
be considered a long-term (10-20 year)
opportunity. Pump tracks should be
located where they can be accessed via
bicycle or roll, and along routes to
schools.”
Policy Context
The recommendations of the Plan Update support and advance many of the goals,
objectives, policies and programs of the City’s General Plan, Active Transportation Plan,
and Climate Action Plan for Community Recovery. The development and enhancement
of accessible parks and facilities in the City would reduce vehicle miles traveled (VMT)
and related greenhouse gas emissions. Redevelopment of parks and facilities would
facilitate carbon-neutrality and provide an opportunity to educate and showcase evolving
technology. The Plan Update is consistent with the General Plan, and implementation of
the Plan Update would advance goals and policies of the Land Use Element, including
neighborhood connectivity and enhancement (Policies 2.2.4 and 2.2.6); provision and
enhancement of parks within neighborhoods (Policy 2.3.1); and increasing green space
in the Downtown (Policy 4.11).
Public Engagement
Chapter 3 of the Plan Update (What We Heard) summarizes the extensive public
engagement conducted over the past three years pursuant to the Plan Update’s
Community Engagement Plan, starting with foundational stakeholder interviews in April
2018. Throughout the summer of 2018, in order to reach our community, City staff
conducted over 25 “pop-up” events with the Parks and Recreation “Bright Ideas” bicycle
to reach and connect with residents and visitors at parks, facilities, programs, and events.
During these pop-ups, the public had an opportunity to provide comments on portable
white boards and comment cards and take photos with the “Bright Ideas” bicycle for
sharing on the Parks and Recreation Instagram account. A statistically valid Needs
Assessment Survey was conducted August to October 2018 (507 respondents).
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Public Workshops and forums included the
“Bright Ideas” Public Workshop in September
2018 to gain additional input from the community
regarding existing parks and facilities and the
future of parks and recreation in San Luis
Obispo. A PRC Workshop Series was held in
January, February, and March of 2019, which
consisted of focused discussions and public
input related to the community’s values and
priorities, unmet needs, and hopes and dreams.
Following the Workshop Series, a Community
Needs Assessment report prepared by the
consultant team was presented to the PRC and
the public in May 2019, and a Community
Needs Assessment Workshop was held in
June 2019. A Park Improvement Priorities
Workshop was held with the PRC in September
2019.
Through the remainder of 2019 and 2020, the public had an opportunity to attend PRC
meetings, where information was presented for public response and direction from the
PRC, including draft themes, goals, and policies; lifecycle costs; and the ongoing
feedback and questions provided by the public.
On March 25, 2021, a Public Draft Plan Update Public Workshop was held via Zoom.
The Workshop included a presentation on the Plan Update, and the community was
invited an encouraged to provide feedback via poll questions conducted during the
workshop, use of the “chat” function, and Open City Hall. The results of the public
workshop are summarized in the April 5, 2021 PRC Agenda Report.12 Online community
engagement continues to be fostered by information updates on City social media, the
project website, direct communications with staff, and the Open City Hall website.
Additional opportunities for public comment included public hearings with the PRC,ATC,
Planning Commission, and Study Session with the City Council. Recommendations and
direction from the PRC, ATC, and the City Council Study Session, and review by the
Planning Commission, have informed the current version of the Plan Update under
consideration by the City Council.
12 Parks and Recreation Commission agenda report, dated April 5, 2021, available here.
Community Needs Assessment report
includes:
Demographic characteristics and
population trends of the community;
Description of existing park system
and comparison to benchmark cities;
Overview of recreational trends and
preferences in the U.S. and in the
region;
Summary and evaluation of existing
amenities and programs; and
Summary of themes heard during
community engagement activities
and the community preferences
reflected in the statistically-valid
survey.
Page 242 of 845
Item 6a
CONCURRENCE
The Administrative Draft Plan Update was provided for internal review by several City
departments, including Community Development, Public Works, City Administration, and
Utilities. The Diversity, Equity, and Inclusion Task Force provided valuable review and
input on the Administrative Draft Plan Update. In addition, the Plan Update was
coordinated with the City Transportation Division and the Office of Sustainability to ensure
the document supports and advances the goals, policies, an d programs of the Active
Transportation Plan and Climate Action Plan.
Other community groups have helped shape the Plan Update including Arts Council,
American Youth Soccer Organization, Cal Poly (special thanks to NR 418 class, 2018),
Central Coast Concerned Mountain Bikers, Central Coast Soccer, Friends of SLO City
Dog Parks; Downtown SLO, History Center of San Luis Obispo County, Jack House
Committee, Land Conservancy of SLO County, San Luis Coastal Unified School District,
San Luis Obispo Museum of Art, SLO Baseball, SLO Pickleball Club, SLO Railroad
Museum, SLO REP Theatre, SLO Rugby, SLO Senior Center, SLO Soccer Club, SLO
Women’s Soccer Club, YMCA, and many other individuals.
ENVIRONMENTAL REVIEW
An Initial Study / Negative Declaration has been prepared for the Plan (Attachment B).
The public review period for the Initial Study / Negative Declaration was Thursday, March
25, 2021 to Monday, April 26, 2021. The Initial Study does not identify any potentially
significant impacts that would occur as a result of adoption of the Plan Up date.
As a policy document, the Draft Plan Update does not authorize any physical
development or improvements or provide project -specific construction details that would
allow for project-level CEQA analysis; instead, it is intended to provide goals and policies,
and guide development of future parks and recreation projects within the City. Therefore,
consistent with Section 15168(c)(1) of the State CEQA Guidelines, the IS/ND evaluates
program-level actions that describe planned park and recreation facilities and programs
and focuses primarily on the Draft Plan Update’s consistency with adopted City plans,
goals, objectives, and standards. Future proposed physical improvements that are
subject to discretionary approval would be subject to separate environmen tal review on
a project-specific basis, in accordance with the provisions of the California Environmental
Policy Act (CEQA) and the State CEQA Guidelines. Reference copies of the IS/ND are
available on the City’s website at https://www.slocity.org/government/department-
directory/community-development/documents-online/environmental-review-documents/-
folder-2154.
Page 243 of 845
Item 6a
FISCAL IMPACT
Budgeted: Yes Budget Year: 2017-19
Funding Identified: $160,000
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $160,000 $ n/a $ $
State
Federal
Fees
Other:
Total $ $ $ $
The fiscal impact associated with fully implementing the Plan Update is significant and
will extend over twenty years, requiring substantial funding commitments over multiple
financial plans as well as exploration of grants, development fees and other outside
funding sources. Since the Plan Update is a programmatic document, it provides only a
planning level assessment of project costs, with estimates provided for line-item amenity
features (i.e., seating, turf area, nets, etc.). Any larger scale projects iden tified in the
programmatic document such as a multi-generational community center or additional
aquatics center would require specific feasibility and financial assessments to determine
cost based on a variety of factors such as location, size, and other s pecific features.
Ultimately, each individual project and program expenditure would be considered and
prioritized by the City Council as part of the City’s two -year financial planning process.
The Council included $160,000 in the 2017-2019 Financial Plan for the Plan Update.
$145,000 was allocated for Contract Services, which includes $135,000 for consultant
assistance with the Community Needs Assessment and Plan Update, and a $10,000
contingency. $131,622.54 has been spent on consultant services to date. $10,000 was
also allocated for City operating expenditures, such as meeting notifications, outreach
direct costs and document production. $5,000 was assigned for an intern to assist with
the facility needs assessment.
Page 244 of 845
Item 6a
ALTERNATIVES
1. Continue review of the Plan Update with specific direction to staff on pertinent issues.
2. Recommend denial of the Plan Update, however staff does not recommend this as it
would be inconsistent with the General Plan, the Active Transportation Plan, and the
Climate Action Plan for Community Recovery.
ATTACHMENTS
A – Draft Resolution approving the Parks & Recreation Blueprint for the Future: 2021-2041
B – Initial Study/Negative Declaration
Ca – Draft Plan Update
Cb – Draft Plan Update Appendices
D – Public Draft Plan Revisions
E – Planning Commission Resolution No. PC-1040-21 (2021 Series)
Page 245 of 845
Page 246 of 845
R ______
RESOLUTION NO. ________ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING THE PARKS AND RECREATION
BLUEPRINT FOR THE FUTURE: 2021-2041 (PARKS AND RECREATION
PLAN AND GENERAL PLAN ELEMENT UPDATE) AND ADOPTING
THE ASSOCIATED INITIAL STUDY/NEGATIVE DECLARATION
(GENP-1942-2018, EID-0150-2021; CITYWIDE)
WHEREAS, the Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and
Recreation Plan and General Plan Element Update) will be an essential guide for parks and
recreation in San Luis Obispo, while also serving as the General Plan Parks and Recreation
Element; Chapters 1, 2, 3, and 5 of the Parks and Recreation Blueprint for the Future comprise the
Parks and Recreation Plan, and Chapter 4 is the Parks and Recreation General Plan Element; and
WHEREAS, the Active Transportation Committee of the City of San Luis Obispo
conducted a virtual public hearing in webinar format on March 18, 2021 on the Parks + Recreation
Blueprint for the Future: 2021-2041 (Parks and Recreation Plan and General Plan Element Update)
(Plan Update), and recommended consideration of the Committee’s comments and adoption of the
Plan Update (7:0); and
WHEREAS, the City Council of the City of San Luis Obispo conducted a virtual public
hearing Study Session in webinar format on May 4, 2021 on the Plan Update and provided
comments to staff; and
WHEREAS, the Parks and Recreation Commission of the City of San Luis Obispo
conducted a virtual public hearing in webinar format on May 12, 2021 on the Plan Update, and
recommended adoption of the Plan Update with noted clarifications, recognized the Plan Update
is aspirational; the Commission considered City Council Study Session comments and
recommended retainment of the 10 acres per 1,000 resident parkland standard, retainment of the
sub-area delineations, and clarification regarding the use of the Access Gap/Amenities map, and
supported additional City Council Study Session comments (7:0); and
WHEREAS, the Planning Commission of the City of San Luis Obispo conducted a virtual
public hearing in webinar format on May 26, 2021 and recommended the City Council adopt the
Initial Study/Negative Declaration and approve the Parks + Recreation Blueprint for the Future:
2021-2041 (Parks and Recreation Plan and General Plan Element Update) (4:0:3); and
WHEREAS, the City Council of the City of San Luis Obispo conducted a public hearing
on July 6, 2021 in the City Council Chambers located at 990 Palm Street, San Luis Obispo, for the
purpose of considering GENP-1942-2018 and EID-0150-2021, which include the Parks +
Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan and General Plan
Element Update) and associated Initial Study/Negative Declaration consistent with the Planning
Commission recommendation of May 26, 2021; and
Page 247 of 845
Resolution No. _____ (2021 Series) Page 2
R ______
WHEREAS, notices of said public hearings were made at the time and in the manner
required by law; and
WHEREAS, the City Council has duly considered all evidence, including the testimony
of the applicant, interested parties, and the evaluation and recommendations by staff, presented at
said hearing.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
to adopt the Initial Study/Negative Declaration and approve the Parks + Recreation Blueprint for
the Future: 2021-2041 (Parks and Recreation Plan and General Plan Element Update). This
resolution is based on the following findings:
SECTION 1. CEQA Findings. Based upon all the evidence, the City Council makes the
following California Environmental Quality Act (CEQA) findings in support of the Parks +
Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan and General Plan
Element Update).
1. The Initial Study/Negative Declaration was prepared in accordance with the California
Environmental Quality Act (CEQA) and the State CEQA Guidelines, adequately addressing
potential environmental impacts associated with the project.
2. No significant adverse impacts would occur as a result of the project, and no mitigation
measures are required.
3. As a policy document, the Parks + Recreation Blueprint for the Future: 2021-2041 (Parks
and Recreation Plan and General Plan Element Update) does not authorize any physical
development or improvements or provide project-specific construction details that would
allow for project-level CEQA analysis; instead, it is intended to provide goals and policies,
and guide development of future parks and recreation projects within the City. Therefore,
consistent with Section 15168(c)(1) of the State CEQA Guidelines, the Initial
Study/Negative Declaration evaluates program-level actions that describe planned park and
recreation facilities and programs and focuses primarily on the Plan’s consistency with
adopted City plans, goals, objectives, and standards. Future proposed physical improvements
that are subject to discretionary approval would be subject to separate environmental review
on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA
Guidelines.
SECTION 2. Project Approval with Findings. The City Council does hereby adopt the
Initial Study/Negative Declaration and approve the project, inclusive of applications GENP-1942-
2018 and EID-0150-2021, consisting of the Parks + Recreation Blueprint for the Future: 2021-
2041 (Parks and Recreation Plan and General Plan Element Update and associated Initial
Study/Negative Declaration, based on the following findings:
Findings:
1. The Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan
and General Plan Element Update) will promote the public health, safety, and welfare of
Page 248 of 845
Resolution No. _____ (2021 Series) Page 3
R ______
persons living and working in the City by proving a blueprint for future parks, facilities,
and programs, that will be inclusive, safe, and accessible to all people.
2. The Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan
and General Plan Element Update) supports and advances many of the goals, objectives,
policies and programs of the City’s Active Transportation Plan, and Climate Action Plan
for Community Recovery, because the development and enhancement of accessible parks
and facilities in the City would reduce vehicle miles traveled (VMT) and related
greenhouse gas emissions. Redevelopment of parks and facilities would facilitate carbon-
neutrality and provide an opportunity to educate and showcase evolving technology.
3. The Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan
and General Plan Element Update) is consistent with the City’s General Plan, because
implementation of the Plan Update would advance goals and policies of the Land Use
Element, including neighborhood connectivity and enhancement (Policies 2.2.4 and 2.2.6);
provision and enhancement of parks within neighborhoods (Policy 2.3.1); and increasing
green space in the Downtown (Policy 4.11).
Upon motion of Council Member ______________, seconded by Council Member
_____________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2021.
____________________________________
Mayor Heidi Harmon
ATTEST:
____________________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_____________________________________
J. Christine Dietrick
City Attorney
Page 249 of 845
Resolution No. _____ (2021 Series) Page 4
R ______
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, on ______________________.
____________________________________
Teresa Purrington
City Clerk
Page 250 of 845
INITIAL STUDY
ENVIRONMENTAL CHECKLIST FORM
For: Parks and Recreation Plan and General Plan Element Update
EID-0150-2021
March 2021
Page 251 of 845
CITY OF SAN LUIS OBISPO i INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
TABLE OF CONTENTS
INITIAL STUDY ENVIRONMENTAL CHECKLIST FORM ..................................................................... 1
ENVIRONMENTAL FACTORS POTENTIALLY AFFECTED ................................................................... 3
FISH AND WILDLIFE FEES .............................................................................................................. 3
STATE CLEARINGHOUSE ............................................................................................................... 3
DETERMINATION ......................................................................................................................... 4
EVALUATION OF ENVIRONMENTAL IMPACTS ............................................................................... 5
1. Aesthetics ................................................................................................................................................. 6
2. Agriculture and Forestry Resources ......................................................................................................... 7
3. Air Quality................................................................................................................................................. 8
4. Biological Resources ............................................................................................................................... 11
5. Cultural Resources ................................................................................................................................. 13
6. Energy ..................................................................................................................................................... 14
7. Geology and Soils ................................................................................................................................... 15
8. Greenhouse Gas Emissions .................................................................................................................... 18
9. Hazards and Hazardous Materials .......................................................................................................... 20
10. Hydrology and Water Quality................................................................................................................. 22
11. Land Use and Planning ........................................................................................................................... 24
12. Mineral Resources .................................................................................................................................. 25
13. Noise ....................................................................................................................................................... 26
14. Population and Housing ......................................................................................................................... 28
15. Public Services ........................................................................................................................................ 29
16. Recreation .............................................................................................................................................. 30
17. Transportation ........................................................................................................................................ 31
18. Tribal Cultural Resources ....................................................................................................................... 33
19. Utilities and Service Systems .................................................................................................................. 34
20. Wildfire ................................................................................................................................................... 36
21. Mandatory Findings of Significance ....................................................................................................... 37
22. Earlier Analyses ...................................................................................................................................... 38
23. Source References .................................................................................................................................. 38
ATTACHMENTS
A: DRAFT PARKS AND RECREATION PLAN
B: NATIVE AMERICAN CONSULTATION
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CITY OF SAN LUIS OBISPO ii INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
LIST OF ABBREVIATIONS AND ACRONYMS
AAQS Ambient Air Quality Standards
AB Assembly Bill
ALUP Airport Land Use Plan
AOZ Airport Overlay Zone
BMPs Best Management Practices
Caltrans California Department of Transportation
CAP Climate Action Plan
CCRWQCB Central Coast Regional Water Quality Control Board
CDFW California Department of Fish and Wildlife
CEQA California Environmental Quality Act
CH4 methane
City City of San Luis Obispo
CO carbon monoxide
CO2 carbon dioxide
CO2e carbon dioxide equivalent
COSE Conservation and Open Space Element
CWPP Community Wildfire Protection Plan
dBA A-weighted decibel(s)
EFZ Earthquake Fault Zone
EIR Environmental Impact Report
EOP Emergency Operations Plan
FEMA Federal Emergency Management Agency
FIRM Flood Insurance Rate Map
GHGs greenhouse gas emissions
GWP Global Warming Potential
Page 253 of 845
CITY OF SAN LUIS OBISPO iii INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
HFCs hydrofluorocarbons
IS/ND Initial Study/Negative Declaration
LUE Land Use Element
MJHMP Multi-Jurisdictional Hazard Mitigation Plan
MRZs Mineral Resource Zones
N2O nitrous oxide
NO2 nitrogen dioxide
NOA naturally occurring asbestos
NOA ATCM NOA Airborne Toxic Control Measure
NOx nitrogen oxides
NPDES National Pollutant Discharge Elimination System
O3 ozone
P Park
Pb lead
PCR Post Construction Requirements
PF Public Facilities
PFCs perfluorocarbons
PG&E Pacific Gas & Electric Company
PM10 particulate matter less than 10 microns in size
PM2.5 particulate matter less than 2.5 microns in size
PRC Public Resources Code
PRE Parks and Recreation Element
PRMP Parks and Recreation Master Plan
PRP Parks and Recreation Plan
REC Recreation
SB Senate Bill
SCCAB South Central Coast Air Basin
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CITY OF SAN LUIS OBISPO iv INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
SF6 sulfur hexafluoride
SGMA Sustainable Groundwater Management Act
SLCUSD San Luis Coastal Unified School District
SLOCAPCD San Luis Obispo County Air Pollution Control District
SLOMC San Luis Obispo Municipal Code
SMARA Surface Mining and Reclamation Act
SO2 sulfur dioxide
State State of California
SWPPP Stormwater Pollution Prevention Plan
SWRCB State Water Resources Control Board
TAC toxic air contaminant
VMT vehicle miles traveled
VOCs volatile organic compounds
WWME Water and Wastewater Management Element
Page 255 of 845
CITY OF SAN LUIS OBISPO 1 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
INITIAL STUDY
ENVIRONMENTAL CHECKLIST FORM
For ER # EID-0150-2021
1. Project Title:
San Luis Obispo Parks and Recreation Plan and General Plan Element Update
2. Lead Agency Name and Address:
City of San Luis Obispo
919 Palm Street
San Luis Obispo, CA 93401
3. Contact Person and Phone Number:
Shawna Scott, Senior Planner
(805) 781-7176
4. Project Location:
Citywide
5. Project Sponsor’s Name and Address:
Parks and Recreation Department
City of San Luis Obispo
1341 Nipomo Street
San Luis Obispo, CA 93401
6. General Plan Designations:
Citywide
7. Zoning:
Citywide
8. Description of the Project:
The City of San Luis Obispo’s (City) current Parks and Recreation Master Plan (PRMP) and Parks and Recreation
Element (PRE) was adopted in 2001. The PRMP/PRE needs to be updated to address the City’s changing
population and physical environment and the associated demands for new and/or improved community recreation
facilities and programs. Therefore, in 2018, the City of San Luis Obispo (City) embarked on a process to update its
Parks and Recreation Plan (PRP) and PRE, and the title of this update is Parks + Recreation Blueprint for the
Future: 2021-2041 Parks and Recreation Plan and General Plan Element Update (Plan Update). The Draft Plan
Update evaluates the condition and capacity of the City’s existing parks and facilities, develops a strategy for
maintaining and enhancing these facilities, and considers how new parks and facilities should be provided over the
coming years. The combined Draft Plan Update revisits the City’s recreational needs with fresh information about
facility usa ge, program participation, and community priorities and preferences and then establishes goals, policies,
Page 256 of 845
CITY OF SAN LUIS OBISPO 2 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
and implementing actions to serve as a blueprint from which to guide the City in achieving its Parks and Recreation
vision.
The Draft Plan Update addresses the type, location, and timing of development of City parks and recreation
facilities. Although the update retains similar policies and programs as established in the 2001 PRMP/PRE, there
are also new policies and programs that address these changing conditions. Chapter 4, Goals and Policies, of the
Draft Plan Update, includes over 50 policies to achieve the following five system-wide goals:
Build community and neighborhoods;
Meet the changing needs of the community;
Sustainability;
Optimize resources; and
Safety.
Chapter 5, Implementation, of the Draft Plan Update, describes the need for recreation amenities within the City,
provides a framework for locating these amenities, and identifies near-term, mid-term, and long-term projects. As
a policy document, the Draft Plan Update does not authorize any physical development or improvements; instead,
it is intended to guide development of future parks and recreation projects within the City. Therefore, consistent
with Section 15168(c)(1) of the State CEQA Guidelines, this Draft Initial Study/Negative Declaration (IS/ND)
evaluates program-level actions that describe planned park and recreation facilities and programs and focuses
primarily on the Draft Plan Update’s consistency with adopted City plans, goals, objectives, and standards. Future
proposed physical improvements that are subject to discretionary approval would be subject to separate
environmental review on a project-specific basis, in accordance with the provisions of the California Environmental
Policy Act (CEQA) and the State CEQA Guidelines. The Draft Plan Update is included as Attachment A to this
IS/ND. Once adopted, the Draft Plan Update will be finalized and become part of the City’s General Plan.
9. Project Entitlements:
The Draft Plan Update would require the following entitlements:
Review/recommendation by the City Parks and Recreation Commission and the City Planning
Commission;
Approval of the Draft Plan Update/adoption of the IS/ND by the City Council.
10. Surrounding Land Uses and Settings:
Policies and goals of the Draft Plan Update apply to the entire City; consequently, the project area or setting
includes the entire City and parks and open space areas located outside the City limits within the City’s planning
area.
11. Have California Native American tribes traditionally and culturally affiliated with the project area
requested consultation pursuant to Public Resources Code Section 21080.3.1? If so, is there a plan for
consultation that includes, for example, the determination of significance of impacts to tribal cultural
resources, procedures regarding confidentiality, etc.?
Native American Tribes were notified about the project consistent with City and State regulations including, but
not limited to, Assembly Bill (AB) 52 and Senate Bill (SB) 18. No tribal representatives requested consultation or
provided specific requests.
12. Other public agencies whose approval is required: None.
Page 257 of 845
CITY OF SAN LUIS OBISPO 3 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
ENVIRONMENTAL FACTORS POTENTIALLY AFFECTED
The environmental factors checked below would be potentially affected by this project, involving at least one impact that is a
“Potentially Significant Impact” as indicated by the checklist on the following pages.
☐ Aesthetics ☐ Greenhouse Gas Emissions ☐ Public Services
☐ Agriculture and Forestry
Resources ☐ Hazards and Hazardous Materials ☐ Recreation
☐ Air Quality ☐ Hydrology and Water Quality ☐ Transportation
☐ Biological Resources ☐ Land Use and Planning ☐ Tribal Cultural Resources
☐ Cultural Resources ☐ Mineral Resources ☐ Utilities and Service Systems
☐ Energy ☐ Noise ☐ Wildfire
☐ Geology and Soils ☐ Population and Housing ☐ Mandatory Findings of
Significance
FISH AND WILDLIFE FEES
[City to determine whether a No Effect Determination would be applicable to the project]
☐
The California Department of Fish and Wildlife has reviewed the CEQA document and written a no effect
determination request and has determined that the project will not have a potential effect on fish, wildlife, or
habitat (see attached determination).
☒
The project has potential to impact fish and wildlife resources and shall be subject to the payment of Fish and
Game fees pursuant to Section 711.4 of the California Fish and Game Code. This initial study has been
circulated to the California Department of Fish and Wildlife for review and comment.
STATE CLEARINGHOUSE
☒
This environmental document must be submitted to the State Clearinghouse for review by one or more State
agencies (e.g., Cal Trans, California Department of Fish and Wildlife, Department of Housing and Community
Development). The public review period shall not be less than 30 days (CEQA Guidelines 15073(a)).
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CITY OF SAN LUIS OBISPO 4 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
DETERMINATION (To be completed by the Lead Agency):
On the basis of this initial evaluation:
I find that the proposed project COULD NOT have a significant effect on the environment, and a NEGATIVE
DECLARATION will be prepared. ☒
I find that although the proposed project could have a significant effect on the environment, there will not be a
significant effect in this case because revisions in the project have been made, by or agreed to by the project
proponent. A MITIGATED NEGATIVE DECLARATION will be prepared.
☐
I find that the proposed project MAY have a significant effect on the environment, and an ENVIRONMENTAL
IMPACT REPORT is required. ☐
I find that the proposed project MAY have a “potentially significant” impact(s) or “potentially significant unless
mitigated” impact(s) on the environment, but at least one effect (1) has been adequately analyzed in an earlier
document pursuant to applicable legal standards, and (2) has been addressed by mitigation measures based on the
earlier analysis as described on attached sheets. An ENVIRONMENTAL IMPACT REPORT is required, but it
must analyze only the effects that remain to be addressed
☐
I find that although the proposed project could have a significant effect on the environment, because all potentially
significant effects (1) have been analyzed adequately in an earlier EIR or NEGATIVE DECLARATION pursuant
to applicable standards, and (2) have been avoided or mitigated pursuant to that earlier EIR or NEGATIVE
DECLARATION, including revisions or mitigation measures that are imposed upon the proposed project, nothing
further is required.
☐
March 23, 2021
Signature Date
Shawna Scott
For Michael Codron
Printed Name Community Development Director
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CITY OF SAN LUIS OBISPO 5 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
EVALUATION OF ENVIRONMENTAL IMPACTS
1. A brief explanation is required for all answers except “No Impact” answers that are adequately supported by the
information sources a lead agency cites in the parentheses following each question. A “No Impact” answer is
adequately supported if the referenced information sources show that the impact simply does not apply to projects like
the one involved (e.g., the project falls outside a fault rupture zone). A “No Impact” answer should be explained where
it is based on project-specific factors as well as general standards (e.g., the project will not expose sensitive receptors
to pollutants, based on a project-specific screening analysis).
2. All answers must take account of the whole action involved, including off-site as well as on-site, cumulative as well
as project-level, indirect as well as direct, and construction as well as operational impacts.
3. Once the lead agency has determined that a particular physical impact may occur, then the checklist answers must
indicate whether the impact is potentially significant, less than significant with mitigation, or less than significant.
"Potentially Significant Impact' is appropriate if there is substantial evidence that an effect may be significant. If there
are one or more "Potentially Significant Impact" entries when the determination is made, an EIR is required.
4. “Negative Declaration: Less Than Significant with Mitigation Incorporated” applies where the incorporation of
mitigation measures has reduced an effect from "Potentially Significant Impact" to a "Less than Significant Impact."
The lead agency must describe the mitigation measures, and briefly explain how they reduce the effect to a less than
significant level (mitigation measures from Section 19, "Earlier Analysis," as described in (5) below, may be cross-
referenced).
5. Earlier analysis may be used where, pursuant to the tiering, program EIR, or other CEQA process, an effect has been
adequately analyzed in an earlier EIR or negative declaration (Section 15063 (c) (3) (D)). In this case, a brief
discussion should identify the following:
a) Earlier Analysis Used. Identify and state where they are available for review.
b) Impacts Adequately Addressed. Identify which effects from the above checklist were within the scope of and
adequately analyzed in an earlier document pursuant to applicable legal standards, and state whether such effects
were addressed by mitigation measures based on the earlier analysis.
c) Mitigation Measures. For effects that are “Less than Significant with Mitigation Measures Incorporated,” describe
the mitigation measures which were incorporated or refined from the earlier document and the extent to which
they addressed site-specific conditions for the project.
6. Lead agencies are encouraged to incorporate into the checklist references to information sources for potential impacts
(e.g., general plans, zoning ordinances). Reference to a previously prepared or outside document should, where
appropriate, include a reference to the page or pages where the statement is substantiated.
7. Supporting Information Sources: A source list should be attached, and other sources used or individuals contacted
should be cited in the discussion.
8. The explanation of each issue should identify:
a) the significance criteria or threshold, if any, used to evaluate each question; and
b) the mitigation measure identified, if any, to reduce the impact to less than significance.
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CITY OF SAN LUIS OBISPO 6 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
1. AESTHETICS
Except as provided in Public Resources Code Section 21099,
would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Have a substantial adverse effect on a scenic vista? 7, 13,
14 ☐ ☐ ☒ ☐
b) Substantially damage scenic resources, including, but not
limited to, trees, rock outcroppings, open space, and historic
buildings within a local or state scenic highway?
7, 13,
14 ☐ ☐ ☒ ☐
c) In non-urbanized areas, substantially degrade the existing visual
character or quality of public views of the site and its
surroundings? (Public views are those that are experienced from
publicly accessible vantage point). If the project is in an
urbanized area, would the project conflict with applicable
zoning and other regulations governing scenic quality?
7, 13,
14 ☐ ☐ ☒ ☐
d) Create a new source of substantial light or glare which would
adversely affect day or nighttime views in the area? 12, 20 ☐ ☐ ☒ ☐
Evaluation
a), b), c) The City’s General Plan Conservation and Open Space Element (COSE) (City of San Luis Obispo 2006a; adopted
April 4, 2006, last revised December 9, 2014) identifies scenic features as creek areas, historic resources, and neighboring
hillsides and surrounding mountains such as the Morros, the Santa Lucia Mountains, and the Irish Hills. Scenic corridors as
identified in the General Plan include: U.S. Highway 101, South Higuera Street, Broad Street, Tank Farm Road, Johnson Avenue,
Los Osos Valley Road, and Santa Rosa Street. Goals and policies in the Draft Plan Update support the preservation of scenic
resources within the City, and future physical park and facility improvements envisioned by the Draft Plan Update are anticipated
to enhance the existing visual character of the City through the provision of new and upgraded recreational facilities, including
preserving and incorporating existing vegetation and natural features on site and, where feasible, to connect with nearby open
spaces, and maintaining and providing “grand trees,” or trees which cast shade and provide long-term value. Furthermore, the
Draft Plan Update policies are consistent with the policies within the City’s General Plan Land Use Element (LUE) (City of San
Luis Obispo 2014d; adopted December 9, 2014), the COSE, and the Circulation Element (City of San Luis Obispo 2014c;
adopted December 9, 2014, amended October 24, 2017), which require the preservation of scenic vistas and roadways.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific aesthetic impacts and would include appropriate mitigation as
necessary to address impacts related to scenic vistas, scenic resources, and visual character or public views. Therefore, adoption
of the Draft Plan Update would result in a less than significant impact related to scenic vistas, scenic resources, and visual
character or public views, and no mitigation is required.
d) Future development envisioned under the Draft Plan Update would introduce new sources of light to the City that are typical
of parks and recreational facilities (e.g., facility and security lighting). However, future projects contemplated under the Draft
Plan Update would be required to comply with the design standards related to light and glare established in both the City’s
General Plan and the City’s Municipal Code. Specifically, future projects would be required to conform to the Night Sky
Preservation Ordinance (Zoning Regulations Chapter 17.23), which establishes operational standards and requirements for
lighting installations (City of San Luis Obispo 2014b). Although future development envisioned by the Draft Plan Update would
introduce new sources of light that would contribute to the light visible in the night sky and surrounding area, the City is located
within a highly urbanized area characterized by significant nighttime lighting. As such, any new sources of light associated with
future parks and recreational facilities would be consistent with the existing urbanized character of the City. The Draft Plan
Update is a programmatic document and is intended to guide development of future parks and recreation projects within the City
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CITY OF SAN LUIS OBISPO 7 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
and does not directly authorize any physical development or improvements. Any future physical park and facility improvements
would be subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and
the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for
site-specific aesthetic impacts and would include appropriate mitigation as necessary to address impacts from light and glare.
Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to creation of new sources of
substantial light or glare which would adversely affect day or nighttime views, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
2. AGRICULTURE AND FORESTRY RESOURCES
In determining whether impacts to agricultural resources are
significant environmental effects, lead agencies may refer to the
California Agricultural Land Evaluation and Site Assessment Model
(1997) prepared by the California Dept. of Conservation as an
optional model to use in assessing impacts on agriculture and
farmland. In determining whether impacts to forest resources,
including timberland, are significant environmental effects, lead
agencies may refer to information compiled by the California
Department of Forestry and Fire Protection regarding the state’s
inventory of forest land, including the Forest and Range Assessment
Project and the Forest Legacy Assessment project; and forest carbon
measurement methodology provided in Forest Protocols adopted by
the California Air Resources Board. Would the project: Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Convert Prime Farmland, Unique Farmland, or Farmland of
Statewide Importance (Farmland), as shown on the maps
prepared pursuant to the Farmland Mapping and Monitoring
Program of the California Resources Agency, to non-
agricultural use?
☐ ☐ ☒ ☐
b) Conflict with existing zoning for agricultural use, or a
Williamson Act contract? 11, 12 ☐ ☐ ☒ ☐
c) Conflict with existing zoning for, or cause rezoning of, forest
land (as defined in Public Resources Code section 12220(g)),
timberland (as defined by Public Resources Code section 4526),
or timberland zoned Timberland Production (as defined by
Government Code section 51104(g))?
☐ ☐ ☒ ☐
d) Result in the loss of forest land or conversion of forest land to
non-forest use? ☐ ☐ ☒ ☐
e) Involve other changes in the existing environment which, due to
their location or nature, could result in conversion of Farmland,
to non-agricultural use or conversion of forest land to non-forest
use?
☐ ☐ ☒ ☐
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CITY OF SAN LUIS OBISPO 8 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
Evaluation
a), c), d), e) The City contains lands designated as Prime Farmland, Unique Farmland, or Farmland of Statewide importance
(farmland). However, the City is primarily urbanized, and limited areas are used for agricultural production. Planned parks and
park improvements as described in the Draft Plan Update comply with the City’s General Plan LUE regarding the locations for
park and recreation development, and would generally be developed within lands designated for Park (P), Recreation (REC) and
Public (PUB) uses. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of
future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated
under the Draft Plan Update would be evaluated for site-specific farmland and agricultural resource impacts and would include
appropriate mitigation as necessary to address impacts on farmland and agricultural resources. Therefore, adoption of the Draft
Plan Update would result in a less than significant impact related to the conversion of farmland, and no mitigation is required.
b) Although there are no existing Williamson Act contracts within the City, several undeveloped hillside parcels to the east of
the City and several parcels outside the Airport Area Specific Plan (City of San Luis Obispo 2014a) are under Williamson Act
contracts (City of San Luis Obispo 2014b). However, these nearby parcels under Williamson Act contracts are not planned for
park and recreation development within the Draft Plan Update. Additionally, planned parks and park improvements as described
in the Draft Plan Update would generally be developed within lands designated for Park (P), Recreation (REC), and Public (PUB)
uses. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts related to agricultural zoning and Williamson Act contracts
and would include appropriate mitigation as necessary to address such impacts. Therefore, adoption of the Draft Plan Update
would result in a less than significant impact related to conflicts with existing zoning for agricultural use or conflicts with a
Williamson Act contract, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
3. AIR QUALITY
Where available, the significance criteria established by the
applicable air quality management district or air pollution control
district may be relied upon to make the following determinations.
Would the project: Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Conflict with or obstruct implementation of the applicable air
quality plan? 25 ☐ ☐ ☒ ☐
b) Result in a cumulatively considerable net increase of any criteria
pollutant for which the project region is non-attainment under
an applicable federal or state ambient air quality standard?
25, 26,
27, 28 ☐ ☐ ☒ ☐
c) Expose sensitive receptors to substantial pollutant
concentrations?
25, 26,
27, 28,
29
☐ ☐ ☒ ☐
d) Result in other emissions (such as those leading to odors)
adversely affecting a substantial number of people? 20 ☐ ☐ ☒ ☐
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CITY OF SAN LUIS OBISPO 9 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
Evaluation
The City of San Luis Obispo is within the San Luis Obispo County Air Pollution Control District (SLOCAPCD). The
SLOCAPCD is part of the South Central Coast Air Basin (SCCAB), which includes San Luis Obispo, Santa Barbara and Ventura
counties. As the local air quality management agency, SLOCAPCD is required to monitor air pollutant levels to ensure that State
and federal air quality standards are met and, if they are not met, to develop strategies to meet the standards. Both the State of
California (State) and the federal government have established health-based Ambient Air Quality Standards (AAQS) for six
criteria air pollutants: carbon monoxide (CO), ozone (O3), nitrogen dioxide (NO2), sulfur dioxide (SO2), lead (Pb), and suspended
particulate matter (PM2.5 and PM10, [particulate matter less than 2.5 microns in size, and particulate matter less than 10 microns
in size, respectively]). The SLOCAPCD is under State non-attainment status for ozone and PM10 standards. The SLOCAPCD is
classified as non-attainment for the federal ozone 8-hour standard (eastern San Luis Obispo County only).
In March 2002, SLOCAPCD adopted the 2001 Clean Air Plan (SLOCAPCD 2001). In July 2005, SLOCAPCD adopted a
Particulate Matter Report (SLOCAPCD 2005), in order to update the jurisdiction’s control measures for particulate matter, as
required by SB 656. In 2015, SLOCAPCD adopted an Ambient Air Monitoring Network Assessment in order to identify and
analyze its historic and current air monitoring sites. The most current Ambient Air Monitoring Network Assessment
(SLOCAPCD 2020a) was performed in June 2020. In addition, in January 2020, SLOCAPCD adopted an Ozone Emergency
Episode Plan (SLOCAPCD 2020b), in compliance with the Federal Clean Air Act, in order to provide the basis for taking action
when ambient ozone concentrations reach a level that could endanger public health in San Luis Obispo County.
Naturally occurring asbestos (NOA) is identified by the California Air Resources Board as a toxic air contaminant (TAC). NOA
is commonly found in ultramafic rock, including serpentine, near fault zones, and is released into the air when it is broken or
crushed. This can occur when land is graded for building purposes, or at quarrying operations. Work in serpentine areas requires
a pre-approved dust control plan by the SLOCAPCD, and may include asbestos air monitoring. In addition, projects located
within the green “buffer” areas as designated by the SLOCAPCD NOA map would be required to comply with the provisions of
the California Air Resources Board’s Air Toxic Control Measure (NOA ATCM) for Construction, Grading, Quarrying, and
Surface Mining Operations (SLOCAPCD 2021).
a) An air quality plan describes air pollution control strategies to be implemented by a city, county, or region classified as a non-
attainment area. The main purpose of the air quality plan is to bring the area into compliance with the requirements of the federal
and State air quality standards. As identified above, to bring San Luis Obispo County into attainment, the SLOCAPCD adopted
the 2001 Clean Air Plan. The 2001 Clean Air Plan calls for building compact communities to limit urban sprawl, mix
complementary land uses, such as commercial services with higher-density housing, increasing residential and commercial
densities along transit corridors, and increase pedestrian-friendly and interconnected streetscapes, helping to make alternative
means of transportation more convenient. Consistency with the 2001 Clean Air Plan would be achieved if a project is consistent
with the land use, transportation control measures, and strategies outlined in the 2001 Clean Air Plan. Planned parks and park
improvements as described in the Draft Plan Update comply with the City’s General Plan LUE regarding the locations for park
and recreation development, and would generally be developed within lands designated for Park (P), Recreation (REC), and
Public (PUB) uses. In addition, the Draft Plan Update does not authorize development or changes to land use and zoning. Thus,
implementation of the Draft Plan Update would not result in construction or operational impacts. In addition, the five goals of
the Draft Plan Update (i.e., building community and neighborhoods, meeting changing needs of the community, sustainability,
optimizing resources, and safety) seek to provide a park within walking distance of every neighborhood, increase trees and shade
structures, implement water efficient initiatives, modify existing parks and design new parks and facilities to support and advance
the City’s Climate Action Plan goal for carbon neutrality, and promote non-motorized access to the City’s open spaces. Because
these goals are consistent with the intent of the 2001 Clean Air Plan strategies, the Draft Plan Update would be consistent with
the 2001 Clean Air Plan. Further, the Draft Plan Update is a programmatic document and is intended to guide development of
future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated
under the Draft Plan Update would be evaluated for site-specific air quality impacts and would include appropriate mitigation as
necessary to address impacts in regard to conflicts with an applicable air quality plan. For the reasons stated above, adoption of
the Draft Plan Update would result in a less than significant impact related to conflicts with or obstruction of an applicable air
quality plan, and no mitigation is required.
b) Future development envisioned under the Draft Plan Update, including but not limited to planned improvements for the
Ludwick Community Center, construction of a new multi-generational community center, and the construction of new parks and
recreation amenities and facilities, would include a variety of grading, construction, and demolition activities, and could thereby
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CITY OF SAN LUIS OBISPO 10 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
result in the generation of short-term construction emissions. Short-term construction emissions may include the release of
particulate matter emissions (i.e., fugitive dust) generated by excavating, paving, and building activities. Short-term construction
emissions from construction equipment may also include CO, nitrogen oxides (NOX), volatile organic compounds (VOCs),
directly-emitted particulate matter (PM2.5 and PM 10), and TACs such as diesel exhaust particulate matter. The SLOAPCD CEQA
Handbook identifies standard mitigation such as dust control, Best Available Control Technologies, limitations on diesel
equipment idling, and other measures proven to reduce air emissions during construction. These measures would be applied to
any project with the potential to exceed quantified air emissions thresholds identified by the SLOAPCD, and/or when
construction would occur proximate to sensitive receptors.
Long-term operational emissions are associated with any change in permanent use of a project site by on-site stationary and off-
site mobile sources that substantially increase emissions. Stationary-source emissions include emissions associated with
electricity consumption and natural gas usage. Mobile-source emissions typically result from vehicle trips associated with a
project. Future development envisioned under the Draft Plan Update is anticipated to aid in reducing long-term operational
emissions within the City, as the Draft Plan Update establishes a policy for the evaluation of the current energy usage of existing
parks and facilities and the establishment of energy management and sustainability features, where feasible (e.g., on-site
renewable energy or battery storage). In addition, new parks and facilities envisioned under the Draft Plan Update would be
designed to support and advance the City’s Climate Action Plan goal for carbon neutrality, reduce vehicle miles traveled, and
promote non-motorized access to the City’s open spaces.
The Draft Plan Update is a programmatic document and is intended to guide development of future parks and recreation projects
within the City and does not directly authorize any physical development or improvements. Any future physical park and facility
improvements would be subject to separate environmental review on a project-specific basis, in accordance with the provisions
of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be
evaluated for site-specific air quality impacts and would include appropriate mitigation as necessary to address impacts in regard
to a considerable net increase of any criteria pollutant. Therefore, adoption of the Draft Plan Update would result in a less than
significant impact related to criteria pollutant emissions, and no mitigation is required.
c) As described above, future development envisioned under the Draft Plan Update would include a variety of grading,
construction, and demolition activities, which would generate air pollutants. Depending on the specific location, sensitive
receptors may be exposed to air pollutants; as noted above, SLOAPCD standard mitigation would be required for applicable
projects, such as restrictions on diesel-equipment idling to minimize exposure to diesel particulates. Further, the Draft Plan
Update is a programmatic document and is intended to guide development of future parks and recreation projects within the City
and does not directly authorize any physical development or improvements. Any future physical park and facility improvements
would be subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and
the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for
site-specific air quality impacts and would include appropriate mitigation as necessary to address impacts in regard to exposure
of sensitive receptors to substantial pollutant concentrations. Therefore, adoption of the Draft Plan Update would result in a less
than significant impact related to exposure of sensitive receptors to substantial pollutant concentrations, and no mitigation is
required.
d) The Draft Plan Update would not result in other emissions (such as those leading to odors) adversely affecting a substantial
number of people because it does not establish new land uses that would have the potential to generate significant odors.
Individual projects contemplated under the Draft Plan Update would be required to comply with the City’s odor ordinance
(SLOMC Chapter 8.22) and SLOCAPCD’s Rule 402, Nuisance. Further, the Draft Plan Update is a programmatic document and
is intended to guide development of future parks and recreation projects within the City and does not directly authorize any
physical development or improvements. Any future physical park and facility improvements would be subject to separate
environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines.
In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific air quality impacts
and would include appropriate mitigation as necessary to address impacts in regard to other emissions (such as those leading to
odors). Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to other emissions
(such as those leading to odors), and no mitigation is required.
Mitigation Measures
None.
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CITY OF SAN LUIS OBISPO 11 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
Conclusion
Less than significant impact.
4. BIOLOGICAL RESOURCES
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Have a substantial adverse effect, either directly or through
habitat modifications, on any species identified as a candidate,
sensitive, or special status species in local or regional plans,
policies, or regulations, or by the California Department of Fish
and Game or U.S. Fish and Wildlife Service?
7, 14 ☐ ☐ ☒ ☐
b) Have a substantial adverse effect on any riparian habitat or other
sensitive natural community identified in local or regional plans,
policies, regulations, or by the California Department of Fish
and Game or U.S. Fish and Wildlife Service?
7, 14 ☐ ☐ ☒ ☐
c) Have a substantial adverse effect on state or federally protected
wetlands (including, but not limited to, marsh, vernal pool,
coastal, etc.) through direct removal, filling, hydrological
interruption, or other means?
7, 14 ☐ ☐ ☒ ☐
d) Interfere substantially with the movement of any native resident
or migratory fish or wildlife species or with established native
resident or migratory wildlife corridors, or impede the use of
native wildlife nursery sites?
7, 14 ☐ ☐ ☒ ☐
e) Conflict with any local policies or ordinances protecting
biological resources, such as a tree preservation policy or
ordinance?
7, 20 ☐ ☐ ☒ ☐
f) Conflict with the provisions of an adopted Habitat Conservation
Plan, Natural Community Conservation Plan, or other approved
local, regional, or state habitat conservation plan?
7, 12 ☐ ☐ ☒ ☐
Evaluation
a), b), c), d) The City is primarily urbanized, and includes a mix of community parks, neighborhood parks, mini parks, and open
space, in addition to a permanent open space greenbelt around the perimeter of the City. The City’s General Plan LUE and COSE
provide a guide for the preservation of biological resources within the City’s planning area. The City’s planning area includes
areas within the City’s sphere of influence beyond City limits. These biological resources include creeks and adjacent riparian
corridors, vernal pools, marshes, special-status species, hillsides, open space and park areas, and Laguna Lake. One of the goals
of the LUE is to include resource protection within the City’s planning program. Resource Protection is addressed in Section 6
of the LUE. In particular, the LUE includes Policy 6.6.1 to provide recreational opportunities which are compatible with fish and
wildlife habitat and Policy 6.6.2 to include lakes, creeks, and wetlands as part of a citywide and regional network of open space
and parks to foster the understanding, enjoyment, and protection of the natural landscape and wildlife. The COSE’s goals of
maintaining sustainable natural populations of plants, fish and wildlife that inhabit the City’s natural communities and in
particular COSE Policies 7.3.1 and 7.3.2, which establish the protection of listed species and species of special concern,
respectively, and Policy 7.3.3, which provides for the protection and preservation of wildlife habitat and wildlife corridors.
The Draft Plan Update’s goal of sustainability is consistent with and supports both the City’s existing LUE and COSE because
it includes policies that (1) seek to integrate creeks into the parks and recreation s ystem by providing trails along the City’s creeks
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CITY OF SAN LUIS OBISPO 12 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
while also addressing natural resource preservation, (2) focus on natural features by preserving and incorporating existing
vegetation and natural features on site and, where feasible, by designing and connecting these features with larger open space
systems, and (3) consider habitat value and natural influences as key factors in selecting trees at park locations. Furthermore, the
Draft Plan Update is a programmatic document and is intended to guide development of future parks and recreation projects
within the City and does not directly authorize any physical development or improvements. Any future physical park and facility
improvements would be subject to separate environmental review on a project-specific basis, in accordance with the provisions
of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be
evaluated for site-specific biological resources and would include appropriate mitigation as necessary to protect those resources
from both direct and indirect impacts. Therefore, adoption of the Draft Plan Update would result in a less than significant impact
related to federally or State protected species, special-status or candidate species, riparian habitat or other natural communities,
State or federally protected wetlands, or the movements of fish and wildlife species, and no mitigation is required.
e) As described within COSE Policy 7.5.1, significant trees that make substantial contributions to natural habitat or to the urban
landscape due to their species, size, or rarity shall be protected and their removal will be subject to specific criteria and mitigation
requirements. The Draft Plan Update’s goal to develop sustainable parks and facilities seeks to preserve and incorporate existing
vegetation, including trees. Additionally, future park and recreation projects that would result in tree removals would be required
to comply with Chapter 12.24, Tree Regulations, of the City’s Municipal Code, which includes requirements for tree protection
measures and compensatory plantings (minimum 1:1 replacement ratio for trees replanted on site, minimum 2:1 replacement
ratio for trees planted off-site). Furthermore, the Draft Plan Update is a programmatic document and is intended to guide
development of future parks and recreation projects within the City and does not directly authorize any physical development or
improvements. Any future physical park and facility improvements would be subject to separate environmental review on a
project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual
projects contemplated under the Draft Plan Update would be evaluated for site-specific biological resources and would include
appropriate mitigation as necessary to address impacts related to conflicts with local policies or ordinances protecting biological
resources, such as a tree preservation policy or ordinance. Therefore, adoption of the Draft Plan Update would result in a less
than significant impact related to conflicts with local policies or ordinances protecting biological resources, such as trees, and
no mitigation is required.
f) The COSE and City’s Municipal Code establish land designated for habitat conservation and specify goals and policies to
preserve these conservation areas. The City has eight Open Space Conservation Plans that guide protection, access, and
restoration efforts within the City’s greenbelt: the Agricultural Master Plan for Calle Joaquin Reserve, the Bishop Peak Natural
Reserve Conservation Plan, the Cerro San Luis Conservation Plan, the Irish Hills Conservation Plan, the Johnson Ranch
Conservation Plan, the South Hills Conservation Plan, the Stenner Springs Natural Reserve Draft Conservation Plan, and the
Reservoir Canyon Natural Reserve Conservation Plan (City of San Luis Obispo 2014b). Adoption of the Draft Plan Update
would promote the preservation of land designated for habitat within the City. For example, three of the goals of the Draft Plan
Update, in particular, would support the City’s desire to promote and preserve land designated for habitat conservation and open
space by focusing parks, facilities and recreation activities within the City’s urban areas: build community and neighborhoods,
sustainability, and optimize resources. These goals include improving existing parks, creating new parks in existing
neighborhoods and specific plan areas, maintaining the City’s Joint Use Agreement with the San Luis Coastal Unified School
District, and coordinating with other organizations’ recreation offerings to match needs and facilities/programs while not
replicating services. Prioritizing the use and expansion of existing developed areas and services provided by others in order to
meet the demand for new park facilities and amenities will help the City provide new and improved parks and recreation facilities
within a limited footprint, which will allow for the conservation of natural areas and open space. Integrating creekside trails into
the City’s park system and incorporating natural features within designated parks and facilities that connect with larger open
space will generate an appreciation for the City’s natural areas and open space while protecting the resources by directing human
activities to maintained areas. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide
development of future parks and recreation projects within the City and does not directly authorize any physical development or
improvements. Any future physical park and facility improvements would be subject to separate environmental review on a
project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual
projects contemplated under the Draft Plan Update would be evaluated for site-specific biological resources and would include
appropriate mitigation as necessary to address impacts related to conflicts with the City’s adopted conservation plans or other
approved local, regional, or State habitat conservation plans. Therefore, adoption of the Draft Plan Update would result in a less
than significant impact related to conflicts with the City’s adopted conservation plans or other approved local, regional, or State
habitat conservation plans, and no mitigation is required.
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CITY OF SAN LUIS OBISPO 13 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
Mitigation Measures
None.
Conclusion
Less than significant impact.
5. CULTURAL RESOURCES
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Cause a substantial adverse change in the significance of a
historic resource pursuant to §15064.5?
7, 10,
20 ☐ ☐ ☒ ☐
b) Cause a substantial adverse change in the significance of an
archaeological resource pursuant to §15064.5? 7, 9 ☐ ☐ ☒ ☐
c) Disturb any human remains, including those interred outside of
formal cemeteries? 9 ☐ ☐ ☒ ☐
Evaluation
a) The City’s Historic Preservation Ordinance (Municipal Code Chapter 14.01) and Historic Preservation Program Guidelines
(City of San Luis Obispo 2010) specify regulations for special treatment of historic resources and establish local guidance for
the identification and preservation of such resources. Future projects envisioned under the Draft Plan Update, such as
improvements to the SLO Senior Center, a historic property located at 1445 Santa Rosa Street, would be required to be consistent
with the guidelines related to historic resources established under the City’s Historic Preservation Ordinance, the Historic
Preservation Program Guidelines, and the General Plan. Specifically, as described in Section 3.4.2 of the Historic Preservation
Program Guidelines, projects envisioned under the Draft Plan Update, which propose alterations to historically-listed buildings,
would be required to retain at least 75 percent of the original building framework, roof, and exterior bearing walls and cladding,
in total, and reuse original materials as feasible. Proposed alterations of greater than 25 percent of the original building
framework, roof, and exterior walls will be subject to the review process for demolitions, including evaluation of potential
impacts to a historic property pursuant to CEQA. Alterations do not include ordinary repair or maintenance activities that are
determined to be exempt from a building permit or are consistent with the Secretary of the Interior’s Standards for the Treatment
of Historic Resources. Sections 3.3 and 3.5 of the COSE also specify policies to protect significant historical and architectural
resources within the City. In addition, future projects envisioned under the Draft Plan Update would be required to comply with
Policy 3.5.12, which requires developments to preserve archaeological or historical resources through easements or dedications
when located on parkland. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development
of future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated
under the Draft Plan Update would be evaluated for site-specific historic resources, and would include compliance with the City
Historic Preservation Ordinance and Historic Preservation Program Guidelines, and appropriate mitigation as necessary to
address impacts related to historic resources. Therefore, adoption of the Draft Plan Update would result in a less than significant
impact in regard to historic resources, and no mitigation is required.
b) The City’s Archaeological Resource Preservation Program Guidelines (City of San Luis Obispo 2009) provide a guide for
the identification, evaluation, and preservation of archaeological and other cultural resources within the City. These guidelines
support Policy 3.5.1 of the COSE, which requires the City to protect known and potential archaeological resources. Furthermore,
the Draft Plan Update is a programmatic document and is intended to guide development of future parks and recreation projects
within the City and does not directly authorize any physical development or improvements. Any future physical park and facility
improvements would be subject to separate environmental review on a project-specific basis, in accordance with the provisions
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CITY OF SAN LUIS OBISPO 14 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be
evaluated for site-specific archaeological resources pursuant to the City’s Archaeological Resource Preservation Program
Guidelines and would include appropriate mitigation as necessary to address impacts to archaeological resources. Therefore,
adoption of the Draft Plan Update would result in a less than significant impact in regard to archaeological resources, and no
mitigation is required.
c) As stated in Response 5 (b), above, the Draft Plan Update is a programmatic document and is intended to guide development
of future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated
under the Draft Plan Update would be evaluated for site-specific cultural resources and would include appropriate mitigation as
necessary to address impacts to human remains. Further, any future projects envisioned under the Draft Plan Update would
follow the standard procedures as outlined in Section 4.40.3.3 of the City’s Archaeological Resource Preservation Program
Guidelines in the event human remains are discovered during construction or excavation activities. Therefore, adoption of the
Draft Plan Update would result in a less than significant impact in regard to impacts to human remains, and no mitigation is
required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
6. ENERGY
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Result in potentially significant environmental impact due to
wasteful, inefficient, or unnecessary consumption of energy
resources, during project construction or operation?
7, 15,
21 ☐ ☐ ☒ ☐
b) Conflict with or obstruct a state or local plan for renewable
energy or energy efficiency?
7, 15,
21 ☐ ☐ ☒ ☐
Evaluation
The City’s General Plan Conservation and Open Space Element (COSE) (City of San Luis Obispo 2006a; adopted April 4, 2006,
last revised December 9, 2014) establishes goals and policies to achieve energy conservation and increase use of cleaner,
renewable, and locally controlled energy sources. These goals include increasing the use of sustainable energy sources and
reducing reliance on non-sustainable energy sources to the extent possible and encouraging the provision for and protection of
solar access. Policies identified to achieve these goals include, but are not limited to, use of best available practices in energy
conservation, procurement, use and production, energy-efficiency improvements, pedestrian- and bicycle-friendly facility
design, fostering alternative transportation modes, compact, high-density housing, and solar access standards.
Consistent with the City’s goals and policies, in October 2018, the City Council committed to joining Central Coast Community
Energy (formerly Monterey Bay Community Power), whereas up until that time, Pacific Gas & Electric Company (PG&E) was
the primary electricity provider for the City. Since January 2020, Central Coast Community Energy has been the City’s primary
electricity provider and strives to provide 100 percent carbon-free electricity to the City by 2023 (City of San Luis Obispo
2021b). In September 2019, the City adopted the Clean Energy Choice Program for New Buildings, which encourages new
buildings to be clean, efficient, and cost effective all-electric new buildings through incentives and local amendments to the
California Energy Code (City of San Luis Obispo 2021b).
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The City’s Climate Action Plan (CAP) (City of San Luis Obispo 2020a) also identifies strategies and policies to increase use of
cleaner and renewable energy resources in order to achieve the City’s greenhouse gas emissions reduction target. These strategies
include promoting a wide range of renewable energy financing options, incentivizing renewable energy generation in new and
existing developments, and increasing community awareness of renewable energy programs.
a), b) Typical construction activities require the use of energy (e.g., electricity and fuel) for various purposes such as the operation
of construction equipment and tools, as well as excavation, grading, demolition, and construction vehicle travel. Operational
energy demand is typically associated with lighting, routine maintenance activities, landscaping, turf, and vehicle travel. The
Draft Plan Update does not authorize any direct physical changes and would, therefore, not generate new daily vehicle trips,
electricity consumption, or natural gas usage. Furthermore, the goals of the Draft Plan Update, which seek to build community
and neighborhoods and increase sustainability, include policies directed at providing a park within walking distance of every
neighborhood, increasing trees and shade structures, making park locations accessible by foot and bicycle, and instituting water-
efficient initiatives including working landscape features to help filter pollutants, low water use plantings and xeriscaping, and
gray and recycled water systems. In addition, the Draft Plan Update includes a specific policy to design and maintain parks and
facilities for carbon neutrality by strategically phasing out fossil fuel use and pursuing energy management and sustainability
features where feasible such as onsite renewable energy, battery storage, and public electric vehicle chargers. New buildings and
facilities shall not include fossil fuels and shall be designed to support electric or alternative fueled fleet vehicles and maintenance
equipment. Therefore, future development envisioned under the Draft Plan Update is not anticipated to result in increased energy
demand.
As discussed above, the Draft Plan Update includes goals and policies that seek to improve the sustainability of parks and
facilities, and is consistent with the strategies and policies of the City’s CAP. Furthermore, the Draft Plan Update is a
programmatic document and is intended to guide development of future parks and recreation projects within the City and does
not directly authorize any physical development or improvements. Any future physical park and facility improvements would be
subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State
CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to energy resources and would include appropriate mitigation as necessary to address impacts related to energy resources.
Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to wasteful, inefficient, or
unnecessary consumption of energy resources and would not conflict with or obstruct implementation of a State or local plan for
renewable energy or energy efficiency, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
7. GEOLOGY AND SOILS
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
a) Directly or indirectly cause potential substantial adverse effects,
including the risk of loss, injury or death involving:
i. Rupture of a known earthquake fault, as delineated on the
most recent Alquist-Priolo Earthquake Fault Zoning Map
issued by the State Geologist for the area or based on other
substantial evidence of a known fault? Refer to Division of
Mines and Geology Special Publication 42.
6, 12 ☐ ☐ ☒ ☐
ii. Strong seismic ground shaking? 12 ☐ ☐ ☒ ☐
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iii. Seismic-related ground failure, including liquefaction? 8, 12 ☐ ☐ ☒ ☐
iv. Landslides? 8 ☐ ☐ ☒ ☐
b) Result in substantial soil erosion or the loss of topsoil? ☐ ☐ ☒ ☐
c) Be located on a geologic unit or soil that is unstable, or that
would become unstable as a result of the project, and potentially
result in on- or off-site landslide, lateral spreading, subsidence,
liquefaction or collapse?
6, 8 ☐ ☐ ☒ ☐
d) Be located on expansive soil, as defined in Table 1802.3.2 of the
California Building Code (2013), creating substantial direct or
indirect risks to life or property?
12 ☐ ☐ ☒ ☐
e) Have soils incapable of adequately supporting the use of septic
tanks or alternative waste water disposal systems where sewers
are not available for the disposal of waste water?
12 ☐ ☐ ☐ ☒
f) Directly or indirectly destroy a unique paleontological resource
or site or unique geologic feature? 9 ☐ ☐ ☒ ☐
Evaluation
a. i) As described in the City’s General Plan Safety Element (City of San Luis Obispo 2000; adopted: July 5, 2000, last revised
December 9, 2014), the City is located within a geologically complex and seismically active region. The Los Osos Fault is located
adjacent to the City, and is classified as an active Earthquake Fault Zone (EFZ) under the State of California Alquist-Priolo Fault
Zoning Act. Other potentially active faults within the vicinity of the City include the West Huasna, Oceanic, and Edna Faults,
which present moderate fault rupture hazards (City of San Luis Obispo 2014b). Since the Draft Plan Update is a policy document
and does not directly authorize any physical improvements, its adoption would not result in impacts related to the rupture of a
known earthquake fault as depicted on the most recent Alquist-Priolo Earthquake Fault Zoning Map. Further, future individual
projects envisioned under the Draft Plan Update would be required to be consistent with City policies established in the Safety
Element, and would be required to be compliant with current building codes. Furthermore, the Draft Plan Update is a
programmatic document and is intended to guide development of future parks and recreation projects within the City and does
not directly authorize any physical development or improvements. Any future physical park and facility improvements would be
subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State
CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to geological resources and would include appropriate mitigation as necessary to address impacts related to the rupture
of a known earthquake fault. Therefore, adoption of the Draft Plan Update would result in a less than significant impact associated
with the risk of loss, injury or death involving the rupture of a known earthquake fault, as delineated on the most recent Alquist-
Priolo Earthquake Fault Zoning Map, and no mitigation is required.
a. ii) Several faults, including the Los Osos, Point San Luis, Black Mountain, Rinconada, Wilmar, Pecho, Hosgri, La Panza, and
San Andreas faults are capable of producing strong ground motion in the City. The San Andreas Fault and the offshore Hosgri
Fault present the most likely source of ground shaking in the City (City of San Luis Obispo 2014b). As with most areas within
the region, damage to development and infrastructure could be expected as a result of ground shaking. However, future individual
projects envisioned under the Draft Plan Update would be required to be consistent with City policies established in the Safety
Element, and would be required to be compliant with current building codes. Furthermore, the Draft Plan Update is a
programmatic document and is intended to guide development of future parks and recreation projects within the City and does
not directly authorize any physical development or improvements. Any future physical park and facility improvements would be
subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State
CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to geological resources and would include appropriate mitigation as necessary to address impacts related to strong
seismic ground shaking. Therefore, adoption of the Draft Plan Update would result in a less than significant impact associated
with the risk of loss, injury, or death involving strong seismic ground shaking, and no mitigation is required.
a. iii) The soils within the City most susceptible to ground shaking and that contain shallow groundwater are most likely to have
a potential for settlement and for liquefaction (City of San Luis Obispo 2014b). Similarly to Responses 7 (a)(i) and (a)(ii), future
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CITY OF SAN LUIS OBISPO 17 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
individual projects envisioned under the Draft Plan Update would be required to be consistent with City policies established in
the Safety Element and City’s Local Hazard Mitigation Plan (City of San Luis Obispo 2006b), which include policies to prevent
development within areas susceptible to natural hazards, and would include compliance with current building codes.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts to geological resources and would include appropriate
mitigation as necessary to address impacts related to seismic-related ground failure, including liquefaction. Therefore, adoption
of the Draft Plan Update would result in a less than significant impact associated with the risk of loss, injury, or death involving
strong seismic-related ground failure, including liquefaction, and no mitigation is required.
a. iv) Landslides are most common where slopes are steep, soils are weak, and groundwater is present. The City contains
extensive hillsides, several of which are underlain by the rocks of the Franciscan group, which is a source of significant slope
instability. However, most of the City’s steep hillside areas are designated as Open Space per the City’s General Plan. Because
future projects contemplated under the Draft Plan Update would generally be developed within lands designated for Park (P),
Recreation (REC), and Public (PUB) uses, landslides in these areas are unlikely to occur. In addition, future individual projects
envisioned under the Draft Plan Update would be required to be consistent with City requirements established in the Safety
Element and the City’s Local Hazard Mitigation Plan (City of San Luis Obispo 2006b), which includes policies to prevent
development within areas susceptible to natural hazards, and would be required to be compliant with current building codes.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts to geological resources and would include appropriate
mitigation as necessary to address impacts related to landslides. Therefore, adoption of the Draft Plan Update would result in a
less than significant impact associated with the risk of loss, injury, or death involving landslides, and no mitigation is required.
b) As further discussed in Responses 10 (a), (c), and (i-v), future projects which require the preparation of a Stormwater Pollution
Prevention Plan (SWPPP) would implement Erosion and Sediment Control Best Management Practices (BMPs) to minimize
impacts related to erosion and runoff. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide
development of future parks and recreation projects within the City and does not directly authorize any physical development or
improvements. Any future physical park and facility improvements would be subject to separate environmental review on a
project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual
projects contemplated under the Draft Plan Update would be evaluated for site-specific impacts to geological resources and
would include appropriate mitigation as necessary to address impacts related to soil erosion or the loss of topsoil. Therefore,
adoption of the Draft Plan Update would result in a less than significant impact related to erosion and loss of topsoil, and no
mitigation is required.
c), d) Refer to Responses 7 (a)(iv) and 7 (b) above. Future projects envisioned under the Draft Plan Update would be required
to be consistent with the City Safety Element and the City’s Local Hazard Mitigation Plan (City of San Luis Obispo 2006b),
which include policies to prevent development within areas susceptible to natural hazards. Furthermore, the Draft Plan Update
is a programmatic document and is intended to guide development of future parks and recreation projects within the City and
does not directly authorize any physical development or improvements. Any future physical park and facility improvements
would be subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and
the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for
site-specific impacts to geological resources and would include appropriate mitigation as necessary to address impacts related to
unstable soils that could result in landslides, lateral spreading, subsidence, liquefaction, collapse, or expansion. Therefore,
adoption of the Draft Plan Update would result in a less than significant impact related to unstable soils that could result in
landslides, lateral spreading, subsidence, liquefaction, collapse, or expansion, and no mitigation is required.
e) As stated in the Final Program Environmental Impact Report (EIR) Land Use and Circulation Elements Update (LUCE) (City
of San Luis Obispo 2014b), with implementation of existing Water and Wastewater Element policies and completion of the
City’s ongoing expansion of the Water Resource Recovery Facility, the City would have adequate wastewater treatment capacity
to serve projected demand in addition to existing commitments, which include existing parks and recreational facility needs.
Future development within the City, including projects envisioned under the Draft Plan Update, would be connected to the
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CITY OF SAN LUIS OBISPO 18 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
municipal waste disposal system. Therefore, adoption of the Draft Plan Update would result in no impact associated with soils
incapable of adequately supporting the use of septic tanks or alternative waste water disposal systems, and no mitigation is
required.
f) The City’s Archaeological Resource Preservation Program Guidelines (City of San Luis Obispo 2009) specify criteria to
address the discovery of unique resources or paleontological resources during construction excavation. The Draft Plan Update is
a programmatic document and is intended to guide development of future parks and recreation projects within the City and does
not directly authorize any physical development or improvements. Any future physical park and facility improvements would be
subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State
CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to paleontological resources and would include appropriate mitigation as necessary to address impacts related to
paleontological resources. Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to
unique paleontological resources or sites or unique geologic features, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
8. GREENHOUSE GAS EMISSIONS
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Generate greenhouse gas emissions, either directly or indirectly,
that may have a significant impact on the environment? 15, 16 ☐ ☐ ☒ ☐
b) Conflict with an applicable plan, policy or regulation adopted
for the purpose of reducing the emissions of greenhouse gases? 15, 16 ☐ ☐ ☒ ☐
Evaluation
Greenhouse gas emissions (GHGs) are present in the atmosphere naturally, and are released by natural sources, or are formed
from secondary reactions taking place in the atmosphere. However, over the last 200 years, human activities have caused
substantial quantities of GHGs to be released into the atmosphere. These extra emissions are increasing GHG concentrations in
the atmosphere, and enhancing the natural greenhouse effect, which is believed to be causing global climate change. The gases
that are widely seen as the principal contributors to human-induced global climate change are: carbon dioxide (CO2); methane
(CH4); nitrous oxide (N2O); hydrofluorocarbons (HFCs); perfluorocarbons (PFCs); and sulfur hexafluoride (SF6).
Certain gases, such as water vapor, are short-lived in the atmosphere. Others remain in the atmosphere for significant periods of
time, contributing to climate change in the long term. Water vapor is excluded from the list of GHGs above because it is short-
lived in the atmosphere and its atmospheric concentrations are largely determined by natural processes, such as oceanic
evaporation. These gases vary considerably in terms of Global Warming Potential (GWP), which is a concept developed to
compare the ability of each GHG to trap heat in the atmosphere relative to another gas. GWP is based on several factors, including
the relative effectiveness of a gas to absorb infrared radiation and the length of time that the gas remains in the atmosphere
(“atmospheric lifetime”). The GWP of each gas is measured relative to CO2, the most abundant GHG; the definition of GWP for
a particular GHG is the ratio of heat trapped by one unit mass of the GHG to the ratio of heat trapped by one unit mass of CO2
over a specified time period. GHG emissions are typically measured in terms of pounds or tons of “CO2 equivalents” (CO2e).
In 2012, the City established a CAP that identified measures and implementation strategies in order to achieve the City’s GHG
reduction target of 1990 emission levels by 2020. In 2020, the City adopted the 2020 CAP and established a goal of carbon
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CITY OF SAN LUIS OBISPO 19 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
neutrality by 2035. The City’s CAP is consistent with State CEQA Guidelines Section 15183.5, which states that if a project is
consistent with an adopted qualified GHG Reduction Strategy that meets the standards, it can be presumed that the project would
not have significant GHG emission impacts. Therefore, a project’s GHG emissions would not be considered a significant impact
if the project is consistent with the City’s CAP. The City of San Luis Obispo has also adopted its California Environmental
Quality Act (CEQA) Greenhouse Gas (GHG) Emissions Thresholds and Guidance (City of San Luis Obispo 2020b), which
establishes GHG emissions targets and analysis methodologies that are enforced during CEQA review with the intention of
reducing GHG emissions associated with construction and operation of future projects and plans in the City.
a), b) Future development envisioned under the Draft Plan Update, including but not limited to the planned improvements for
the Ludwick Community Center, construction of a new multi-generational community center, and the construction of new parks
and recreation amenities and facilities, would include a variety of grading, construction, and demolition activities, and could
thereby result in the generation of short-term construction GHG emissions. GHGs could be emitted through the operation of
construction equipment and from worker and builder supply vendor vehicles, each of which typically use fossil-based fuels to
operate. The combustion of fossil-based fuels creates GHGs such as CO2, CH4, and N2O. The SLOAPCD CEQA Handbook
identifies standard mitigation such as Best Available Control Technologies and other measures proven to reduce GHG emissions
during construction..
Long-term GHG emissions are typically generated from mobile, area, waste, and water sources as well as indirect emissions
from sources associated with energy consumption. Mobile-source GHG emissions could include project-generated trips to and
from a project site. Area-source emissions would be associated with activities such as landscaping and maintenance on a project
site and operation of recreational facilities. Energy source emissions are typically generated at off-site utility providers. Waste
source emissions include energy generated by land filling and other methods of disposal related to transporting and managing
project-generated waste. In addition, water source emissions are generated by the pumping of water, water distribution, and
wastewater treatment. Regardless, the five goals of the Draft Plan Update (i.e., building community and neighborhoods, meeting
changing needs of the community, sustainability, optimizing resources, and safety) would be consistent with and further the
implementation of the City’s GHG reduction strategies. For example, the policies outlined in the Draft Plan Update seek to
provide a park within walking distance of every neighborhood, increase trees and shade structures, make park locations accessible
by foot and bicycle, implement water-efficient initiatives, low water use plantings and xeriscaping, and gray and recycled water
systems. In addition, the Draft Plan Update includes a specific policy to design and maintain parks and facilities for carbon
neutrality by strategically phasing out fossil fuel use and pursuing energy management and sustainability features where feasible
such as onsite renewable energy, battery storage, and public electric vehicle chargers. New buildings and facilities shall not
include fossil fuels and shall be designed to support electric or alternative fueled fleet vehicles and maintenance equipment.
Because these goals are consistent with the strategies and policies of the City’s CAP, the Draft Plan Update would be consistent
with the City CAP. Further, future development envisioned under the Draft Plan Update would be evaluated for consistency with
the City’s CAP and its CEQA Greenhouse Gas (GHG) Emissions Thresholds and Guidance (City of San Luis Obispo 2020b).
The Draft Plan Update is a programmatic document and is intended to guide development of future parks and recreation projects
within the City and does not directly authorize any physical development or improvements. Any future physical park and facility
improvements would be subject to separate environmental review on a project-specific basis, in accordance with the provisions
of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be
evaluated for site-specific impacts associated with GHG emissions and would include appropriate mitigation as necessary to
address impacts related to GHG emissions or conflicts with the City’s Climate Action Plan. As such, adoption of the Draft Plan
Update would result in a less than significant impact associated with generation of GHGs that would have a significant impact
on the environment or conflict with applicable plans, policies, or regulations adopted for the purpose of reducing GHG emissions,
and no mitigation would be required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
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9. HAZARDS AND HAZARDOUS MATERIALS
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Create a significant hazard to the public or the environment
through the routine transport, use, or disposal of hazardous
materials?
6, 14,
24 ☐ ☐ ☒ ☐
b) Create a significant hazard to the public or the environment
through reasonably foreseeable upset and accident conditions
involving the release of hazardous materials into the
environment?
6, 14,
24 ☐ ☐ ☒ ☐
c) Emit hazardous emissions or handle hazardous or acutely
hazardous materials, substances, or waste within one-quarter
mile of an existing or proposed school?
6, 14,
24 ☐ ☐ ☒ ☐
d) Be located on a site which is included on a list of hazardous
materials sites compiled pursuant to Government Code Section
65962.5 and, as a result, would it create a significant hazard to
the public or the environment?
☐ ☐ ☒ ☐
e) For a project located within an airport land use plan or, where
such a plan has not been adopted, within two miles of a public
airport or public use airport, would the project result in a safety
hazard or excessive noise for people residing or working in the
project area?
11, 20,
22 ☐ ☐ ☒ ☐
f) Impair implementation of or physically interfere with an
adopted emergency response plan or emergency evacuation
plan?
20, 23 ☐ ☐ ☒ ☐
g) Expose people or structures, either directly or indirectly, to a
significant risk of loss, injury, or death involving wildland fires? 6, 20 ☐ ☐ ☒ ☐
Evaluation
a), b), c) The City’s General Plan LUE (City of San Luis Obispo 2014d; adopted December 9, 2014) and Safety Element (City
of San Luis Obispo, 2000; adopted July 5, 2000, last revised December 9, 2014) are the primary documents that address potential
hazards and hazardous materials within the City. Specifically, Policy 5.3 of the Safety Element requires avoidance of hazardous
materials to the greatest extent practical when conducting City operations, and requires health and safety practices to be followed
when hazardous materials are used. In addition, the San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan
(MJHMP) (San Luis Obispo County 2019) identifies hazards and risks related to natural disasters and hazardous materials
incidents, and includes mitigation strategies to reduce impacts associated with these risks. The Draft Plan Update is consistent
with the policies within the LUE, the Safety Element, and the San Luis Obispo County MJHMP. For example, one of the goals
of the Draft Plan Update is sustainability, which includes replacing chemical herbicides, pesticides, and fertilizers with non-toxic
alternatives such as the use of Integrated Pest Management, which focuses on pest prevention through biological controls and
the use of non-toxic cleaning products.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts associated with hazards and hazardous materials and would
include appropriate mitigation as necessary to address impacts related to the routine transport, use, disposal, accidental release,
or emissions associated with hazardous materials. Therefore, adoption of the Draft Plan Update would result in a less than
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CITY OF SAN LUIS OBISPO 21 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
significant impact related to the creation of a significant hazard to the public or the environment through the routine transport,
use, disposal, accidental release, or emissions associated with hazardous materials, and no mitigation is required.
d) The Draft Plan Update is a programmatic document and is intended to guide development of future parks and recreation
projects within the City and does not directly authorize any physical development or improvements. Any future physical park
and facility improvements would be subject to separate environmental review on a project-specific basis, in accordance with the
provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update
would be evaluated for site-specific impacts associated with hazards and hazardous materials and would include appropriate
mitigation as necessary to address impacts related to hazardous materials listed on sites compiled pursuant to Government Code
Section 65962.5. Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to known
hazardous materials listed on sites compiled pursuant to Government Code Section 65962.5, and no mitigation is required.
e) The San Luis Obispo County Regional Airport is located adjacent to the southern perimeter of the City. The Airport Land
Use Plan (ALUP) for the San Luis Obispo County Regional Airport (County of San Luis Obispo 2005) identifies policies to
evaluate the compatibility of land uses and proposed local actions with the airport. The City’s adopted Specific Plans, including
but not limited to the Airport Area Specific Plan, Margarita Area Specific Plan, Orcutt Area Specific Plan, San Luis Ranch
Specific Plan, and Froom Ranch Specific Plan, were all determined to be consistent with the effective ALUP prior to adoption
by the City. Areas with the City that are located outside of Sp ecific Plan areas are subject to Chapter 17.64 of the City’s Municipal
Code, which establishes an Airport Overlay Zone (AOZ) and identifies specific regulations for land uses within the AOZ. Future
development envisioned under the Draft Plan Update may be located within the AOZ or located within two miles of the San Luis
Obispo County Regional Airport, and could introduce new sources of lighting or other potential hazards that could interfere with
overflight safety requirements, or exposure park and facility staff and users to aircraft noise as established in the ALUP. However,
the Draft Plan Update is a programmatic document and is intended to guide development of future parks and recreation projects
within the City and does not directly authorize any physical development or improvements. Any future physical park and facility
improvements would be subject to separate environmental review on a project-specific basis, in accordance with the provisions
of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be
evaluated for site-specific impacts associated with the project’s proximity to an airport and would include appropriate mitigation
as necessary to address impacts related to safety hazards or excessive noise for people residing or working in a project area.
Additionally, the Draft Plan Update is consistent with the goals of the Airport Area Specific Plan (City of San Luis Obispo
2014a), as one of the goals of the Draft Plan Update, building community and neighborhoods, includes guiding the completion
of parks planned as part of adopted Specific Plans, including Avila Ranch within the Airport Area Specific Plan. Therefore,
adoption of the Draft Plan Update would result in a less than significant impact related to a site’s proximity to an airport facility
or any airport land use plan, and no mitigation is required.
f) The San Luis Obispo County Emergency Operations Plan (EOP) (San Luis Obispo County 2016) addresses the planned
response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security
emergencies within or affecting the County. Individual projects would be reviewed for consistency with the EOP, City Municipal
Code Chapter 15.04, Construction and Fire Prevention Regulations, and other adopted emergency response and evacuation plans.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts associated with the impairment or interference with an adopted
emergency response or evacuation plan and would include appropriate mitigation as necessary to address such impacts.
Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to interference with an adopted
emergency response plan or emergency evacuation plan, and no mitigation is required.
g) As described in the Safety Element, the City is considered a “community at risk” due to the threat of wildfire impacting the
urban community. Policy 3.0 of the Safety Element specifies that developments will only be approved when adequate fire
suppression services and facilities are available or will be made available concurrent with the proposed development. Policy 3.1
of the Safety Element also establishes policies for wildland fire safety. In addition, the Community Wildfire Protection Plan
(CWPP) provides a citywide strategic planning level framework for hazardous fuel assessment and reduction, and identifies
goals to improve fire prevention and suppression efforts and to restore fire-adapted ecosystems. Future development envisioned
under the Draft Plan Update would be reviewed for consistency with the Safety Element, City Municipal Code Chapter 15.04,
Construction and Fire Prevention Regulations, and the CWPP. Furthermore, the Draft Plan Update is a programmatic document
and is intended to guide development of future parks and recreation projects within the City and does not directly authorize any
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CITY OF SAN LUIS OBISPO 22 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
physical development or improvements. Any future physical park and facility improvements would be subject to separate
environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines.
In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific impacts associated
with exposing people or structures to loss, injury or death involving wildland fire and would include appropriate mitigation as
necessary to address impacts related to wildland fire. Therefore, adoption of the Draft Plan Update would result in a less than
significant impact related to exposure of people or structures to the risk of loss, injury or death involving wildland fire, and no
mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
10. HYDROLOGY AND WATER QUALITY
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Violate any water quality standards or waste discharge
requirements or otherwise substantially degrade surface or
ground water quality?
20 ☐ ☐ ☒ ☐
b) Substantially decrease groundwater supplies or interfere
substantially with groundwater recharge such that the project
may impede sustainable groundwater management of the basin?
12 ☐ ☐ ☒ ☐
c) Substantially alter the existing drainage pattern of the site or
area, including through the alteration of the course of a stream
or river or through the addition of impervious surfaces, in a
manner which would:
i. Result in substantial erosion or siltation on or off site; 20 ☐ ☐ ☒ ☐
ii. Substantially increase the rate or amount of surface
runoff in a manner which would result in flooding on-
or offsite;
20 ☐ ☐ ☒ ☐
iii. Create or contribute runoff water which would exceed
the capacity of existing or planned stormwater
drainage systems or provide substantial additional
sources of polluted runoff; or
20 ☐ ☐ ☒ ☐
iv. Impede or redirect flood flows? 20 ☐ ☐ ☒ ☐
d) In flood hazard, tsunami, or seiche zones, risk release of
pollutants due to project inundation? 2 ☐ ☐ ☒ ☐
e) Conflict with or obstruct implementation of a water quality
control plan or sustainable groundwater management plan? 3 ☐ ☐ ☒ ☐
Evaluation
a), c) (i-iv) As a policy document, adoption of the Draft Plan Update would not result in impacts related to hydrology and water
quality. One of the Draft Plan Update’s goals is to develop parks and recreation facilities sustainably, which includes policies
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such as incorporating working landscapes that help filter pollutants and capture stormwater and reduce the use of chemicals,
which would improve water quality and the rate and volume of stormwater runoff. Future projects envisioned under the Draft
Plan Update would generally be required to comply with the State Water Resources Control Board (SWRCB) Construction
General Permit if construction of the project disturbs greater than 1 acre of soil. Compliance with the Construction General
Permit would require preparation of a Stormwater Pollution Prevention Plan (SWPPP) and implementation of construction
BMPs, including, but not limited to, Erosion and Sediment Control BMPs and Good Housekeeping BMPs. Any groundwater
dewatering activities during excavation would be required to comply with the appropriate National Pollutant Discharge
Elimination System (NPDES) waste discharge requirements permit, which requires testing and treatment (as necessary) of
groundwater encountered during dewatering prior to its release. Additionally, the City is within the jurisdiction of the Central
Coast Regional Water Quality Control Board (CCRWQCB), which has established Post Construction Requirements (PCR) for
development and redevelopment projects. Chapter 12.08 of the City’s Municipal Code, Urban Stormwater Quality Management
and Discharge Control, also specifies requirements to prevent, control, and reduce pollution in stormwater runoff, and identifies
local requirements for post-construction BMPs. Furthermore, the Draft Plan Update is a programmatic document and is intended
to guide development of future parks and recreation projects within the City and does not directly authorize any physical
development or improvements. Any future physical park and facility improvements would be subject to separate environmental
review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition,
individual projects contemplated under the Draft Plan Update would be evaluated for site-specific impacts to hydrology and
water quality and would include appropriate mitigation as necessary to address impacts related to violation of water quality
standards or waste discharge requirements, degradation of water quality, or alteration of drainage patterns. Therefore, adoption
of the Draft Plan Update would result in a less than significant impact related to the violation of water quality standards or waste
discharge requirements, degradation of water quality, or alteration of drainage patterns, and no mitigation is required.
b) The City is located partially within the San Luis Obispo Valley Groundwater Basin (City of San Luis Obispo 2014b). One of
the Draft Plan Update’s goals is to develop parks and recreation facilities sustainably, which includes policies such as preserving
and incorporating existing vegetation and natural features on site, developing working landscapes, and low water use planting
and xeriscaping, and gray and recycled water systems to reduce water use. These policies promote water conservation and
groundwater recharge. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development
of future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated
under the Draft Plan Update would be evaluated for site-specific impacts to groundwater and would include appropriate
mitigation as necessary to address impacts related to groundwater supplies and groundwater recharge. Therefore, adoption of the
Draft Plan Update would result in a less than significant impact related to depletion of groundwater supplies or interference with
groundwater recharge, and no mitigation is required.
d) Based on the County Tsunami Inundation Maps (California Department of Conservation 2019), the City is not located within
a tsunami inundation zone. Additionally, the City does not have large bodies of standing body of water with the potential for
seiches to occur. Future projects envisioned under the Draft Plan Update would be required to comply with City Municipal Code
Chapter 17.78, Flood Damage Prevention, and the Federal Emergency Management Agency (FEMA) Flood Insurance Rate Map
(FIRM) flood zone requirements to address impacts associated with flooding. Furthermore, the Draft Plan Update is a
programmatic document and is intended to guide development of future parks and recreation projects within the City and does
not directly authorize any physical development or improvements. Any future physical park and facility improvements would be
subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State
CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to water quality and would include appropriate mitigation as necessary to address impacts related to the risk of release
of pollutants in flood hazard, tsunami, or seiche zones. Therefore, adoption of the Draft Plan Update would result in a less than
significant impact related to risk of release of pollutants in flood hazard, tsunami, or seiche zones, and no mitigation is required.
e) Refer to Responses 10 (a) and (b). One of the Draft Plan Up date’s goals is to develop parks and recreation facilities sustainably,
which includes policies such as preserving and incorporating existing vegetation and natural features on site, developing working
landscapes, and low water use planting and xeriscaping, and gray and recycled water systems to reduce water use, which are
consistent with the CCRWQCB’s Water Quality Control Plan for the Central Coastal Basin (Basin Plan) (CCRWQCB 2019)
and the sustainable groundwater management. Furthermore, the Draft Plan Update is a programmatic document and is intended
to guide development of future parks and recreation projects within the City and does not directly authorize any physical
development or improvements. Any future physical park and facility improvements would be subject to separate environmental
review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition,
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CITY OF SAN LUIS OBISPO 24 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
individual projects contemplated under the Draft Plan Update would be evaluated for site-specific impacts to hydrology and
water quality and would include appropriate mitigation as necessary to address impacts related to conflicts with or obstruction
of a water quality control plan or sustainable groundwater management plan. Therefore, adoption of the Draft Plan Update
would result in a less than significant impact related to conflicts with or obstruction of a water quality control plan or sustainable
groundwater management plan, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
11. LAND USE AND PLANNING
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Physically divide an established community? 14 ☐ ☐ ☐ ☒
b) Cause a significant environmental impact due to a conflict with
any land use plan, policy, or regulation adopted for the purpose
of avoiding or mitigating an environmental effect?
14 ☐ ☐ ☒ ☐
Evaluation
a) According to the Draft Plan Update, San Luis Obispo’s Parks and Recreation Department defines its mission “to inspire
happiness by creating community through people, parks, program and open space.” The Draft Plan Update presents a blueprint
for realizing this mission. The five goals of the Draft Plan Update (i.e., build community and neighborhoods, meet changing
needs of the community, sustainability, maximize resources, and safety) embody this vision; so it could be said that the Draft
Plan Update is the very antithesis of any effort to physically divide an established community, regardless of whether the
“community” is defined as a neighborhood, a specific plan area, or the entire City.
In addition, the Draft Plan Update is consistent with the intent of the City’s General Plan LUE (City of San Luis Obispo 2014d;
adopted December 9, 2014) to set forth a pattern for the orderly development of land within the City's planning area, based on
residents’ preferences and on protection of natural assets unique to the planning area. Similar to the intent of the LUE, the five
goals of the Draft Plan Update (i.e., build community and neighborhoods, meet changing needs of the community, sustainability,
optimize resources, and safety) seek to facilitate the orderly development of future parks and recreation projects within the City,
and seek to preserve and protect existing vegetation and natural features at existing parks and facilities. The Draft Plan Update
was also developed in coordination with City residents through a comprehensive public engagement effort, as described in
Chapter 3, What We Heard, of the Draft Plan Update. Therefore, adoption of the Draft Plan Update would result in no impact
related to physically dividing an established community, and no mitigation is required.
b) Planned parks and park improvements as described in the Draft Plan Update comply with the designated intent for Park (P),
Recreation (REC), and Public (PUB) land uses as described in the LUE. In addition, as stated previously, the goals of the Draft
Plan Update include building community and neighborhoods, meeting changing needs of the community, sustainability,
optimizing resources, and safety. As stated in Response 11 (a), because the intent of the Draft Plan Update and the five goals of
the Draft Plan Update (i.e., build community and neighborhoods, meet changing needs of the community, sustainability,
maximize resources, and safety) are consistent with the intent of the LUE, the Draft Plan Update would be consistent with the
LUE. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
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CITY OF SAN LUIS OBISPO 25 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
the Draft Plan Update would be evaluated for site-specific impacts to land use and would include appropriate mitigation as
necessary to address impacts related to conflicts with any land use plan, policy, or regulation. Therefore, adoption of the Draft
Plan Update would result in a less than significant impact related to conflicts with a land use plan, policy, or regulation adopted
for the purpose of avoiding or mitigating an environmental effect, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
12. MINERAL RESOURCES
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Result in the loss of availability of a known mineral resource
that would be of value to the region and the residents of the
state?
1 ☐ ☐ ☐ ☒
b) Result in the loss of availability of a locally-important mineral
resource recovery site delineated on a local general plan,
specific plan or other land use plan?
1 ☐ ☐ ☐ ☒
Evaluation
a), b) In 1975, the California Legislature enacted the Surface Mining and Reclamation Act (SMARA), which, among other
things, provided guidelines for the classification and designation of mineral lands. Areas are classified on the basis of geologic
factors without regard to existing land use and land ownership. The areas are categorized into four Mineral Resource Zones
(MRZs):
MRZ-1: An area where adequate information indicates that no significant mineral deposits are present, or where it is
judged that little likelihood exists for their presence.
MRZ-2: An area where adequate information indicates that significant mineral deposits are present, or where it is
judged that a high likelihood exists for their presence.
MRZ-3: An area containing mineral deposits, the significance of which cannot be evaluated.
MRZ-4: An area where available information is inadequate for assignment to any other MRZ zone.
Of the four categories, lands classified as MRZ-2 are of the greatest importance. Such areas are underlain by
demonstrated mineral resources or are located where geologic data indicate that significant measured or indicated resources are
present. MRZ-2 areas are designated by the State of California Mining and Geology Board as being “regionally significant,”
and require that a Lead Agency’s land use decisions involving MRZ-2 areas are to be made in accordance with its mineral
resource management policies, and that it consider the importance of the mineral resource to the region or the State as a whole,
not just to the Lead Agency’s jurisdiction.
According to the California Division of Mines and Geology Mineral Land Classification Map (California Department of
Conservation 1989), the City is located within MRZ-3. There are no areas classified as MRZ-2 located within the City. Further,
because the Draft Plan Update is a policy document and does not include any physical improvements, no impacts related to
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CITY OF SAN LUIS OBISPO 26 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
mineral resources would occur with its adoption. Therefore, adoption of the Draft Plan Update would result in no impact to
mineral resources, and no mitigation is required.
Mitigation Measures
None.
Conclusion
No impact.
13. NOISE
Would the project result in:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Generation of a substantial temporary or permanent increase in
ambient noise levels in the vicinity of the project in excess of
standards established in the local general plan or noise
ordinance, or applicable standards of other agencies?
5, 20 ☐ ☐ ☒ ☐
b) Generation of excessive groundborne vibration or groundborne
noise levels? 5, 20 ☐ ☐ ☒ ☐
c) For a project located within the vicinity of a private airstrip or
an airport land use plan, or, where such a plan has not been
adopted, within two miles of a public airport or public use
airport, would the project expose people residing or working in
the project area to excessive noise levels?
20 ☐ ☐ ☒ ☐
Evaluation
a), b) The City’s General Plan Noise Element (City of San Luis Obispo 1996; adopted May 7, 1996, last revised May 7, 1996)
establishes standards and procedures for protecting noise-sensitive uses from stationary and mobile sources. Refer to Table A
for the maximum noise exposure thresholds for noise-sensitive uses due to transportation noise sources, and Table B for
maximum noise exposure for noise-sensitive uses due to stationary noise sources.
Table A: Maximum Noise Exposure for Noise-Sensitive Uses Due to
Transportation Noise Sources
Outdoor
Activity Areas1 Indoor Spaces
Land Use
Ldn or CNEL,
in dB
Ldn or
CNEL, in dB
Leq
in dB2
Lmax
in dB3
Residences, hotels, motels, hospitals, nursing
homes 60 45 - 60
Theaters, auditoriums, music halls - - 35 60
Churches, meeting halls, office building,
mortuaries 60 - 45 -
Schools, libraries, museums - - 45 60
Neighborhood parks 65 - - -
Playgrounds 70 - - -
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CITY OF SAN LUIS OBISPO 27 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
Source: General Plan Noise Element (City of San Luis Obispo 1996).
1 If the location of outdoor activity areas is not shown, the outdoor noise standard shall apply at the property line of the receiving land
use.
2 As determined for a typical worst-case hour during periods of use.
3 Lmax indoor standard applies only to railroad noise at locations south of Orcutt Road.
CNEL = community noise equivalent level
dB = decibel(s)
Ldn = day-night average noise level
Leq = equivalent continuous sound level
Lmax = maximum instantaneous noise level
Table B: Maximum Noise Exposure for Noise-Sensitive Uses Due to
Transportation Noise Sources
Duration Day (7 a.m. to 10 p.m.) Night (10 p.m. to 7 a.m.)
Hourly Leq in dB1,2 50 45
Maximum level in dB1,2 70 65
Maximum impulsive noise in dB1,3 65 60
Source: General Plan Noise Element (City of San Luis Obispo 1996).
1 If the location of outdoor activity areas is not shown, the outdoor noise standard shall apply at the property line of the receiving land
use.
2 As determined for a typical worst-case hour during periods of use.
3 Lmax indoor standard applies only to railroad noise at locations south of Orcutt Road.
CNEL = community noise equivalent level
dB = decibel(s)
Leq = equivalent continuous sound level
Noise attenuation measures identified in the Noise Element include land use limitations, separation between land uses (i.e., noise
buffers), earth berms, and sound attenuation walls. Noise Element Policy 1.1 states that the City will work to minimize noise
exposure based on the established numerical noise standards. City Municipal Code Chapter 9.12, Noise Control, prohibits
operation of tools or equipment used in construction between 7:00 p.m. and 7:00 a.m. Monday through Saturday, or at any time
on Sundays or holidays. The Municipal Code also requires that construction activities shall be conducted such that that the
maximum noise levels at affected properties will not exceed 75 A-weighted decibels (dBA) at single-family residences, 80 dBA
at multi-family residences, and 85 dBA at mixed residential/commercial uses. The City Municipal Code (9.12.050.B.7) also
addresses vibration impacts, if construction is occurring in a public space or right-of-way, by prohibiting the operation of any
device that creates vibration that is above the vibration perception threshold of an individual at or beyond 150 feet from the
source. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks
and recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific noise-related impacts and would include appropriate mitigation as
necessary to address impacts related to an increase in noise levels or excessive groundborne vibration or noise. Therefore,
adoption of the Draft Plan Update would result in a less than significant impact related to an increase in noise levels or excessive
groundborne vibration or noise, and no mitigation is required.
c) Refer to Response 9 (e). Chapter 17.64 of the City’s Municipal Code establishes an AOZ that identifies specific regulations
for land uses within the AOZ, including provisions for noise sensitive land uses including neighborhood parks and playgrounds
that could be affected by aircraft noise. Additionally, there are no private airstrips within the City’s Urban Reserve Line.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific noise-related impacts and would include appropriate mitigation as
necessary to address impacts related to exposure of people residing or working in an area to excessive airport noise. Future
development envisioned under the Draft Plan Update would also be reviewed for consistency with the ALUP and Chapter 17.64
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CITY OF SAN LUIS OBISPO 28 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
of the City’s Municipal Code. Therefore, adoption of the Draft Plan Update would result in a less than significant impact related
to exposure of people residing or working in an area to excessive airport noise, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
14. POPULATION AND HOUSING
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Induce substantial unplanned population growth in an area,
either directly (for example, by proposing new homes and
businesses) or indirectly (for example, through extension of
roads or other infrastructure)?
17 ☐ ☐ ☐ ☒
b) Displace substantial numbers of existing people or housing,
necessitating the construction of replacement housing
elsewhere?
17 ☐ ☐ ☐ ☒
Evaluation
a), b) The Draft Plan Update seeks to address existing and future parks and recreation needs for the City’s growing and changing
population. According to the City’s existing standards, which require a minimum of 10 acres of parkland acreage per 1,000
residents, the City is currently deficient in parkland acreage. Therefore, the Draft Plan Update is responding to the needs of the
City’s existing and future population by planning for additional parks and facilities; it is not inducing population growth by
providing parks and facilities.
The Draft Plan Update seeks to place updated and new facilities within or near either existing housing areas or within planned
new housing areas. The City’s approach to providing new and/or improved parks and recreation facilities is consistent with Goal
3 of the City’s Housing Element, which seeks to conserve existing housing, and prevent the loss of safe housing and the
displacement of current occupants, because the approach to providing new and/or improved parks and recreation facilities would
not displace existing people or housing. The Draft Plan Update is a programmatic document and is intended to guide development
of future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. Therefore, adoption of the Draft Plan Update
would result in no impact related to substantial unplanned population growth or the displacement of substantial numbers of
existing people or housing, and no mitigation is required.
Mitigation Measures
None.
Conclusion
No impact.
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CITY OF SAN LUIS OBISPO 29 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
15. PUBLIC SERVICES
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project result in substantial adverse physical impacts associated with the provision of new or physically altered
governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause
significant environmental impacts, in order to maintain acceptable service ratios, response times or other performance objectives
for any of the public services:
Fire protection? ☐ ☐ ☒ ☐
Police protection? ☐ ☐ ☒ ☐
Schools? ☐ ☐ ☒ ☐
Parks? ☐ ☐ ☒ ☐
Other public facilities? ☐ ☐ ☒ ☐
Evaluation
a), b) Fire and police protection services are provided to the City by the City of San Luis Obispo Fire Department and the City
of San Luis Obispo Police Department, respectively. Individual projects envisioned by the Draft Plan Update may result in a
marginal cumulative increase in demand on City services, including fire and police protection. However, the Draft Plan Update
is a programmatic document and is intended to guide development of future parks and recreation projects within the City and
does not directly authorize any physical development or improvements. Any future physical park and facility improvements
would be subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and
the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for
site-specific impacts to public services and would include appropriate mitigation as necessary to address impacts related to fire
and police protection. Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to the
provision of fire and police protection, or the construction of new or physically altered facilities, and no mitigation is required.
c) The City is located within the San Luis Coastal Unified School District (SLCUSD). As described in the Draft Plan Update,
the City maintains a Joint Use Agreement with the SLCUSD, which establishes terms for both the SLCUSD’s and the City’s use
of parks and recreational facilities at specified school sites. Future projects contemplated under the Draft Plan Update could
include expansion of this agreement to additional sites, hours, and uses. Furthermore, the Draft Plan Update is a programmatic
document and is intended to guide development of future parks and recreation projects within the City and does not directly
authorize any physical development or improvements. Any future physical park and facility improvements would be subject to
separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA
Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to public services and would include appropriate mitigation as necessary to address impacts related to schools. Therefore,
adoption of the Draft Plan Update would result in a less than significant impact related to schools, and no mitigation is required.
d) The Draft Plan Update evaluates the condition and capacity of the City’s existing parks and facilities, develops a strategy for
maintaining these facilities, and considers how new parks and recreational facilities should be provided in the future. Chapter 5
of the Draft Plan Update lays out a framework for locating parks and recreation amenities in existing and future parks and also
includes a park-by-park assessment, identifying the general physical condition of each site, relevant issues pertaining to site
access and use, and park-specific needs and wants. This information is provided in a table, along with planned improvements for
all City parks, in Appendix E of the Draft Plan Update. As stated in Response 14(a) and 14(b), the Draft Plan Update would not
induce population growth within the City. Individual projects contemplated under the Draft Plan Update would provide new and
upgraded parks and recreational facilities for existing and future populations, including the City’s daytime population of workers
and students. The individual projects contemplated under the Draft Plan Update would benefit the community by creating greater
capacity through the provision of new parks and facilities, which would thereby reduce demand on existing parks and facilities.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
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CITY OF SAN LUIS OBISPO 30 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts to public services and would include appropriate mitigation
as necessary to address impacts related to existing parks. Therefore, adoption of the Draft Plan Update would result in a less
than significant impact related to parks, and no mitigation is required.
e) Because the Draft Plan Update is intended to serve the parks and recreation needs of the existing community, it would not
result in a direct increase in population and would therefore not result in the need to provide additional public facilities, such as
expanding or building new libraries, whose construction would result in an environmental impact. Additionally, individual
projects contemplated under the Draft Plan Update could result in an increase in the use of other public facilities such as
roadways, bike lanes, sidewalks, and other urban paths; however, the increased use of sustainable transportation infrastructure
is consistent with the City’s General Plan and Active Transportation Plan.. Regardless, the Draft Plan Update is a programmatic
document and is intended to guide development of future parks and recreation projects within the City and does not directly
authorize any physical development or improvements. Any future physical park and facility improvements would be subject to
separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA
Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to public services and would include appropriate mitigation as necessary to address impacts related to other public
facilities, including libraries and roadways. Therefore, adoption of the Draft Plan Update would result in a less than significant
impact associated with the provision of new or altered government facilities, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
16. RECREATION
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Would the project increase the use of existing neighborhood and
regional parks or other recreational facilities such that
substantial physical deterioration of the facility would occur or
be accelerated?
☐ ☐ ☐ ☒
b) Does the project include recreational facilities or require the
construction or expansion of recreational facilities which might
have an adverse physical effect on the environment?
☐ ☐ ☒ ☐
Evaluation
a) The Draft Plan Update evaluates the condition and capacity of the City’s existing parks and facilities, develops a strategy for
maintaining these facilities, and developing new and/or improved parks and recreational facilities in the future. As future
development contemplated under the Draft Plan Update would create new and/or improved parks and recreational facilities,
demand on existing parks and recreational facilities would decrease, which would limit the extent of on-going physical
deterioration on the existing facilities. Therefore, adoption of the Draft Plan Update would result in no impact related to the
accelerated use and subsequent deterioration of existing parks and recreational facilities, and no mitigation is required.
b) The Draft Plan Update evaluates the condition and capacity of the City’s existing parks and facilities, develops a strategy for
maintaining these facilities, and considers how new parks and recreational facilities should be provided in the future. Chapter 5
of the Draft Plan Update lays out a framework for locating parks and recreation amenities in existing and future parks and also
includes a park-by-park assessment, identifying the general physical condition of each site, relevant issues pertaining to site
access and use, and park-specific needs and wants. This information is provided in a table, along with planned improvements for
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CITY OF SAN LUIS OBISPO 31 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
all City parks, in Appendix E of the Draft Plan Update. The Draft Plan Update is a programmatic document and is intended to
guide development of future parks and recreation projects within the City and does not directly authorize any physical
development or improvements. Any future physical park and facility improvements would be subject to separate environmental
review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition,
individual projects contemplated under the Draft Plan Update would be evaluated for site-specific impacts to recreational
facilities and would include appropriate mitigation as necessary to address impacts related to construction, improvement, or
expansion of recreational facilities. Therefore, adoption of the Draft Plan Update would result in a less than significant impact
related to the construction or expansion of recreational facilities, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
17. TRANSPORTATION
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Conflict with a program, plan, ordinance or policy addressing
the circulation system, including transit, roadway, bicycle and
pedestrian facilities?
13 ☐ ☐ ☒ ☐
b) Conflict or be inconsistent with CEQA Guidelines section
15064.3, subdivision (b)? 18 ☐ ☐ ☒ ☐
c) Substantially increase hazards due to a geometric design feature
(e.g., sharp curves or dangerous intersections) or incompatible
uses (e.g., farm equipment)?
☐ ☐ ☒ ☐
d) Result in inadequate emergency access? 6 ☐ ☐ ☒ ☐
Evaluation
a) The City’s General Plan Circulation Element (City of San Luis Obispo 2014c; adopted December 9, 2014, amended October
24, 2017) establishes policies and programs for multi-modal management, and identifies specific goals and requirements for
transit service, roadway management, bicycle transportation, and pedestrian facilities. In addition, the Draft Plan Update includes
goals and polices that seek to increase sustainable transportation access to parks and recreation facilities throughout the City
including providing a park within walking distance of every neighborhood, making park locations accessible by foot and bicycle,
providing multi-modal access to parks and recreational facilities, and evaluating the potential for interconnected paths citywide.
Because goals and polices of the Draft Plan Update are consistent with the policies and regulations of the Circulation Element
and support implementation of the City’s Active Transportation Plan, the Draft Plan Update would be consistent with the
Circulation Element. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of
future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated
under the Draft Plan Update would be evaluated for site-specific impacts to transportation and would include appropriate
mitigation as necessary to address impacts related to conflicts with a plan, ordinance, or policy addressing the circulation system.
Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to conflicts with a plan,
ordinance, or policy addressing the circulation system, and no mitigation is required.
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CITY OF SAN LUIS OBISPO 32 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
b) The City Council adopted vehicle miles traveled (VMT) thresholds in June 2020. Per the VMT screening criteria as described
in the City’s Multimodal Transportation Impact Study Guidelines, local-serving public facilities, including neighborhood parks
without sporting fields, may be assumed to cause a less than significant impact, and do not require a detailed quantitative VMT
assessment (City of San Luis Obispo 2020d). Because the Draft Plan Update is a policy document and does not include any
physical improvements, its adoption would not result in impacts associated with VMT. In addition, the Draft Plan Update
includes goals and polices that seek to reduce VMT throughout the City including providing a park within walking distance of
every neighborhood, making park locations accessible by foot and bicycle, and providing multi-modal access to parks and
recreational facilities. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of
future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated
under the Draft Plan Update would be evaluated for site-specific impacts to transportation and would include appropriate
mitigation as necessary to address impacts related to emergency access. Therefore, adoption of the Draft Plan Update would
result in a less than significant impact related to conflicts with the City’s VMT guidelines and thresholds, and no mitigation is
required.
c) Because the Draft Plan Update is a policy document and does not include any physical improvements, its adoption would not
increase hazards due to a geometric design feature or incompatible use. Planned parks and park improvements as described in
the Draft Plan Update would generally be developed within lands designated for Park (P), Recreation (REC), and Public (PUB)
uses. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts to transportation and would include appropriate mitigation as
necessary to address impacts related to conflicts with the City’s Circulation Element. Therefore, adoption of the Draft Plan
Update would result in a less than significant impact related to an increase in hazards due to a geometric design feature or
incompatible use, and no mitigation is required.
d) Policies 9.20 through 9.23 of the Safety Element include the safety objectives and emergency access standards considered
when reviewing a development plan. Future development contemplated under the Draft Plan Update would be reviewed for
consistency with the Safety Element. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide
development of future parks and recreation projects within the City and does not directly authorize any physical development or
improvements. Any future physical park and facility improvements would be subject to separate environmental review on a
project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual
projects contemplated under the Draft Plan Update would be evaluated for site-specific impacts to transportation and would
include appropriate mitigation as necessary to address impacts related to conflicts with the City’s Safety Element. Therefore,
adoption of the Draft Plan Update would result in a less than significant impact related to inadequate emergency access, and no
mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
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CITY OF SAN LUIS OBISPO 33 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
18. TRIBAL CULTURAL RESOURCES
Would the project cause a substantial adverse change in the
significance of a tribal cultural resource, defined in Public Resources
Code Section 21074 as either a site, feature, place, or cultural
landscape that is geographically defined in terms of the size and
scope of the landscape, sacred place, or object with cultural value to
a California Native American tribe, and that is: Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
a) Listed or eligible for listing in the California Register of
Historical Resources, or in a local register of historical
resources as defined in Public Resources Code Section
5020.1(k)?
☐ ☐ ☒ ☐
b) A resource determined by the lead agency, in its discretion and
supported by substantial evidence, to be significant pursuant to
criteria set forth in subdivision (c) of Public Resources Code
Section 5024.1? In applying the criteria set forth in subdivision
(c) of Public Resources Code Section 5024.1, the lead agency
shall consider the significance of the resource to a California
Native American tribe.
☐ ☐ ☒ ☐
Evaluation
a), b) On January 13, 2021, local Native American tribal groups that have a cultural and traditional affiliation to the City were
formally noticed that an Initial Study under CEQA was being prepared for the San Luis Obispo Parks and Recreation Plan and
General Plan Element Update (see Attachment B). No tribal representatives requested consultation or provided specific requests.
Future projects contemplated under the Draft Plan Update would be required to comply with AB 52 and Senate Bill 18 (SB 18),
as applicable.
Per AB 52, Native American consultation is required for any CEQA project that has a Notice of Preparation (NOP), a Notice of
Negative Declaration (ND), or a Mitigated Negative Declaration (MND) filed on or after July 1, 2015. The Lead Agency for the
project must notify any Native American Tribes that have requested to be notified regarding projects within 14 days of either
determining that a project application is complete or deciding to undertake a project (i.e., prior to the release of the environmental
document). Under AB 52, Native American tribes have 30 days from the date on which they receive notification to request
consultation.
As written in 2004, SB 18 addresses the potential environmental impact of projects on California Native American Cultural
Places. SB 18 requires planning agencies to consult with California Native American tribes during the preparation, updating, or
amendment of all General/Specific Plans proposed on or after March 1, 2005. Per SB 18, Native American tribes have 90 days
from the date on which they receive notification to request consultation. The purpose of the consultation is to identify and
preserve specified places, features, and objects located within the City’s jurisdiction that have a unique and significant meaning
to California Native Americans.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts to tribal cultural resources and would include appropriate
mitigation as necessary to address impacts related to any known tribal cultural resources that have been listed or been found
eligible for listing in the California Register of Historical Resources, or in a local register of historical resources as defined in
Public Resources Code (PRC) Section 5024.1. Therefore, adoption of the Draft Plan Update would have a less than significant
related to tribal cultural resources, and no mitigation is required.
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CITY OF SAN LUIS OBISPO 34 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
Mitigation Measures
None.
Conclusion
Less than significant impact.
19. UTILITIES AND SERVICE SYSTEMS
Would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Require or result in the relocation or construction of new or
expanded water, wastewater treatment or storm water drainage,
electric power, natural gas, or telecommunications facilities, the
construction or relocation of which could cause significant
environmental effects?
☐ ☐ ☒ ☐
b) Have sufficient water supplies available to serve the project and
reasonably foreseeable future development during normal, dry,
and multiple dry years?
4, 19 ☐ ☐ ☒ ☐
c) Result in a determination by the wastewater treatment provider
which serves or may serve the project that it has adequate
capacity to serve the project’s projected demand in addition to
the provider’s existing commitments?
4 ☐ ☐ ☒ ☐
d) Generate solid waste in excess of State or local standards, or in
excess of the capacity of local infrastructure, or otherwise
impair the attainment of solid waste reduction goals?
20 ☐ ☐ ☒ ☐
e) Comply with federal, state, and local management and reduction
statutes and regulations related to solid waste? 20 ☐ ☐ ☒ ☐
Evaluation
a) Future development contemplated under the Draft Plan Update would be subject to review by the City Public Works
Department and/or the City Utilities Department, as appropriate, to determine project-specific infrastructure needs and
requirements. In addition, any utility improvements contemplated under the Draft Plan Update would consider one of the goals
of the Draft Plan Update, sustainability, which includes policies aimed at reducing the use of water and energy by providing a
park within walking distance of every neighborhood, increasing trees and shade structures, making park locations accessible by
foot and bicycle, instituting water-efficient initiatives including working landscape features to help filter pollutants, low water
use plantings and xeriscaping, and gray and recycled water systems. Furthermore, the Draft Plan Update is a programmatic
document and is intended to guide development of future parks and recreation projects within the City and does not directly
authorize any physical development or improvements. Any future physical park and facility improvements would be subject to
separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA
Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to utilities and service systems and would include appropriate mitigation as necessary to address impacts related to
relocation or construction of new or expanded water, wastewater treatment, storm drainage, electric power, natural gas, or
telecommunications facilities. Therefore, adoption of the Draft Plan Update would result in a less than significant impact
associated with the relocation or construction of new or expanded water, wastewater treatment, storm drainage, electric power,
natural gas, or telecommunications facilities, and no mitigation is required.
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CITY OF SAN LUIS OBISPO 35 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
b) According to Policy A 2.2.1 of the City’s Water and Wastewater Management Element (WWME) (City of San Luis Obispo
1987; adopted February 24, 1987, last revised May 15, 2018), the City utilizes multiple water resources to meet its water supply
needs to avoid dependence on any one water source. The City’s 2020 Water Resources Status Report (City of San Luis Obispo
2020e) states that the City maintains a robust water supply portfolio with greater than five years of water available. In addition,
as also described in Response 19 (a), one of the goals of the Draft Plan Update is sustainability, which includes policies aimed
at reducing the use of water by instituting water efficient initiatives including working landscape features to help filter pollutants,
low water use plantings and xeriscaping, and gray and recycled water systems. Furthermore, the Draft Plan Update is a
programmatic document and is intended to guide development of future parks and recreation projects within the City and does
not directly authorize any physical development or improvements. Any future physical park and facility improvements would be
subject to separate environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State
CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be evaluated for site-specific
impacts to utilities and service systems and would include appropriate mitigation as necessary to address impacts related to water
supply. Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to water supply, and
no mitigation is required.
c) The City’s Water Resource Recovery Facility is responsible for treating all of the wastewater within the City, and treats
approximately 4.4 million gallons of wastewater daily (City of San Luis Obispo 2014b). Policy B. 2.2.3 of the WWME states
that new development will only be permitted if adequate capacity is available within the wastewater collection system and/or the
City’s Water Resource Recovery Facility. Future development contemplated under the Draft Plan Update would be reviewed for
compliance with Policy B. 2.2.3 of the WWME. Furthermore, the Draft Plan Update is a programmatic document and is intended
to guide development of future parks and recreation projects within the City and does not directly authorize any physical
development or improvements. Any future physical park and facility improvements would be subject to separate environmental
review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition,
individual projects contemplated under the Draft Plan Update would be evaluated for site-specific impacts to utilities and service
systems and would include appropriate mitigation as necessary to address impacts related to the City’s Water Resource Recovery
Facility. Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to the City’s Water
Resource Recovery Facility, and no mitigation is required.
d), e) Chapter 8.05, Construction and Demolition Debris Recycling Program, of the City’s Municipal Code, requires all new
development to prepare a recycling plan to reduce waste disposal at the Cold Canyon Landfill, which serves the City. One of the
goals of the Draft Plan Update is sustainability, which includes policies to reduce the generation of solid waste including
maintaining agreements with other providers so as not to replicate facilities and services and using recycled materials whenever
possible to avoid or minimize waste when replacing park materials and equipment. In addition, the Draft Plan Update includes
a policy for the provision of green waste, recycling bins and services, and signage to inform correct usage by the public.
Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development of future parks and
recreation projects within the City and does not directly authorize any physical development or improvements. Any future
physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for site-specific impacts to utilities and service systems and would include appropriate
mitigation as necessary to reduce a project’s waste disposal needs. Therefore, adoption of the Draft Plan Update would result in
a less than significant impact related to federal, State, and local solid waste standards or generation of solid waste in excess of
the capacity of local infrastructure, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
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CITY OF SAN LUIS OBISPO 36 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
20. WILDFIRE
If located in or near state responsibility areas or lands classified as
very high fire hazard severity zones, would the project:
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Substantially impair an adopted emergency response plan or
emergency evacuation plan? 20, 23 ☐ ☐ ☒ ☐
b) Due to slope, prevailing winds, and other factors, exacerbate
wildfire risks, and thereby expose project occupants to,
pollutant concentrations from a wildfire or the uncontrolled
spread of a wildfire?
20 ☐ ☐ ☒ ☐
c) Require the installation or maintenance of associated
infrastructure (such as roads, fuel breaks, emergency water
sources, power lines or other utilities) that may exacerbate fire
risk or that may result in temporary or ongoing impacts to the
environment?
20 ☐ ☐ ☒ ☐
d) Expose people or structures to significant risks, including
downslope or downstream flooding or landslides, as a result of
runoff, post-fire slope instability, or drainage changes?
20 ☐ ☐ ☒ ☐
Evaluation
a) Refer to Response 9 (f). Because the Draft Plan Update is a policy document and does not include any physical improvements,
its adoption would not conflict with an adopted emergency response plan or emergency evacuation plan. The Draft Plan Update
also includes a policy to incorporate adaptability in response to public emergencies when designing elements for new parks,
facilities, and amenities. Furthermore, the Draft Plan Update is a programmatic document and is intended to guide development
of future parks and recreation projects within the City and does not directly authorize any physical development or improvements.
Any future physical park and facility improvements would be subject to separate environmental review on a project-specific
basis, in accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated
under the Draft Plan Update would be evaluated for site-specific impacts to wildfire and would include appropriate mitigation
as necessary to address impacts related to the impairment of an adopted emergency response plan or emergency evacuation plan.
Additionally, individual projects would be reviewed by City Fire and City Police for consistency with the EOP, the City
Municipal Code Chapter 15.04, Construction and Fire Prevention Regulations, and other adopted emergency response and
evacuation plans. Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to
impairments associated with an adopted emergency response plan or emergency evacuation plan, and no mitigation is required.
b), c), d) The Draft Plan Update is a programmatic document and is intended to guide development of future parks and recreation
projects within the City and does not directly authorize any physical development or improvements. Any future physical park
and facility improvements would be subject to separate environmental review on a project-specific basis, in accordance with the
provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update
would be evaluated for site-specific impacts to wildfire and would include appropriate mitigation as necessary to address impacts
related to wildfire prevention or management. Additionally, individual projects would be reviewed for consistency with the
Safety Element, the City Municipal Code Chapter 15.04, Construction and Fire Prevention Regulations, and the CWPP.
Therefore, adoption of the Draft Plan Update would result in a less than significant impact associated with wildfire prevention
or management, and no mitigation is required.
Mitigation Measures
None.
Conclusion
Less than significant impact.
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CITY OF SAN LUIS OBISPO 37 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
21. MANDATORY FINDINGS OF SIGNIFICANCE
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
a) Does the project have the potential to substantially degrade the
quality of the environment, substantially reduce the habitat of a
fish or wildlife species, cause a fish or wildlife population to
drop below self-sustaining levels, threaten to eliminate a plant
or animal community, substantially reduce the number or
restrict the range of a rare or endangered plant or animal or
eliminate important examples of the major periods of California
history or prehistory?
☐ ☐ ☒ ☐
As described in Section 4, Biological Resources, Section 5, Cultural Resources, and Section 18, Tribal Cultural Resources, the
Draft Plan Update is a programmatic document and is intended to guide development of future parks and recreation projects
within the City and does not directly authorize any physical development or improvements. Any future physical park and facility
improvements would be subject to separate environmental review on a project-specific basis, in accordance with the provisions
of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under the Draft Plan Update would be
evaluated for site-specific impacts to biological, cultural, and tribal cultural resources, and would include appropriate mitigation
as necessary. Furthermore, the Draft Plan Update does not include any policies or programs that would conflict with City policies
on protecting and enhancing biological or cultural resources or preclude the City from achieving resource protection goals.
Therefore, adoption of the Draft Plan Update would result in a less than significant impact related to adverse impacts to
biological, cultural or tribal resources. No mitigation is required.
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
b) Does the project have impacts that are individually limited, but
cumulatively considerable? ("Cumulatively considerable"
means that the incremental effects of a project are considerable
when viewed in connection with the effects of past projects, the
effects of other current projects, and the effects of probable
future projects)?
☐ ☐ ☒ ☐
As presented in this IS/ND, the Draft Plan Update is a programmatic document and is intended to guide development of future
parks and recreation projects within the City and does not directly authorize any physical development or improvements. Any
future physical park and facility improvements would be subject to separate environmental review on a project-specific basis, in
accordance with the provisions of CEQA and the State CEQA Guidelines. In addition, individual projects contemplated under
the Draft Plan Update would be evaluated for cumulatively considerable impacts, and would include appropriate mitigation as
necessary. Therefore, adoption of the Draft Plan Update would result in a less than significant impact in regard to cumulatively
considerable impacts, and no mitigation is required.
Sources
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact No
Impact
c) Does the project have environmental effects which will cause
substantial adverse effects on human beings, either directly or
indirectly?
☐ ☐ ☒ ☐
The Draft Plan Update will help the City meet its parks and recreational facility needs, and would not create significant, adverse
impacts on humans, either directly or indirectly. As presented in this IS/ND, the Draft Plan Update is a programmatic document
and is intended to guide development of future parks and recreation projects within the City and does not directly authorize any
physical development or improvements. Any future physical park and facility improvements would be subject to separate
environmental review on a project-specific basis, in accordance with the provisions of CEQA and the State CEQA Guidelines.
In addition, individual projects contemplated under the Draft Plan Update would be evaluated for direct and indirect
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CITY OF SAN LUIS OBISPO 38 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
environmental effects on human beings, and would include appropriate mitigation as necessary. Therefore, adoption of the Draft
Plan Update would result in a less than significant impact related to effects on human beings, and no mitigation is required.
22. EARLIER ANALYSES
Earlier analysis may be used where, pursuant to the tiering, program EIR, or other CEQA process, one or more effects have been
adequately analyzed in an earlier EIR or Negative Declaration. Section 15063 (c) (3) (D). In this case a discussion should identify
the following items:
a) Earlier analysis used. Identify earlier analyses and state where they are available for review.
N/A
b) Impacts adequately addressed. Identify which effects from the above checklist were within the scope of and adequately
analyzed in an earlier document pursuant to applicable legal standards, and state whether such effects were addressed by
mitigation measures based on the earlier analysis.
N/A
c) Mitigation measures. For effects that are "Less than Significant with Mitigation Incorporated," describe the mitigation
measures which were incorporated or refined from the earlier document and the extent to which they address site-specific
conditions of the project.
N/A
23. SOURCE REFERENCES
1. California Department of Conservation. 1989. Division of Mines and Geology. Mineral Land Classification Map, San
Luis Obispo-Santa Barbara P-C Region.
2. California Department of Conservation. 2019. San Luis Obispo County Tsunami Inundation Maps. Website:
https://www.conservation.ca.gov/cgs/tsunami/maps/san-luis-obispo (accessed February 17, 2021).
3. Central Coast Region Regional Water Quality Control Board (CCRWQCB). 2019. Water Quality Control Plan for the
Central Coastal Basin (Basin Plan). June.
4. City of San Luis Obispo. 1987. General Plan Water and Wastewater Management Element (adopted February 24, 1987,
last revised May 15, 2018).
5. City of San Luis Obispo. 1996. General Plan Noise Element (adopted May 7, 1996, last revised May 7, 1996).
6. City of San Luis Obispo. 2000. General Plan Safety Element (adopted July 5, 2000, last revised December 9, 2014).
7. City of San Luis Obispo. 2006a. General Plan Conservation and Open Space Element (COSE) (adopted April 4, 2006,
last revised December 9, 2014).
8. City of San Luis Obispo. 2006b. Local Hazard Mitigation Plan. February.
9. City of San Luis Obispo. 2009. Archaeological Resource Preservation Program Guidelines. October.
10. City of San Luis Obispo. 2010. Historic Preservation Program Guidelines. November.
11. City of San Luis Obispo. 2014a. Airport Area Specific Plan. September.
12. City of San Luis Obispo. 2014b. Final Program Environmental Impact Report (EIR) Land Use and Circulation Elements
Update (LUCE). September 3, 2014.
13. City of San Luis Obispo. 2014c. General Plan Circulation Element (adopted December 9, 2014, amended October 24,
2017).
14. City of San Luis Obispo. 2014d. General Plan Land Use Element (adopted December 9, 2014).
15. City of San Luis Obispo. 2020a. Climate Action Plan.
16. City of San Luis Obispo. 2020b. California Environmental Quality Act (CEQA) Greenhouse Gas (GHG) Emissions
Thresholds and Guidance. June 22.
17. City of San Luis Obispo. 2020c. General Plan Housing Element (adopted November 17, 2020).
18. City of San Luis Obispo. 2020d. Multimodal Transportation Impact Study Guidelines. June.
19. City of San Luis Obispo. 2020e. Water Resources Status Report.
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CITY OF SAN LUIS OBISPO 39 INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
20. City of San Luis Obispo. 2021a. San Luis Obispo Municipal Code. February 2, 2021.
21.
City of San Luis Obispo. 2021b. Clean Energy Choice for New Buildings. Website: https://www.slocity.org/
government/department-directory/city-administration/office-of-sustainability/climate-action/carbon-neutral-buildings
#:~:text=The%20Clean%20Energy%20Choice%20Program,to%20the%20California %20Energy%20Code (accessed
March 12, 2021).
22. County of San Luis Obispo. 2005. Airport Land Use Plan for the San Luis Obispo County Regional Airport. May 18.
23. County of San Luis Obispo. 2016. Emergency Operations Plan. December.
24. County of San Luis Obispo. 2019. San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan. October.
25. San Luis Obispo County Air Pollution Control District (SLOCAPCD). 2001. Clean Air Plan. December.
26. SLOCAPCD. 2005. Particulate Matter Report Implementation of SB 656 Requirements. July 27.
27. SLOCAPCD. 2020a. Ambient Air Monitoring Network Assessment. June.
28. SLOCAPCD. 2020b. Ozone Emergency Episode Plan. January 22.
29. SLOCAPCD. 2021. Asbestos. Website: https://www.slocleanair.org/rules-regulations/asbestos.php (accessed March 9,
2021).
Attachments
Attachment A – Draft Parks and Recreation Plan and General Plan Element Update
Attachment B – Native American Consultation
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CITY OF SAN LUIS OBISPO INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
Attachment A
Draft Parks and Recreation Plan and General Plan Element Update
Available online:
https://www.slocity.org/government/department-directory/parks-and-
recreation/parks-and-recreation-plan-and-element-update
Page 295 of 845
CITY OF SAN LUIS OBISPO INITIAL STUDY ENVIRONMENTAL CHECKLIST 2021
Attachment B
Native American Consultation
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[Address]
January 13, 2021
FROM: Shawna Scott, Community Development Department, City of San Luis Obispo
RE: Tribal Cultural Resources under the California Environmental Quality Act, AB 52
(Gatto, 2014). Formal Notification of determination that a Project Application is
Complete or Decision to Undertake a Project, and Notification of Consultation
Opportunity, pursuant to Public Resources Code § 21080.3.1 (hereafter PRC).
Dear [Name of Tribal Representative]:
The City of San Luis Obispo has determined to undertake the Parks and Recreation Master Plan
and General Plan Element Update, which would be applicable Citywide. Below please find a
description of the proposed project and the name of our project point of contact, pursuant to PRC
§ 21080.3.1 (d).
Description of the Proposed Project:
The San Luis Obispo Parks and Recreation Master Plan Update will provide a comprehensive
statement of the City’s goals for parks and recreation and how those goals will be achieved over
the long-term. The Master Plan policies and programs will serve as a blueprint, guiding the City
and its various entities in priority setting and resource allocation. It is understood that the
availability of financial resources can and will affect the timing of implementation but will not
change the goals and intent. The Parks and Recreation Master Plan Update considers the Parks
and Recreation Department’s Mission Statement, to Inspire Happiness by creating Community
through People, Parks, Programs, and Open Space, and identify parks and recreation as an
essential service for the community of San Luis Obispo. The Update will support and facilitate
this by providing for community health, wellness, security, and safety; design excellence; and
environmental stewardship. The Update shall be consistent with the City’s General Plan, Active
Transportation Plan, and Climate Action Plan, including but not limited to neighborhood
compatibility, safe multi-modal access to parks and facilities, and maintenance and expansion of
our City’s urban forest. Parks, facilities, amenities, and programs should be decentralized, and
provided throughout the City to serve the full community equitably. Recreational and community
gathering opportunities should be located within safe walking or accessible distance of each
neighborhood and promote community organization and a sense of ownership by residents.
Page 297 of 845
Neighborhood parks should include amenities for both active and passive recreation, and
depending on the location, include a focal gathering point such as a gazebo. Gathering spaces
would provide opportunities for local-level programming, such as concerts, events, educational
opportunities, fitness classes, and food trucks in collaboration with local residents, businesses,
non-profits, and faith organizations. The City Parks and Recreation and Public Works
Departments should have the resources and staffing, and community and corporate partnerships,
sufficient to create, support, and maintain these parks, amenities, and programs. The Update
considers opportunities for improvements and renovations within existing parks and facilities in
the short term, while also considering long-term fiscal responsibility including economics of
scale, cost/value of new land acquisition now and in the future, new sources of revenue, and
community partnerships. The Update will identify the current inventory and condition of existing
parks, facilities, and amenities, identify existing and future community needs and deficiencies,
assess the capacity of existing parks and facilities to accommodate existing and future needs, and
determine a dynamic path forward to achieve and exceed the City’s identified level of service
and acreage standards for parks and amenities in both the short-term (0-5 years), mid-term (5-10
years) and long-term (10-20 years).
The Public Draft Parks and Recreation Master Plan Update will be available to the public
and presented to the Parks and Recreation Commission in February 2021. Parks and
Recreation Agendas and Agenda Packets can be viewed online:
https://www.slocity.org/government/advisory-bodies/agendas-and-minutes/parks-and-recreation-
commission
Additional online resources:
https://www.slocity.org/government/department-directory/master-plan-and-element-update
Lead Agency Point of Contact:
Shawna Scott, Senior Planner, City of San Luis Obispo
Pursuant to PRC § 21080.3.1 (b), you have 30 days from the receipt of this letter to request
consultation, in writing, with the City of San Luis Obispo.
Very Respectfully,
Shawna Scott
Senior Planner
City of San Luis Obispo
Community Development
919 Palm Street, San Luis Obispo, CA 93401-3218
E sscott@slocity.org
T 805.781.7176
slocity.org
Page 298 of 845
City of San Luis Obispo, Community Development, 919 Palm Street, San Luis Obispo, CA, 93401‐3218, 805.781.7170, slocity.org
January 13, 2021 (Sent Via Certified Mail and Email)
[Address]
RE: Invitation for Tribal Consultation; GC 65352.3
Parks and Recreation Master Plan and General Plan Element Update
(Citywide)
Dear [Name of Tribal Representative]:
I am contacting you on behalf of the City of San Luis Obispo concerning an invitation for
Tribal Consultation pursuant to Government Code Sec. 65352.3. As you know, you have up
to 90 days to respond to this request, but we hope by reaching out to you early, we could
invite your participation at your earliest convenience.
Project Description: The San Luis Obispo Parks and Recreation Master Plan Update will
provide a comprehensive statement of the City’s goals for parks and recreation and how
those goals will be achieved over the long-term. The Master Plan policies and programs will
serve as a blueprint, guiding the City and its various entities in priority setting and resource
allocation. It is understood that the availability of financial resources can and will affect the
timing of implementation but will not change the goals and intent.
The Parks and Recreation Master Plan Update considers the Parks and Recreation
Department’s Mission Statement, to Inspire Happiness by creating Community through
People, Parks, Programs, and Open Space, and identify parks and recreation as an essential
service for the community of San Luis Obispo. The Update will support and facilitate this by
providing for community health, wellness, security, and safety; design excellence; and
environmental stewardship. The Update shall be consistent with the City’s General Plan,
Active Transportation Plan, and Climate Action Plan, including but not limited to
neighborhood compatibility, safe multi-modal access to parks and facilities, and
maintenance and expansion of our City’s urban forest. Parks, facilities, amenities, and
programs should be decentralized, and provided throughout the City to serve the full
community equitably. Recreational and community gathering opportunities should be
located within safe walking or accessible distance of each neighborhood and promote
community organization and a sense of ownership by residents. Neighborhood parks should
include amenities for both active and passive recreation, and depending on the location,
include a focal gathering point such as a gazebo. Gathering spaces would provide
opportunities for local-level programming, such as concerts, events, educational
opportunities, fitness classes, and food trucks in collaboration with local residents,
businesses, non-profits, and faith organizations. The City Parks and Recreation and Public
Page 299 of 845
Parks and Recreation Master Plan and General Plan Element Update
Page 2
Works Departments should have the resources and staffing, and community and corporate
partnerships, sufficient to create, support, and maintain these parks, amenities, and
programs. The Update considers opportunities for improvements and renovations within
existing parks and facilities in the short term, while also considering long-term fiscal
responsibility including economics of scale, cost/value of new land acquisition now and in
the future, new sources of revenue, and community partnerships. The Update will identify
the current inventory and condition of existing parks, facilities, and amenities, identify
existing and future community needs and deficiencies, assess the capacity of existing parks
and facilities to accommodate existing and future needs, and determine a dynamic path
forward to achieve and exceed the City’s identified level of service and acreage standards
for parks and amenities in both the short-term (0-5 years), mid-term (5-10 years) and long-
term (10-20 years).
The Public Draft Parks and Recreation Master Plan Update will be available to the
public and presented to the Parks and Recreation Commission in February 2021.
Parks and Recreation Agendas and Agenda Packets can be viewed online:
https://www.slocity.org/government/advisory-bodies/agendas-and-minutes/parks-and-
recreation-commission
Additional online resources:
https://www.slocity.org/government/department-directory/master-plan-and-element-
update
Please contact Shawna Scott, Senior Planner for additional information or to request a
virtual meeting at sscott@slocity.org or (805) 781-7176.
We look forward to hearing from you soon.
Sincerely,
Shawna Scott
Senior Planner
Community Development
919 Palm Street, San Luis Obispo, CA 93401-3218
E sscott@slocity.org
T 805.781.7176
Page 300 of 845
SAN LUIS OBISPO
May 2021
Parks and Recreation Plan and
General Plan Element Update
Parks + Recreation Blueprint for the Future:
2021-2041
Page 301 of 845
Page 302 of 845
May 2021
Page 303 of 845
ii SLO Parks + Recreation Blueprint for the Future: 2021-2041
The City of San Luis Obispo thanks the community members, stakeholders, elected officials, and public agencies who
participated in the development of this Comprehensive Profile for the Parks and Recreation Plan and General Plan
Element Update.
City Council
Heidi Harmon, Mayor
Erica A. Stewart, Vice Mayor
Carlyn Christianson
Jan Marx
Andy Pease
Planning Commission
Chair Hemalata Dandekar
Vice-Chair Robert Jorgensen
Michael Hopkins
Steve Kahn
Nicholas Quincey
Michelle Shoresman
Mike Wulkan
Parks and Recreation Commission (2017-21)
Kari Applegate
Rick Blair
Susan Olson
Keri Schwab
Robert Spector
Shay Stewart
Adam Stowe
Rodney Thurman
Andrew Webber
Jeff Whitener
City Management
Derek Johnson, City Manager
Shelly Stanwyck, Assistant City Manager, Community
Services
Greg Hermann, Deputy City Manager
City Staff
Greg Avakian
Aleah Bergam
Greg Cruce
Sahvanna Ettestad
Adam Fukushima
Robert Hill
Devin Hyfield
Brian Nelson
Chris Read
Shawna Scott
Lindsey Stephenson
and many others
ACKNOWLEDGMENTS
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iii
Agencies, Organizations and Companies
Arts Obispo
AYSO
Cal Poly (special thanks to NR 418 class, 2018)
Central Coast Concerned Mountain Bikers
Central Coast Soccer
Cultural Heritage Committee
Dog park advocates
Downtown SLO
History Center of San Luis Obispo County
Jack House Committee
Land Conservancy of SLO County
San Luis Coastal Unified School District
San Luis Obispo Museum of Art
SLO Baseball
SLO Pickleball Club
SLO Railroad Museum
SLO REP Theatre
SLO Rugby
SLO Senior Center
SLO Soccer Club
SLO Women’s Soccer Club
Swimming advocates
TenOver Studio
YMCA
Photography
Jonathan Roberts
City of San Luis Obispo staff
Members of the SLO Community
All of you who participated in workshops, responded to surveys, and showed an interest in the future of parks and
recreation in San Luis Obispo.
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iv SLO Parks + Recreation Blueprint for the Future: 2021-2041
PREAMBLE
The Parks + Recreation Blueprint
for the Future: 2021-2041 (Parks and
Recreation Plan and General Plan
Element Update) is an essential
guide for the future of parks and
recreation in the City of San Luis
Obispo for the next twenty years.
This Blueprint addresses the
evolving recreational needs of our
community, with a strong focus
on advancing and supporting
community building, sustainable
transportation, carbon neutrality,
resiliency in a changing climate, and
diversity, equity, and inclusion. The
Plan’s Guiding Themes permeate
through the goals, policies, and
opportunities.
Key considerations for the
enhancement and redevelopment of
existing parks and the development
of new parkland will be striking a
balance between active and passive
recreational use, maintaining
neighborhood character,
ensuring high quality design and
maintenance, and optimizing
resources and inclusion by providing
multi-generational, multi-use, and
multi-ability amenities and facilities.
Incorporation of innovative universal
design and continued conversations
with our community will be critical
to resolve and prevent any barriers
to our community’s safe enjoyment
of City parks, recreation amenities,
public art, and programs. This
Blueprint also identifies the need
for park activation and building
community through site planning
and provision of community
gathering space and associated
infrastructure; supporting and
facilitating community events;
incorporation of public art and
cultural expression; and dynamic
programming to address multi-
generational and multi-ability needs
of our community.
Design
Excellence
GUIDING THEMES
Stewardship
and
Sustainability
Inclusion and
Access
Building
Community
Partnerships
and Public
Engagement
Good
Governance
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v
This document is divided into
five chapters and includes
an Appendix with detailed
background information and
data supporting identified
policies, recommendations, and
opportunities. Chapters 1, 2, 3, and
5 comprise the Parks and Recreation
Plan and Chapter 4 consists of the
Parks and Recreation Element of the
General Plan. The Blueprint does not
include uses, goals, or policies for
Open Space; the Conservation and
Open Space Element of the General
Plan includes goals, policies, and
programs specific to the City’s Open
Space.
Chapter 1 introduces the planning
process and overarching goals of
the plan.
Chapter 2 takes a deeper look
at San Luis Obispo through
demographic analysis and its parks
and facilities through a detailed
inventory.
Chapter 3 provides a summary
of the extensive community
engagement conducted over three
years during development of the
Plan.
Chapter 4 provides the detailed
policies that flow from five system-
wide goals, which include:
+Build Community and
Neighborhoods: City Parks and
Recreational facilities should
build and connect community
through inclusive and diverse
amenities and programming.
+Meet the Changing Needs
of the Community: Leverage
regionalism and creatively
increase the number of City
parks, recreational facilities and
amenities, to meet user needs.
+Sustainability: The City’s Parks
and Recreation facilities will be
vibrant, resilient, and sustainable.
+Optimize Resources: Establish,
maintain, and operate parks,
facilities, and programs in a
manner that is cost effective
and manageable while engaging
the community in a manner
that optimizes involvement and
support.
+Safety: Provide safe, accessible,
inclusive, and well-maintained
City parks, recreational facilities,
and amenities.
Chapter 5, Implementation, is
intended to be aspirational and
identifies a range of potential
opportunities for each park and
facility based on the wants and
needs expressed by our community.
The Implementation Chapter
provides the flexibility to consider
identified opportunities and
determine the appropriate design
and amenities of our City’s parks
and recreational facilities through
focused community outreach and
the preparation of comprehensive
park-specific plans. The community
engagement process will include
direct contact with community
groups and organizations to
further advance diversity, equity,
and inclusion at all City parks and
facilities.
Fulfillment of this Blueprint will
result in increased community
connection within neighborhoods,
the provision of equitable
distribution of amenities throughout
the City, the creation of safe,
accessible, and inclusive public
spaces for all people, and promote
community investment in our public
recreational spaces.
.
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vi SLO Parks + Recreation Blueprint for the Future: 2021-2041
1 INTRODUCTION
Vision ................................................................................................................................................................................................ page 2
Plan and Element .................................................................................................................................................................... page 4
Why Update the Plan? .......................................................................................................................................................... page 5
The Update Process ................................................................................................................page 8
The Value of Parks .................................................................................................................................................................. page 9
Guiding Themes ....................................................................................................................page 10
Overarching Philosophy ........................................................................................................page 13
2 SLO’S PEOPLE AND PARKS
SLO’s People ........................................................................................................................................................................... page 17
SLO’s Parks and Recreation ........................................................................................................................................... page 28
Park Features and Amenities ...................................................................................................................................... page 32
Park Condition Assessment .................................................................................................page 46
Planned Parks........................................................................................................................page 48
Recreation Programs .............................................................................................................page 52
Lifecycle Analysis ...................................................................................................................page 56
3 WHAT WE HEARD
Community Engagement Tools ................................................................................................................................ page 61
Community Engagement Overview ...................................................................................................................... page 62
Foundational Meetings ................................................................................................................................................... page 65
Pop-Up Events .......................................................................................................................page 67
“Bright Ideas” Workshop ......................................................................................................page 69
Park Improvement Priorities Workshop .............................................................................................................. page 74
Needs Assessment Survey ...................................................................................................page 76Table of ContentsPage 308 of 845
vii
4 GOALS AND POLICIES
Systemwide Goals ................................................................................................................................................................ page 80
1. Build Community and Neighborhoods ......................................................................................................... page 82
2. Meet the Changing Needs of the Community ..............................................................page 90
3. Sustainability ......................................................................................................................page 94
4. Maximize Resources ..........................................................................................................page 97
5. Safety .................................................................................................................................page 99
5 IMPLEMENTATION
Highlights of Proposed Park Improvements ................................................................................................ page 103
Park Amenity Needs ....................................................................................................................................................... page 104
A Framework for Park Improvements ................................................................................................................. page 116
Park-by-Park Needs and Priorities ........................................................................................................................ page 119
Future Parks .........................................................................................................................page 138
Understanding the Cost of Parks .......................................................................................page 140
Funding Strategy .................................................................................................................page 142
APPENDICES
A: City Council Resolution
B: Park Inventory and Assessment
C: Community Needs Assessment
D: Park Amenity Needs
E: Park-by-Park Improvements
F: Rough Order of Magnitude Costs
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viii SLO Parks + Recreation Blueprint for the Future: 2021-2041List of Figures + Tables2 SLO PEOPLE AND PARKS
Tables:
2-1 San Luis Obispo Population Trends ....................................................................................................................... page 18
2-2 San Luis Obispo Parks and Recreation Facilities ........................................................................................... page 30
2-3 Core Program Areas ..............................................................................................................page 52
Figures:
2-1 Population Density ............................................................................................................................................................. page 19
2-2 San Luis Obispo Age Distrubution, 2010 ........................................................................................................... page 20
2-3 San Luis Obispo County Racial And Ethnic Composition, 2010 ...................................................... page 21
2-4 San Luis Obispo Median Household Income (2012-16) ........................................................................... page 22
2-5 San Luis Obispo Low Income and Disadvantaged Communities ................................................... page 24
2-6 Market Potential Index for General Sports ........................................................................................................ page 27
2-7 Market Potential Index for Fitness .......................................................................................page 27
2-8 Market Potential Index for Outdoor Activities ....................................................................page 27
2-9 Parks and Recreation Facilities .............................................................................................page 31
2-10 Play Areas and Tot Lots .........................................................................................................page 33
2-11 Tables and BBQ ....................................................................................................................page 34
2-12 Baseball and Soccer Fields ...................................................................................................page 36
2-13 Basketball and Tennis Courts ...............................................................................................page 37
2-14 Other Recreation Facilities ...................................................................................................page 38
2-15 Informal Multiuse Fields ........................................................................................................page 39
2-16 Dog Areas and Community Gardens ...................................................................................page 41
2-17 Trail Network ..........................................................................................................................page 43
2-18 Active Transportation Network ...........................................................................................page 44
2-19 Planned Parks and Park Improvements ...............................................................................page 49
2-20 Downtown Parks and Open Spaces .....................................................................................page 51
3 WHAT WE HEARD
Tables:
3-1 Grades for San Luis Obispo Parks and Facilities ......................................................................................... page 69
3-2 Programs and Activities that Should be a Focus in the Years to Come ...................................... page 70
3-3 Dreams of Parks and Facilities ................................................................................................................................... page 73
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ix
Figures:
3-1 Priorities for Your Neighborhood ............................................................................................................................ page 74
3-2 Ranked Improvements For Laguna Lake Park ................................................................................................ page 74
3-3 Support for Improvements at Sinsheimer Park ............................................................................................. page 74
3-4 Support for Improvements at Sinsheimer Stadium ................................................................................... page 75
3-5 Ranked Improvements at SLO Swim Center ................................................................................................... page 75
3-6 Support for Other Field and Facility Improvements ................................................................................. page 75
3-7 Level of Satisfaction with Facilities ......................................................................................................................... page 76
3-8 Priorities for Improving, Repurposing and Expanding Parks and Facilities ............................ page 77
3-9 Priorities for Investment in Recreation Facilities .......................................................................................... page 77
4 GOALS AND POLICIES
Tables:
4-1 Park Acreage and Access Standards ...................................................................................................................... page 82
4-2 Park Amenity Standards ................................................................................................................................................... page 84
Figures:
4-1 Park Access ............................................................................................................................................................................... page 83
4-2 San Luis Obispo Sub-areas and Park Access Gaps .................................................................................... page 85
5 IMPLEMENTATION
Tables:
5-1 Phasing of Tier 3 Park Improvements ................................................................................................................. page 136
Figures:
5-1 Distribution of Existing and Planned Athletic Fields .............................................................................. page 107
5-2 Distribution of Existing and Planned Sports Courts ............................................................................. page 109
5-3 Distribution of Existing and Planned Playgrounds ...........................................................page 112
5-4 Distribution of Existing and Planned Outdoor Gathering Areas .....................................page 113
5-5 Park Access Gaps and Potential Park Sites ........................................................................page 139
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INTRODUCTION
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INTRODUCTION1Page 313 of 845
22
VISION
The Parks and Recreation Plan
and General Plan Element
Update will serve as a blueprint,
guiding the City in priority
setting and resource allocation to
achieve the Parks and Recreation
Department’s mission.
IN THIS CHAPTER
The Value of Parks
Why Update the Plan?
The Update Process
Overarching Philosophy Regarding the
Update
System-Wide Goals
Guiding Themes
The City owns and maintains approximately 4,050 acres of natural
preserves and open space properties (2021). The Conservation and
Open Space Element of the General Plan sets programs and policies
for the City’s Open Space.
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31. INTRODUCTION
The San Luis Obispo Parks and
Recreation Plan and General
Plan Element Update provides a
comprehensive statement of the
City’s goals for parks and recreation
and how those goals will be
achieved over the long-term. The
Plan was created in collaboration
with community members, leaders,
and the Parks and Recreation
Commission. We believe it
represents the community’s vision,
a vision we are inspired to realize.
The Plan policies and programs
serves as a blueprint, guiding the
City in priority setting and resource
allocation. It is understood that the
availability of financial resources
can and will affect the timing of
implementation but will not change
the goals.
STARTING WITH QUESTIONS
+Does San Luis Obispo have the right
amount and type of parks?
+Given the condition of San Luis
Obispo’s parks what if any changes and
improvements are needed?
+Does San Luis Obispo have the amount
and type of indoor and outdoor facilities for
organized recreation activities to meet the
community’s need?
+Does San Luis Obispo provide recreational
programming that meets its residents’
needs and if not, what should change?
+What are the parks and recreation priorities
for residents now and over the next 20
years?
+How should San Luis Obispo plan for
the future, changing demographics and
increased residents and stakeholders?
+How should San Luis Obispo fund its parks
and recreation capital investments to meet
the priorities arising from this plan?
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4 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PLAN AND ELEMENT
This Plan is two documents in one.
It stands alone as the essential
guide for the Parks and Recreation
Department in the years ahead.
At the same time, the Plan also
serves as the Parks and Recreation
Element in the City’s General
Plan. This means that the goals
and policies in this document are
also embedded in the City’s larger
blueprint for future growth and
change.
Parks and
Recreation
Element
Parks and
Recreation Plan
READING THE PLAN
The Parks and Recreation Plan is
divided into five chapters. Chapter
1 introduces the Planning process
and overarching goals of the
plan. Chapter 2 takes a deeper
look at SLO’s people through
demographic analysis and its
parks through a detailed inventory.
Chapter 3 provides a summary of
the community engagement work.
Chapter 4 provides the detailed
policies that flow from each of the
system-wide goals. Finally, Chapter
5 provides the details around
implementation, including phasing
and priority projects.
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51. INTRODUCTION
Our Parks and Recreation Plan
and General Plan Element Update
is meant to serve as a visionary
template for adapting our system
so that it meets the needs of
the community. It identifies
opportunities for change, and
embraces emerging trends in
recreation and urban life. A number
of particular opportunities presented
themselves as we set out to update
the Plan.
Making Better Use of Existing
Parks.
Our existing parks are well-used and
loved, but they can all be enriched in
various ways to better serve today’s
residents. Just two examples:
Emerson Park will benefit from a
redesign to enhance its appeal,
and Laguna Lake Park has great
potential to accommodate more of
our recreational needs.
Embracing Downtown.
Downtown SLO has become a
vibrant destination for community
life. The Downtown Concept
Plan describes future plazas and
gathering spaces downtown infused
with art and culture. This Plan can
help realize that vision.
WHY UPDATE THE PLAN?
Providing Athletic Fields Year-
Round.
San Luis Obispo relies heavily on
Damon-Garcia Sports Complex
for its popular programs. The plan
can help us define a way to better
support field sports year-round.
Providing Programs for All Ages.
San Luis Obispo has a wide range of
successful programs for youth and
seniors. Adding services for adults
could help to bring in more revenue,
while better serving a significant
and highly-active segment of the
community.
Supporting Aquatics.
The SLO Swim Center has served
the community well. The Swim
Center is on school district
property, and community use of
the pool occurs through a joint-use
agreement. Would an expanded
or additional aquatics center be
possible?
Serving the Daytime Population.
While the City currently has fewer
than 50,000 residents, there is a
substantially larger population of
workers and students who spend
time here during the day and make
great use of the City’s facilities. The
new Parks and Recreation Element
and Plan Update may break ground
by taking the daytime population
into account.
Aligning with Active
Transportation.
The City General Plan has
established a goal to reach 20
percent of all trips by bicycle and
more than double the number of
walking trips. The Plan can support
these efforts by giving new attention
to the recreational value of trails and
urban multi-use paths, providing a
safe place for people of all abilities
to become more comfortable with
recreational bicycling and walking
before incorporating these activities
into personal transportation modes,
and improving urban access to
parks.
Advancing Sustainable
Management Practices.
San Luis Obispo has a strong
desire to become environmentally
sustainable and carbon neutral
through implementation of the
Climate Action Plan for Community
Recovery (adopted August
2020). The Plan will play a role
in advancing the environmental
performance of our park system by
recognizing opportunities to shift
toward water-efficient planting,
using recycled water, and advancing
the City’s goal to achieve carbon
neutrality.
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6 SLO Parks + Recreation Blueprint for the Future: 2021-2041
Addressing Safety in Parks.
How can the Plan harmonize with
City efforts to serve all people
regardless of housing status, and
ensure that parks are available,
safe, accessible, and inclusive for
everyone?
Funding New Parks While
Achieving Fiscal Health.
The Parks and Recreation Element
and Plan has a role to play in helping
to identify ways in which parks
can be maintained and managed
more efficiently, and will be a
valuable source for recommended
improvements.
Tapping into Community
Support.
There is an active group of parks
volunteers and a current effort
to establish a “Friends of Parks”
organization that can help bring
resources to parks. These sources of
community support can be brought
into the Parks and Recreation
Element and Plan.
Respond to the Changing
Composition of Our Population.
The current Parks and Recreation
Element and Plan’s goals, policies
and programs stand as our baseline.
There are many ways in which the
values that guided the current Plan
remain true for the community.
At the same time, nearly 20 years
have passed. San Luis Obispo has
matured as a city. We have grown
into new neighborhoods and have
others on the planning horizon.
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71. INTRODUCTION
While many of the issues we face
are long-standing, others are new
or we have a new understanding of
them. Recreation has changed too.
The sports people play, the program
preferences of people of all ages—
the ways people use parks more
broadly need to be understood from
today’s vantage point. And there is a
new generation of residents whose
voices need to be heard.
The Plan Update has allowed
us to analyze and evaluate our
changing population, our physical
environment, the condition of our
parks and the opportunities they
present. It has created a forum for
community input and ideas. All of
this, we hope, is reflected in the new
Plan.
A Fresh Look at Acreage
Standards
The 2001 Parks and Recreation
Element and Plan calls for the City
to develop and maintain a park
system at a rate of 10 acres of park
land per 1,000 residents, including
5 acres of neighborhood parks.
This is achieved either through
land dedication and improvement
during the development of new
neighborhoods in annexation areas,
or by charging fees in-lieu of land
dedication, allowing the City to fund
park land development. The acreage
ratio at the time of the 2001 Plan
was 3.68. Both population and park
acreage have grown very slightly
since then.
A Careful Look at Facilities
The Parks and Recreation
Department also manages
numerous facilities that provide
recreational and educational
opportunities. These include the
SLO Swim Center, SLO Skate
Park, Laguna Lake Golf Course,
Jack House and Gardens, Ludwick
Community Center, and other sites.
The Parks and Recreation Element
and Plan evaluates the condition
and capacity of the City’s existing
parks and facilities, develops
a strategy for maintaining and
enhancing these facilities, and
considers how new parks and
facilities should be provided over the
coming years.
Evaluate Recreation Programs
and Services
The Parks and Recreation
Department provides a range of
activities, including programs for
seniors; adult and youth sports;
contracted fitness and enrichment
classes; aquatics; open space trail
maintenance, and educational
opportunities; and many other
programs for youth including before-
and after-school programs, and
spring break and summer camps.
The Plan update revisits recreational
needs with fresh information about
facility usage, program participation,
and community priorities and
preferences.
Page 319 of 845
8 SLO Parks + Recreation Blueprint for the Future: 2021-2041
THE UPDATE PROCESS
The Plan Update took place in four overlapping phases over approximately 3 years
PHASE 1
Setting the Stage and Planning
Framework consisted of project
kick-off, review of background
information, the development of
a Community Engagement Plan,
and an Initial Planning Framework
report. This phase occurred during
March and April 2018.
PHASE 2
Determining Community Needs
covers the critical work of
understanding the issues relevant
to San Luis Obispo’s park system
and its development over the next
decade. Community engagement
is a central part of this, and many
engagement activities took place
during this phase, starting in April
2018 and continuing through the
Community Needs Assessment
public workshops in June 2019.
Additional workshops and public
input opportunities continued
through adoption of this document.
PHASE 3
This phase consisted of developing
the update and conducting
environmental review, and
community needs were translated
into a Public Draft document,
including background, vision and
goals, policies, and implementing
actions.
PHASE 4
Adopting the Plan and Element
included final hearings before the
Parks and Recreation Commission,
Planning Commission, and City
Council, and incorporating the input
of these bodies into a final Plan for
adoption.
Develop
the Plan and
Conduct
Environmental
Review
ADOPT
THE PLAN
Determine
Community
Needs
Set
Planning
Framework
PHASE 1 PHASE 2 PHASE 3 PHASE 4
Page 320 of 845
91. INTRODUCTION
THE VALUE OF PARKS
At the time of adoption of this Blueprint
(2021), San Luis Obispo’s Parks and
Recreation Department defines as its
mission “to inspire happiness by creating
community through people, parks, programs
and open space.” The Conservation and
Open Space Element of the General Plan
sets programs and policies for the City’s
Open Space, a notable change in the City’s
General Plan since the adoption of the 2001
Parks & Recreation Plan. An earlier version
of the mission statement—from the 2001
Parks & Recreation Plan—touches on a few
other important ideas: how parks contribute
to the city’s character and beauty, are good
for the environment, and promote health.
Indeed, parks are valuable for multiple
reasons. Parks provide social benefits. They
are places for people to walk and talk, play
games, enjoy their family and friends and
the natural setting they live in. Parks and
Recreation programs stimulate a sense of
community larger than family and friends:
here is where we connect with others in
athletic leagues and classes or informally
at the playground or in the plaza. Parks and
Recreation are valuable for public health.
They give us a place to stretch our legs, to
play sports, to swim laps, throw Frisbees
and walk dogs. In a less obvious way, good
parks and recreation services are economic
development, too. They contribute to the
City’s quality of life and ability to attract
and retain a happy, healthy workforce and
employers. Not least, parks preserve space
for plants and the City’s urban forest, for
water to drain naturally into the soil and
many other ecological benefits.
Page 321 of 845
10 SLO Parks + Recreation Blueprint for the Future: 2021-2041
GUIDING THEMES
DESIGN EXCELLENCE
The City will set a standard of
design excellence by creating
an engaging, long-lasting, safe,
comfortable, and sustainable park
system. By holding the design of
the City’s parks and facilities to a
high standard, assets will attract
and retain diverse users from the
community.
STEWARDSHIP AND
SUSTAINABILITY
The City will protect and conserve
natural resources while providing
opportunities for the community
to both support and learn from the
natural environment. The design
and maintenance of parks and
facilities will strive to become
operationally carbon neutral, will
support access by foot and by bike,
reduce or eliminate chemical use,
and incorporate low-allergen plants
and trees.
INCLUSION AND ACCESS
The City’s parks, public spaces,
recreation amenities and programs
will be accessible to residents
and visitors, including the full
diversity of our community. The
City will continue to work to create
equitable access to recreation and
green spaces, and to address both
physical and non-physical barriers
that may prevent people from having
full access to the benefits of parks
and recreation.
The City has established six guiding themes that permeate through all
recommendations, goals and ultimately policies through the Plan.
Page 322 of 845
111. INTRODUCTION
BUILDING COMMUNITY
Parks, facilities, and programs will
encourage and support play, health,
and interaction. The City will provide
places to engage in a multitude of
recreational activities, including
supporting new trends in recreation.
The physical infrastructure and
amenities of parks and facilities will
support and promote public health.
Parks, facilities, and programs will
provide opportunities for people to
engage in activities together, as well
as to be active independently.
PARTNERSHIPS AND PUBLIC
ENGAGEMENT
The City will strive to partner with
schools, California Polytechnic
State University, Cuesta Community
College, other public agencies,
and private service providers and
organizations to provide recreation
services to improve efficiency and
coverage. Partnerships will help
reduce redundancies within the
existing parks system, freeing up
resources that can be directed
towards assessing and meeting
unmet needs.
GOOD GOVERNANCE
In order to practice good
governance, the City will be
transparent and accountable in its
decision-making process, while
being responsive to the community’s
needs and open to community
participation. Good governance will
aid in promoting the community’s
confidence in the City to not only
expand the parks system, but to also
manage, maintain, and improve the
existing resources and programs.
Page 323 of 845
12 SLO Parks + Recreation Blueprint for the Future: 2021-2041
SPOTLIGHT ON...
CLIMATE
Recent climate changes have had widespread impacts on human and natural systems. In California
we experience losses to Sierra snowpack and water supply, more and more intense wildfires,
extreme heat events and more. San Luis Obispo has been inspired to address climate change
in all our actions. In 2020, the City adopted a new Climate Action Plan for Community Recovery
and a New Active Transportation Plan. These Plans will push us to achieve carbon neutrality in
governmental operations by 2030, and to make 20% of all our trips by bike, while doubling our
walking trips. The Parks and Recreation Plan has a role to play to help us reach these goals.
INCLUSION
The Plan Update has allowed us to reflect on our changing population, the condition of our parks and
the opportunities they present. It has created a forum for community input and ideas.
This Plan must help guide us to design and operate our parks and progams in a way that is
accessible, inclusive and just. This means equitable access to the environmental benefits of green
space in all neighborhoods. It means culturally relevant programming that is accessible regardless
of ability to pay, parks that welcome everyone, and equipment that provides opportunities for people
of all abilities. The City of San Luis Obispo Parks and Recreation commits to provide cultural unity,
through inclusivity and discovery, while developing a sense of community, and supporting healthy
lifestyles.
Page 324 of 845
131. INTRODUCTION
OVERARCHING PHILOSOPHY
The Plan Update considers the
Parks and Recreation Department’s
Mission Statement, to Inspire
Happiness by creating Community
through People, Parks, Programs,
and Open Space, and identify parks
and recreation as an essential
service for the community of San
Luis Obispo. The Conservation and
Open Space Element of the General
Plan sets programs and policies for
the City’s Open Space.
The Update should support and
facilitate this by providing for
community health, wellness,
security, and safety; design
excellence; and environmental
stewardship. The Update shall be
consistent with the City’s General
Plan, Active Transportation Plan,
and Climate Action Plan, including
but not limited to neighborhood
compatibility, safe sustainable
transportation (multi-modal)
access to parks and facilities, and
maintenance and expansion of our
City’s urban forest.
Parks, facilities, amenities, and
programs should be decentralized,
and provided throughout the
City to serve the full community
equitably. Recreational and
community gathering opportunities
should be located within safe
walking or accessible distance of
each neighborhood and promote
community organization and a
sense of ownership by residents.
Neighborhood parks should include
amenities for both active and
passive recreation, and depending
on the location, include a focal
gathering point such as a gazebo.
Gathering spaces would provide
opportunities for local-level
programming, such as concerts,
events, educational opportunities,
fitness classes, and food trucks in
collaboration with local residents,
businesses, non-profits, and faith
organizations. The City Parks and
Recreation Department should
have the resources and staffing,
and community and corporate
partnerships, sufficient to create,
support, and maintain these parks,
amenities, and programs.
The Update should consider
opportunities for improvements
and renovations within existing
parks and facilities in the short
term, while also considering long-
term fiscal responsibility including
economics of scale, cost/value of
new land acquisition now and in
the future, new sources of revenue,
and community partnerships.
The Update should identify the
current inventory and condition
of existing parks, facilities, and
amenities, identify existing and
future community needs and
deficiencies, assess the capacity
of existing parks and facilities to
accommodate existing and future
needs, and determine a dynamic
path forward to achieve and exceed
the City’s identified level of service
and acreage standards for parks
and amenities in both the short-term
(0-5 years), mid-term (5-10 years)
and long-term (10-20 years).
Page 325 of 845
14 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PEOPLE & PARKS
Page 326 of 845
152. PEOPLE AND PARKS
PEOPLE & PARKS22Page 327 of 845
1616
To plan for a park system that
optimally serves our community
in the years ahead, we need to
understand our recreational
needs and the existing inventory
and state of our parks. This
chapter describes our people and
our parks today.
IN THIS CHAPTER
SLO People
• Population
• Demographics
• Local Market Potential
SLO Parks & Recreation
• Our Parks
• Park Facilities
Page 328 of 845
172. PEOPLE AND PARKS
SLO’S PEOPLE
San Luis Obispo is notable for
its unique community make-up
influenced by the local university
and community college, being the
County hub, and for its popularity
for its unique geographical coastal
location and mild climate. The
diverse mix of demographics of
families, college students, retirees,
and tourists, provide an engaged
and active population.
San Luis Obispo is touted as one of
the “Happiest Places in America,”
and no wonder. Tucked between
the Coast Range and the Pacific,
“SLO” offers all the spoils of life,
from the Mediterranean climate to
the thousands of acres of protected
open space to a charming and
dynamic downtown.
This chapter summarizes the City’s
demographic and population
trends. The analysis is based on US
Census data, as well as California
Department of Finance (2010)
projections and the 2018 San Luis
Obispo Community and Economic
Profile produced by the San Luis
Obispo Chamber of Commerce.
It should be noted that the most
detailed demographic data available
dates to the 2010 US Census, and
may not be fully descriptive of the
City’s population today. In addition,
the 2010 US Census adhered to
the 1997 Office of Management
and Budget standards on race and
ethnicity, which may not reflect
current and evolving standards and
guidelines.
Page 329 of 845
18 SLO Parks + Recreation Blueprint for the Future: 2021-2041
POPULATION CHANGE
San Luis Obispo experienced
relatively slow growth between
2000 and 2010, never exceeding
a one percent annual growth rate.
Between 2000 and 2017, the city
grew at an average annual rate
of about 0.4 percent, significantly
lower than the statewide annual
growth rate.
The San Luis Obispo Council of
Local Governments 2050 Regional
Growth Forecast for San Luis
Obispo County assumes a slightly
higher annual growth rate of 0.5
percent. The San Luis Obispo
General Plan anticipates growth of
approximately one percent annually,
and a population reaching 56,700 by
2035.
This Plan Update considers both our
resident population and the larger
Table 2-1
SAN LUIS OBISPO POPULATION TRENDS
YEAR 2000 2010 2017 (ESTIMATED)2035 (PROJECTED)
Population 44,179 45,119 46,724 56,700
Daytime Population 72,770 88,300
Sources: US Census, 2010; California Department of Finance, 2017; San Luis Obispo General
Plan, 2014.
“daytime population” including
students and workers who recreate
here. Accounting for the City’s
workforce and students at Cal Poly
(just outside City limits), SLO had
an estimated daytime population of
72,770 in 2017, which is expected to
rise to 88,300 by 2035.
POPULATION DENSITY
San Luis Obispo has a population
density of approximately 3,500
persons per square mile Citywide.
Three census tracts—two in the
northern part of the City and one
centered on Orcutt Road in the
southeast—feature some higher-
density housing and have over
10,000 people per square mile. In
general, neighborhoods closer to
the center are somewhat more
densely populated than those on the
periphery. See Figure 1-1.
Page 330 of 845
192. PEOPLE AND PARKS
Figure 2-1
POPULATION DENSITY
Waddell
Ranch
Let it Be
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101
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S Higuera StTank Farm Rd
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Santa Barbara StHiguera St0 0.5 10.25 Miles
POPULATION DENSITY
City Boundary
Rail Lines
Creeks
Water
Population Density (people/sqmi)
0 - 1000
1,001 - 2,000
2,001 - 5,000
5,001 - 10,000
10,001 - 16,000
California
Polytechnic
State
University
Data Source:
U.S. Census Bureau, 2012-2016 American Community Survey 5-Year Estimates
Waddell
Ranch
Let it Be
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101
1
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Br
oad St
Orcutt Rd
S Higuera StTank Farm Rd
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W oodbridge StAlrita StP
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Mount Bishop Rd
via Laguna vis
Sandercock St
Suburban Rd
R
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Fredericks St
Slack St
Murray St
Gr
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el Camino Real
Pa lm StW Foothill BlvdRamona Dr
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POPULATION DENSITY
City Boundary
Rail Lines
Creeks
Water
Population Density (people/sqmi)
0 - 1000
1,001 - 2,000
2,001 - 5,000
5,001 - 10,000
10,001 - 16,000
California
Polytechnic
State
University
Data Source:
U.S. Census Bureau, 2012-2016 American Community Survey 5-Year Estimates
Page 331 of 845
20 SLO Parks + Recreation Blueprint for the Future: 2021-2041
POPULATION BY AGE
Young adults aged 18-24 comprised
a remarkable 35 percent of the city
population in 2010, a proportion
mainly attributed to the large
student population. Other age
demographics, namely children,
teens, and adults aged 25-44, fall
below County and State averages
for those age groups. In 2010, 12
percent of the City’s population
was aged 65 and older, comparable
to the State average, but lower
than the County population rate.
For San Luis Obispo County as a
whole, changes in percentage of
age cohorts between 2000 and 2010
indicate a decline in children under
14, a significant rise in young adults
aged 20-29, an equally significant
decline in adults aged 35-44, and
major growth in adults aged 50-70
and 80 and over. While the 2010
Census is now considerably out-of-
date, it remains the most accurate
source of demographic data for the
City.
Figure 2-2
SAN LUIS OBISPO AGE DISTRIBUTION, 2010
Source: California Dept. of Finance, 2010
Page 332 of 845
212. PEOPLE AND PARKS
Figure 2-3
SAN LUIS OBISPO COUNTY RACIAL AND ETHNIC COMPOSITION
Source: U.S. Census Bureau, 2010
Note: Race and ethnicity category names are from the 2010 US
Census and have been preserved here for accuracy.
RACE AND ETHNICITY
In 2010, residents of the City of San
Luis Obispo were approximately
76 percent non-Hispanic white,
15 percent Hispanic or Latino, 5.2
percent Asian or Pacific Islander,
and 1 percent Black/African-
American.
San Luis Obispo County’s 2010
ethnic makeup had a slightly lower
proportion of non-Hispanic white
and Asian/Pacific Islander residents
compared to the City (71.1 percent
and 3.1 percent, respectively), and
a greater proportion of Hispanic
or Latinx residents (20.8 percent).
Both the City and the County are
significantly less diverse than the
state population as a whole.
The City’s non-Hispanic white
population fell by three percent as
a percentage of the total population
between 2000-2010. Conversely,
the Hispanic or Latinx percentage
of the population grew by three
percent between 2000–2010. These
trends are expected to continue. The
California Department of Finance
projects that by 2025 the County
population will be approximately
64 percent non-Hispanic white,
27 percent Hispanic or Latino, 4.3
percent Asian or Pacific Islander, 1.8
percent Black or African American
and 0.5 percent Native American.
See Figures 1-3 and 1-4.
2010
2025 (PROJECTED)
Page 333 of 845
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Median Household Income ($)
0 - 25 ,000
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California
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Data Source:
U.S. Census Bureau, 2012-2016 American Com munity Survey 5-Year Estimates
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MEDIAN HOUSEHOLD INCOME
City Boundary
Rail Lines
Creeks
Water
Median Household Income ($)
0 - 25,000
25,001 - 50,000
50,001 - 80,000
80,001 - 100,000
100,001 - 170,000
California
Polytechnic
State
University
Data Source:
U.S. Census Burea u, 2012-2016 American Community Survey 5-Year Estimates
22 SLO Parks + Recreation Blueprint for the Future: 2021-2041
Figure 2-4
SAN LUIS OBISPO MEDIAN
HOUSEHOLD INCOME (2012-16)
Page 334 of 845
232. PEOPLE AND PARKS
WHAT DOES HOUSEHOLD INCOME MEAN FOR PARKS & RECREATION?
Parks and recreation facilities are important, low-cost
resources that provides psychological, social, and
physical health benefits for users. This is especially
the case in areas that have lower median household
incomes, where their private spaces often do not
provide those amenities, therefore amplifying the
importance and the use of public space by lower
income residents. By providing equitable access across
socio-economic groups to open space, the city is
ensuring a place for physical activity, informal gathering
and relaxation that may not be available in their
residences and opportunities to build community across
socioeconomic groups.
HOUSEHOLD INCOME
In 2010, median household income
in the City was $42,461, while the
County’s median household income
was $56,967. Median household
income in both the City and County
increased significantly between
2000-2010. One-third of City
households qualify as extremely low
income, earning less than $24,999
annually, due in part to the student
population. Figure 1-5 shows median
household income by census tract.
Page 335 of 845
24 SLO Parks + Recreation Blueprint for the Future: 2021-2041
Figure 2-5
SAN LUIS OBISPO LOW
INCOME AND DISADVANTAGED
COMMUNITIES
Page 336 of 845
252. PEOPLE AND PARKS
LOW-INCOME AND
DISADVANTAGED
COMMUNITIES
Equity is an important value for the
City and for this Plan update.
State Definitions
The State of California’s Assembly
Bill 1550 and Senate Bill 535 provide
a vehicle for the State to prioritize
low-income and disadvantaged
communities in the distribution
of certain programs and services,
including resources relevant for
parks and recreation.
Disadvantaged communities
are identified by the California
Environmental Protection Agency as
the top 25% most impacted census
tracts in CalEnviroScreen 3.0 - a
screening tool used to help identify
communities disproportionally
burdened by multiple sources
of pollution and with population
characteristics that make them more
sensitive to pollution.
Low-income communities are
defined as the census tracts that
are either at or below 80 percent of
the statewide median income, or at
or below the threshold designated
as low-income by the California
Department of Housing and
Community Development’s (HCD)
2016 State Income Limits.
By the State’s definitions, portions
of SLO are considered low-income,
but none of the City falls into the
disadvantaged category.
SLOCOG Definitions
The San Luis Obispo Council of
Governments (SLOCOG) provides
a somewhat different definition
of “disadvantaged communities”
by examining socio-economic
indicators, including:
+Median Household Income
+Minority Status
+Free or reduced-price meals
under the National School Lunch
Program
+Population of persons aged 65
and up
+Housing Affordability
+Educational Attainment
Language Proficiency
+Households with no vehicles
available
+Access to regular local transit
service
+Sidewalk completeness
+Proximity to a grocery store
Low-income and disadvantaged
communities in SLO are shown in
Figure 2-5.
Page 337 of 845
26 SLO Parks + Recreation Blueprint for the Future: 2021-2041
LOCAL SPORT AND MARKET POTENTIAL
Tastes around recreations change
and this is especially true from 2001
to today. Sports such as pickleball
and disc golf have risen in popularity
across the nation but were relatively
unknown 17 years ago. Therefore,
understanding the market potential
in San Luis Obispo specifically is
important for understanding which
recreational and sports programs
should be prioritized.
A Market Potential Index (MPI)
measures the probable demand for
a product or service within the City
and its surrounding service area.
The MPI shows the likelihood that
an adult resident of the target area
will participate in certain activities
when compared to the US National
average.
Overall, San Luis Obispo
demonstrates high market potential
for recreation activities across the
board, from general sports and
fitness to outdoor activities.
This becomes significant when the
City considers building new facilities
or starting up new programs, giving
us a strong tool to estimate resident
attendance.
MARKET POTENTIAL INDEX FOR GENERAL
SPORTS
102% above national average
* Because pickle ball’s popularity is relatively new, national averages have not been collected. However, anecdotally, pickle ball in SLO is a major recreation activity.
71% above national average
68% above national average
64% above national average
VOLLEYBALL
PICKLEBALL
BASKETBALL
FOOTBALL
DISC GOLF
MARKET POTENTIAL INDEX FOR GENERAL
FITNESS
43% above national average
42% above national average
42% above national average
YOGA
EXERCISE EQUIPMENT
JOGGING
Page 338 of 845
272. PEOPLE AND PARKS
MARKET POTENTIAL INDEX FOR
OUTDOOR ACTIVITY
71% above national average
61% above national average
61% above national average
BACKPACKING
BICYCLING (MOUNTAIN)
BICYCLING (ROAD)
Figure 2-6
MARKET POTENTIAL INDEX FOR GENERAL SPORTS
Figure 2-7
MARKET POTENTIAL INDEX FOR FITNESS
Figure 2-8
MARKET POTENTIAL INDEX FOR OUTDOOR ACTIVITY
130
171 172
130
168 164 149 137
202
200
150
100
50
Baseball Football Ping Pong SoftballBasketballFrisbee/
Disc Golf
Soccer Tennis Volleyball0
113
142
89
143
134 127
142
117
80
60
40
20
100
120
140
Aerobics Pilates Walking for
Exercise
YogaJogging/
Running
Swimming Weight
Lifting
Zumba0
San Luis Obispo National Average 100
San Luis Obispo National Average 100
San Luis Obispo National Average 100
108
171
143 140
161
148
94 98
80
60
40
20
100
120
140
160
Archery Bicycling
(Mountain)
Bicycling
(Road)
Canoeing/
Kayaking
Fishing
(Fresh Water)
Hiking Horseback
Riding
Target
Shooting
Backpacking0
117
Page 339 of 845
28 SLO Parks + Recreation Blueprint for the Future: 2021-2041
SLO’S PARKS AND RECREATION
Our system includes 28 city
parks and 15 special features
and recreation facilities covering
approximately 206 acres. In
addition to mini, neighborhood and
community parks, the City provides
recreational features including a golf
course, a sports complex, a stadium,
a swim center, a recreation/
community center, a senior center,
a skate park, community gardens
and the historic Jack House. There
are also five school sites where
multipurpose rooms/gymnasiums,
and childcare rooms are available
to the community through a Joint
Use Agreement with the San Luis
Coastal Unified School District
(SLCUSD). Additional softball fields
are available for community use at
El Chorro Regional Park through
a joint use agreement with San
Luis Obispo County. Finally, San
Luis Obispo owns and manages
13 open spaces and recreational
trails covering nearly 4,050 acres.
These open spaces are not the
subject of the Plan.
The park and recreation inventory,
including park type and acreage,
is provided as Table 2-1. The park
system is shown geographically
as Figure 2-1. The sections that
follow describe the seven park or
facility types that make up San Luis
Obispo’s system.
COMMUNITY PARKS
Community parks in San Luis
Obispo have unique features
and include a wide range of
amenities which attract users
from throughout the City. The
City has seven community parks
totaling approximately 100 acres.
Community parks are diverse in
character, ranging from downtown’s
Mission Plaza to the combination
of active and passive urban open
spaces and off-leash dog area at
Laguna Lake Park.
NEIGHBORHOOD PARKS
Neighborhood parks provide
convenient and accessible active
and passive recreation to residents
within one-half to one-mile walking
distance. Basic elements typically
include a turf playfield, playground
equipment, and landscaped seating
area. Other elements may include
hard-surfaced courts, restrooms,
group barbecues, incorporation
of natural or cultural features, and
on-site parking. San Luis Obispo
has 10 neighborhood parks totaling
approximately 35 acres. These
include Emerson, French, and
Laguna Hills parks, among others.
MINI-PARKS
Mini-parks, as defined in the 2001
Parks and Recreation Element
and Plan, serve residents of the
immediate area or those frequenting
the area. Basic elements are
comprised of passive amenities.
Currently, San Luis Obispo has
9 mini parks totaling 7.2 acres.
These parks range in size from the
postage-stamp-sized Eto Park to
the two-acre meandering Poinsettia
Creek Walk.
DOWNTOWN PUBLIC SPACES
Downtown Public Spaces, while
the smallest category of public
parks at 3.7 acres in total, serve
a large population, with regional
significance. These are small parks
or plazas that enable people to
congregate in an urban setting.
RECREATION CENTERS
The Damon-Garcia Sports Complex,
SLO Senior Citizen Center, SLO
Swim Center, and Sinsheimer
Stadium, among other sites, are
classified as “Recreation Centers.”
See table 2-1 for a complete list.
Page 340 of 845
292. PEOPLE AND PARKS
SPECIAL FEATURES
Special Features in San Luis Obispo
can range from Community Gardens
to the Laguna Lake Golf Course to
the SLO Skate Park. These parks
provide special activities that are
not easily classifiable in the other
distinctions and, at times, may
require specialized maintenance or
staffing.
JOINT USE FACILITIES
The City of San Luis Obispo
maintains a Joint Use Agreement
with San Luis Coastal Unified
School District (SLCUSD), which
currently establishes the terms for
District and City use at specified
school sites and at Sinsheimer
Park. At each of the school sites
where the Joint Use Agreement is
currently effective, the City operates
affordable childcare programs, and
facilitates use of gymnasiums and
athletic fields for youth sports.
At Sinsheimer, the School District
may use athletic facilities (the
baseball stadium, tennis courts,
swim center) without a charge for
maintenance, repair, or utilities, in
consideration for making the land
available on which these facilities
are constructed.
At El Chorro Regional Park, the
County owns, maintains, and
operates the park for recreational
use, while the City has contributed
financially to softball field
improvements including lighting,
irrigation, renovation, enlargement,
paving, and planting.
The City receives first priority
for use of the softball fields for
organized recreational use, and is
responsible for supporting increased
maintenance of the fields that
results from that use. The facilities
covered at each site currently
subject to Joint Use Agreements are
summarized in Table 2-2.
Page 341 of 845
30 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARKS AND RECREATION FACILITIES ACRES
COMMUNITY PARKS
Exposition Park 7.2
Laguna Lake Park 40.0
Meadow Park 16.0
Santa Rosa Park 11.0
Sinsheimer Park 21.7
SUBTOTAL 95.9
NEIGHBORHOOD PARKS
Anholm Park 0.1
De Vaul Park 0.9
Emerson Park 3.3
French Park 10.0
Islay Hill Park 6.0
Johnson Park 5.0
Laguna Hills Park 3.2
Mitchell Park 3.0
Throop Park 3.0
Vista Lago Park 0.2
SUBTOTAL 34.7
MINI PARKS
Buena Vista Park 0.5
Ellsford Park 1.0
Eto Park 0.2
Las Praderas Park 0.4
Poinsettia Creek Walk and Park 2.0
Priolo-Martin Park 0.5
Rodriguez Adobe Park 1.4
Stoneridge Park 1.0
Triangle Park 0.2
SUBTOTAL 7.2
DOWNTOWN PUBLIC SPACES
Cheng Park 0.3
Mission Plaza 3.0
Mission Plaza Extension 0.4
SUBTOTAL 3.7
RECREATION CENTERS
Damon-Garcia Sports Complex 22.0
Ludwick Community Center 1.0
PARKS AND RECREATION FACILITIES ACRES
Meadow Park Center 0.1
Sinsheimer Stadium 1.8
SLO Senior Citizen Center 0.1
SLO Swim Center NA
SUBTOTAL 25.0
SPECIAL FEATURES
Broad Street Community Gardens 0.9
Emerson Park Community Gardens NA
Jack House 0.1
Jack House Gardens 0.8
Kiwanis Centennial Garden NA
Laguna Lake Golf Course 27.0
Laurel Lane Community Gardens 0.3
Railroad Bike Path 10.0
Rotary Community Garden at Meadow Park NA
SLO Skate Park NA
SLO Swim Center NA
SUBTOTAL 39.1
TOTAL 205.6
Table 2-2
SAN LUIS OBISPO PARKS AND RECREATION FACILITIES
Sources: WRT, 2019; City of San Luis Obispo
Capital Facilities Fee Nexus Study, 2018; City
of San Luis Obispo Parks and Recreation
Element and Plan, 2001.
Table 2-2
SAN LUIS OBISPO JOINT USE FACILITIES1
JOINT USE SITES PARTNER ATHLETIC FIELDS
MULTIPURPOSE ROOMS/GYMNASIUMS
CHILDCARE ROOMS
PARK AND RECREATION AMENITIES
Bishop's Peak/Teach Elementary School SLCUSD √√√
C.L. Smith Elementary School SLCUSD √√√
Hawthorne Elementary School SLCUSD √√√
Pacheco Elementary School SLCUSD √√√
Sinsheimer Elementary School SLCUSD √√√
Sinsheimer Park SLCUSD √
Throop Park SLCUSD √
El Chorro Regional Park SLO County √
1 Joint Use Agreement Between the City of San Luis Obispo and the San Luis Coastal Unified School District
for the Joint Use of Facilities and the Provision of Programs, 2013; Joint Use Agreement Between the City
of San Luis Obispo and the County of San Luis Obispo for Improvements and Use of the El Chorro Regional
Park – Softball Fields, 2002; City of San Luis Obispo, 2019.
Page 342 of 845
312. PEOPLE AND PARKS
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Rese rve
Reservior Canyon
Natural Rese rve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Rese rve
Islay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTe rrace Hill
Open Space
Railroad
Recreational
Trail
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Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Califo rnia
Polytechnic
State
University
Railroad Bike Path
Recreation Center
Community Park
Downtown Public Space
Mini Park
Neighborhood Park
Special Features
Figure 2-9
PARKS AND RECREATION FACILITIES
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Ranch
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Natural Reserve
Irish Hills
Natural Rese rve
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Natural Rese rve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Rese rve
Islay Hill
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PARKS + RECREATION SYSTEM
City Boundary
Rail Lines
Creeks
Water
Schools
Residential Area
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Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Califo rnia
Polytechnic
State
University
Railroad Bike Path
Recreation Center
Community Park
Downtown Public Space
Mini Park
Neighborhood Park
Special Features
Page 343 of 845
32 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK FEATURES AND AMENITIES
PLAYGROUNDS AND
GATHERING AREAS
Currently there are 26 play areas,
or tot lots at 14 parks, including
10 neighborhood parks and four
community parks.
The city has approximately 189
tables distributed among 16 parks.
SLO’s parks have nine group
gathering areas, including two each
at Laguna Lake and Santa Rosa
parks and one each at French,
Johnson, Meadow, and Sinsheimer
parks and one at Laguna Lake Golf
Course.
Page 344 of 845
332. PEOPLE AND PARKS
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Figure 2-10
PLAY AREAS AND CHILD LOTS
Page 345 of 845
34 SLO Parks + Recreation Blueprint for the Future: 2021-2041
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Figure 2-11
TABLES AND BBQ
Page 346 of 845
352. PEOPLE AND PARKS
RECREATIONAL FACILITIES
+The City has six diamond athletic
fields. This includes two at
Sinsheimer Park and one each at
French, Meadow, Santa Rosa and
Throop parks. A majority of these
are youth fields. One, at Santa
Rosa Park, is for adult softball.
+The City has four regulation size
soccer fields at Damon-Garcia
Sports Complex.
+The City has nine informal
multiuse fields at eight parks.
They are used for activities
including sports practice (rugby,
flag football) and pick-up games,
as well as for simply enjoying.
+There are six full basketball
courts with one at each of six
City parks.
+The City has eight tennis courts,
concentrated at Sinsheimer Park
(six courts), with one each at
French and Islay Hill Parks.
+The City has three dedicated
pickleball courts, all at French
Park. There are also five
temporary pickleball courts
at French Park and three at
Meadow Park.
+The City has five volleyball
courts, with two at Meadow Park
and one each at Islay Hill, Laguna
Lake and Sinsheimer parks.
+Santa Rosa Park is home to the
SLO Skate Park and also features
a lighted roller hockey rink (also
striped for roller derby and
basketball).
+Disc golf courses are located
at Laguna Lake Park and
Sinsheimer Park.
+There are 16 horseshoe courts,
including 10 at Santa Rosa Park
and two each at Sinsheimer,
French and Meadow Parks.
+Emerson Park has two bocce
courts.
See Appendix D for more detail.
Page 347 of 845
36 SLO Parks + Recreation Blueprint for the Future: 2021-2041
#*#*#*#*
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Rese rve
Reservior Canyo n
Natural Reserve
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Figure 2-12
BASEBALL AND SOCCER FIELDS
Page 348 of 845
372. PEOPLE AND PARKS
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Figure 2-13
BASKETBALL AND TENNIS COURTS
Page 349 of 845
38 SLO Parks + Recreation Blueprint for the Future: 2021-2041
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Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Rese rve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Islay Hill
Open Space
Filipponi
Ecologic al Are a San Luis CreekOpen SpaceTerrace H ill
Open Space
Railroad
Recreational
Trail
£¤101
UV1
UV227
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oad St
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tCabrillo HwyS
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o
s StMo
rr
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y Monterey StElks LnE
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dPeach StSan Luis DrGra
nd Ave
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ip
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t
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taB
ull
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c
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Miossi RdBlu
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nit
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t Poly Canyon RdPin
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Margarita Ave
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ro
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r
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Other Recreation Facilities
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Recreation Centers & Special Features
Other Recreational Facilities
!Disc Golf
!Bocce
!Horseshoe Court
$Skate Park
$Roller Hockey
#Sand Volleyball
")Pickleball
Califo rnia
Polytechnic
State
University
Adult Exercise Equipment
Figure 2-14
OTHER RECREATIONAL FACILITIES
Page 350 of 845
392. PEOPLE AND PARKS
!(
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!(
!(
!(
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Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyon
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Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bisho p Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Islay Hill
Open Space
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Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
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oad St
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California
Polytec hnic
State
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!(
!(
!(
!(
!(
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Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyon
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Rese rve
Cerro San Luis
Natural Reserve
Islay Hill
Open Space
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Ecologic al A rea San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
UV1
UV227
£¤101
Á
Br
oad St
Orcutt Rd
S Higuera StTank Farm Rd
C
h
o
rr
o
St
J
o
h
n
s
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n
A
v
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Foothill Blvd
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US Hwy 101State Rte 1el Camino RealB
ro
a
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tCabrillo HwyS
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at
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2
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a
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o
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o
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rr
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d
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p
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ull
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nit
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Hill S
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cra
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tOakridge DrCol
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r Mis
si
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nOr
char
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Taft St
Rose Ave
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Sycamore DrCha pa rral C i rBreck StSk
yl
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nvis Caballo
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nFontana Ave
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arri
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nPacific StM onterey StLa w re n c e D rRamona Dr
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el Camino Real
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ro
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art
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ro
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i
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ar
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Multi-Use Fields
City Boundary
Rail Lines
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Water
Schools
Residential Area
Other Urbanized Area
Open Spaces
Par ks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Informal Multi-use Fields
!(Good condition
California
Polytec hnic
State
University
Figure 2-15
INFORMAL MULTI-USE FIELDS
Page 351 of 845
40 SLO Parks + Recreation Blueprint for the Future: 2021-2041
DOG AREAS
San Luis Obispo has one off-leash
dog area located at Laguna Lake
Park. El Chorro Regional Park
features a dog park, operated by
the County for use of all County
residents.
COMMUNITY GARDENS
Community gardens are located
at Emerson and Meadow Parks, as
well as at Laguna Lake Golf Course
(the Kiwanis Centennial community
garden), Broad Street, and Laurel
Lane.
Page 352 of 845
412. PEOPLE AND PARKS
!(
!(
!(
!(
!(
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Rese rve
Reservior Canyon
Natural Rese rve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Rese rve
Islay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTe rrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
UV1
UV227
£¤101
Á
Br
oad St
Orcutt Rd
S Higuera StTank Farm Rd
C
h
o
rr
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St
J
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h
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s
o
n
A
v
e
Foothill Blvd
M arsh StHiguera StLos O
sos V
alle
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d
Br
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a
d
StOs
o
s St
M a d o n n a R d
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C
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M onterey StGrand AveW Fo o th ill B lv d
S
a
n
t
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t
Santa Barbara StHiguera StMeadow
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Emerson
Park
Broad Street
Community
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Kiwanis
Centennial
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Laurel Lane
Community
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Laguna Lake
Park San Luis Obispo CreekFroom Creek Bri
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Stenner CreekSa n Lu is O b isp o C re e k0 0.5 10.25 Miles¯
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City Boundary
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Schools
Residential Area
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Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Off-leash Dog Area
!(Community Gardens
California
Polytechnic
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!(
!(
!(
!(
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Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Rese rve
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Natural Rese rve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Rese rve
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Recreational
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£¤101
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oad St
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v
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Foothill Blvd
M arsh StHiguera StLos
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a
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s
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Park San Luis Obispo CreekFroom Creek Bri
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Schools
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Other Urbanized Area
Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Off-leash Dog Area
!(Community Gardens
California
Polytechnic
State
University
Figure 2-16
DOG AREAS AND COMMUNITY GARDENS
Page 353 of 845
42 SLO Parks + Recreation Blueprint for the Future: 2021-2041
TRAILS AND BIKE NETWORK
San Luis Obispo has a robust
network of bike lanes and bike
routes.
The City of San Luis Obispo
manages the Railroad Safety Trail, a
level, off-street path, which currently
extends approximately 10 miles in
two segments along railroad right-
of-way traversing the city from
north to south. The Railroad Safety
Trail is used as a destination as
well as a transportation facility. The
trail section near Sinsheimer Park
is used more by pedestrians and
walkers than bicyclists, on average.
It functions as a linear park and
is the most used shared use path
segment in the City.
A level, off-street segment of the
Bob Jones Bike Trail follows San
Luis Obispo Creek on the City’s
southwest side and provides an
important recreational resource for
City residents and visitors.
Buffered bike lanes exist along
Madonna Road, Los Osos
Valley Road, Laurel Lane, and a
short segment of Chorro Street
downtown, while a network of bike
lanes, shared bike streets, and
special neighborhood greenways
complete the network. Current
plans call for the City’s bike and
pedestrian network to be expanded
substantially.
Existing and planned trail and bike
networks are shown on Figures 2-17
and 2-18.
Page 354 of 845
432. PEOPLE AND PARKS
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Figure 2-17
TRAIL NETWORK
Page 355 of 845
44 SLO Parks + Recreation Blueprint for the Future: 2021-2041
Waddell
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Natural Reserve
Rese rvior Canyon
Natural Reserve
Laguna Lake
Natural Reserve
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Natural Rese rve
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Bike Network
City Boundary
Rail Lines
Creeks
Water
Schools
Residential Area
Other Urbanized Area
Open Spaces
Par ks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
California
Polytechnic
State
University
Existing Bikeways
Bicycle Boulevard
Bike and Ped Access
Buffered Lane
Shared Use Path
Bike Lane
Bike Route
Proposed Bikeways 2020
Neighborhood Greenway
Bike Path
Bike Lane
Bike Route
Protected Bike Lane
Figure 2-18
ACTIVE TRANSPORTATION NETWORK
Page 356 of 845
452. PEOPLE AND PARKS
Page 357 of 845
46 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK CONDITION ASSESSMENT (2018)
The San Luis Obispo Parks
Inventory and Assessment,
produced in 2018 with support from
Cal Poly students, provided a park-
by-park narrative summary of park
features and general conditions.
The feature ratings have been used
to identify trends that reflect the
system as a whole.
PARK FEATURES AND RATINGS
Some 33 individual types of park
features were evaluated, including
several types of recreation facilities
as well as parking areas, restrooms,
drinking fountains, benches, and
lighting. Several other features
were not evaluated. These included
buildings; fencing; hardscape area;
turf; trees; and trails. Features
that were rated and not rated are
identified in Table 2-3. It should
be noted that some features in the
“Rated” category were not rated in
all parks where they were found.
The team used a three-class general
assessment rating system, as
follows:
1. Needs replacement or non-
functional (e.g. missing
pieces or beyond repair). Not
serving its primary purpose or
functionality.
2. Needs repair or damaged
or in state of disrepair but it
can be restored to working
order (functional but flawed).
Only partially adequate for its
intended use.
3. Good condition; in good repair
and its functioning as intended
For several individual features, more
detailed definitions were developed
to describe a condition assessment
of (1), (2), or (3). These more detailed
definitions are provided in the
San Luis Obispo Parks Inventory
Assessment report.
FINDINGS
Over three quarters of rated park
features were found to be in
generally good condition, with 78
percent given a rating of (3). Fifteen
percent of the features evaluated
were rated (2) and six percent were
rated (1). Informal multi-use fields,
tennis courts, bicycle racks and
lighting were found to be in the best
condition across all parks. Almost
all these features were rated 3 in the
assessment.
Meanwhile, horseshoe pits, tables
and drinking fountains were found
to be in the worst condition: only
60 percent of drinking fountains, 66
percent of tables, and 25 percent of
horseshoe pits were rated 3, with
nearly two-thirds of horseshoe pits
given a rating of 1.
Anholm Park, Cheng Park (planned
for CIP renovation in 2021), Throop
Park, Jack House Gardens contain
features that were found to be in the
best condition overall. Parks whose
features were found to be non-
functional or in need of replacement
included Santa Rosa and Emerson
(see Table 2-4). It is important to
note that not all park features were
rated by the students.
The condition assessment identified
specific potential improvements
at each park, including potential
improvements for features that
were assessed but not rated. The
recommendations show some
general themes:
+Landscaped and hardscaped
area need better maintenance.
This includes areas in Buena
Vista Park, Las Praderas Park,
and Cheng Park.
+Park furnishings (benches, tables,
trash cans, drinking fountains)
are in need of replacement or
repair in most parks, especially in
Vista Lago Park, French Park and
Johnson Park.
+Several parks were observed
to lack full accessibility on
walkways and trails due to slope,
paving, or other conditions.
These include Mission Plaza
Extension, Islay Hill Park (outside
of the playground and restrooms),
Exposition Park, Mission Plaza
and Emerson Park.
+Some parks lack sufficient
lighting. These parks include
Ellsford, Emerson, Islay Hill,
Exposition and Sinsheimer Parks.
+Most sports facilities are in good
condition. Horseshoe pits are
a notable exception, including
those in French Park and Santa
Rosa Park.
Page 358 of 845
472. PEOPLE AND PARKS
FACILITY ASSESSMENT
In addition, facility assessments
were conducted in 2018 by Ten
Over Studio on the Parks and
Recreation Administration Building,
the Ludwick Community Center, the
Senior Center, and the SLO Swim
Center. The Ludwick Center was
observed to have a combination
of building condition and
programmatic deficiencies that need
to be addressed. Recommendations
included:
+Easing the space deficiency and
improving access control at the
Administration Building;
+Consolidating the equipment,
vehicles, and workspaces of
rangers into a new ranger station;
+Potentially replacing Ludwick
Community Center with a new
facility that better supports the
Department’s vision;
+Addressing security issues
around the Senior Center;
+Making significant improvements
to the SLO Swim Center,
including a new tot and therapy
pool, a replacement pool, new
shower and changing rooms,
a new dedicated multipurpose
room, a separate fitness room.
See Appendix B for more detail.
Page 359 of 845
48 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PLANNED PARKS
Some 25 new parks, park expansion
or facility improvements are defined
in specific or Plans, as follows.
In some cases, Development
Agreements specify maintenance,
ownership and operation of future
parks.
AVILA RANCH
Neighborhood Park, Pocket
Parks and Mini Parks: A 9.5-acre
neighborhood park will serve the
Avila Ranch development. The
neighborhood park is planned to
include group BBQs, basketball
courts, tot lots, baseball diamonds,
soccer fields, pickleball courts,
tennis courts, a dog park, a skate
park, and a community meeting
pavilion area. Avila Ranch will also
feature eight mini-parks and a
pocket park. Each will be one-half to
2.5 acres in size.
MADONNA-FROOM
The Madonna-Froom Specific Plan
area is identified in the General
Plan. The Specific Plan, which
includes a 3.6-acre trailhead park,
was approved by the City Council
in September 2020. The property is
anticipated to be annexed into the
City in 2021.
MARGARITA AREA SPECIFIC
PLAN
Neighborhood Park, Greenway
and Sports Fields: The Margarita
Area Specific Plan (MASP) meets
the City’s park land standard by
providing a 10-acre Neighborhood
Park and a 16-acre improved
sports field site. The Neighborhood
Park will include trees, benches,
tables and small cooking stands,
children’s play equipment, game
courts, a restroom, and play fields.
Greenways are primarily for cycling
and walking paths within linear,
landscaped open areas. The Sports
Fields will accommodate active
recreational use and will include on-
site parking.
No plans have been received to date
for future development of this area
of the MASP. Therefore , this Plan
assumes there is an outstanding need
for parkland in the MASP area.
ORCUTT AREA SPECIFIC PLAN
Neighborhood Park, Pocket Park
and Trail Junction Park: The Orcutt
Area Specific Plan features a
neighborhood park, several pocket
parks, a linear park and bicycle/
pedestrian paths. The neighborhood
park will serve as a community
gathering place for casual recreation
and sports events. The linear park
will double as a passive recreation/
viewing area and stormwater
management area. The pocket parks
provide access points to the railroad
bike path and passive recreation
facilities such as seating for wildlife
viewing.
SAN LUIS RANCH SPECIFIC
PLAN
Central Neighborhood Park, Fitness
Loop and Parkway, Pocket Parks
and Preserve and Trailhead: The
San Luis Ranch Specific Plan’s
park system is intended to provide
active recreation, add to the natural
beauty of the area, and create a
neighborhood with a high quality of
life. San Luis Ranch will include a
central neighborhood park, pocket
parks, an active linear park, green
space, greenways, pedestrian and
bike paths, and sports fields.
Page 360 of 845
492. PEOPLE AND PARKS
Figure 2-19
PLANNED PARKS AND PARK IMPROVEMENTS
Waddell
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Reservior Canyon
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Laguna Lake
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South Hills
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Bisho p Peak
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Planned Parks and Park Improvements
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Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
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Planned Parks and Park Improvements*
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California
Polytechnic
State
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* Source:
Margarita Sp ecific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Plan
General Plan
Specific Plan Boundaries
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area Orcutt AreaSpecific Plan Area
Waddell
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Margarita Specific Plan
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City Boundary
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Other Urbanized Area
Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Planned Parks and Park Improvements*
New Parks
Existing Park Expansion
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California
Polytec hnic
State
University
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Pla n
General Plan
Specific Plan Boundaries
Avila Ranch Development Plan Area
Margarita Specific Plan Area
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Waddell
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Recreatio nal
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Meissner Ln
W C r e e k R d
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Mount Bishop Rd
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Suburban Rd
R
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Airport Dr
P so d e C a b a llo
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Jespersen RdL iz z ie S tB
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Goldenrod LnBeebee StK
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isabella Way
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Sage St Up ha m StHawk Hill RdHopkins LnLawton AveJ
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Los Palos Drvis del Collados
Noll RdC ord ova D rv i a la P a z
A
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StOakridge DrCol
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Marlene Dr
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F e e d M ill R d
C hu pa r r o s a DrKaren DrBonetti Dr
Su
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Sawleaf StMis
si
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Rose Ave
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Planned Parks and Park Improvements
City Boundary
Rail Lines
Creeks
Water
Schools
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Other Urbanized Area
Open Spaces
Par ks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Planned Parks and Park Improvements*
New Parks
Existing Park Expansion
Existing Park Improvements
California
Polytechnic
State
University
* Source:
Marga rita Sp ecific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Plan
General Plan
Specific Plan Boundaries
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area Orcutt AreaSpecific Plan Area
Froom Ranch
Trailhead Park
#*#*#*#*
Waddell
Ranch
Let it BeNatural ReserveIrish HillsNatural Reserve Reservior CanyonNatural ReserveLaguna LakeNatural Reserve South HillsNatural Rese rve
Johnson Ranch
Open Space
Bisho p PeakNatural Reserve Cerro San LuisNatural Reserve
Islay Hill
Open Space
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Creeks
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Residential Area
Other Urbanized Area
Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#*Functional but flawed
#*Good condition
CaliforniaPolytechnicStateUniversity
Page 361 of 845
50 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARKS AND URBAN PUBLIC AREAS IN THE DOWNTOWN CONCEPT PLAN
The Downtown Concept Plan
presents the community’s high-
level vision for how downtown
San Luis Obispo should be
developed over the next 25 years,
and includes principles, goals,
and an implementation plan with
prioritized major public programs
and projects actions. The Downtown
Concept Plan envisions the creation
of new parks, enhancement of
existing parks and facilities, and
improvements to the San Luis Creek
Walk to provide plentiful and safe
public spaces in the city’s core.
Cheng Park Expansion. Cheng
Park is envisioned expanding across
the creek onto the existing surface
parking lot, with a paseo providing
connections from Marsh and Pacific
Streets.
Courthouse Park. The large lawn
at the County building is envisioned
as a demonstration garden with
seating and interactive public art.
Given County ownership, this may
not be a City-operated park.
Diagonal Paseo. A diagonal plaza
is envisioned through the block
bounded by Marsh, Broad, Pacific,
and Nipomo streets, providing a
connection between Emerson Park
and the downtown core as well as
additional outdoor dining, event, and
public art opportunities.
Higuera Street Plaza. The City-
owned parking lot at Higuera and
Nipomo streets is envisioned as a
public plaza with seating, interactive
elements, and positive activity at
this prominent downtown corner
adjacent to San Luis Creek.
Mission Plaza Expansion. An
expanded Museum of Art is shown
connecting to Mission Plaza, with a
Creek Walk extension underneath
the Broad Street bridge.
Monterey Street Plaza. A small
plaza area with outdoor seating is
shown on Monterey Street.
Emerson Park. Improvements
are envisioned at Emerson Park
to provide more opportunities for
outdoor recreation for neighborhood
residents.
Ludwick Community Center.
The Ludwick Center would be
enhanced to include a full-sized
gymnasium, multi-purpose rooms,
and underground parking.
Old Gas Works Site. The Old
Gas Works building on Pismo
Street could be rehabilitated and
incorporated into a mid-block
pocket park.
Rosa Butron Adobe. The City-
owned Rosa Butron Adobe property
would be opened to the public
and managed as a park. A new
connection from Dana Street is
shown crossing San Luis Creek.
Toro/Marsh Pocket Park. A small
pocket park is envisioned on the
corner of Marsh and Toro Streets.
Page 362 of 845
512. PEOPLE AND PARKS
Figure 2-20
DOWNTOWN PARKS AND OPEN SPACES, EXISTING AND PROPOSED
Cerro San Luis
Natural Reserve
San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
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Trail
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Ludwick
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Center
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Park
Mitchell
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Ellsford
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Page 363 of 845
52 SLO Parks + Recreation Blueprint for the Future: 2021-2041
RECREATION PROGRAMS
The San Luis Obispo Parks and
Recreation Department has a
professional staff that meets the
parks and recreational needs of
its community through a wide
array of programs and services.
Department staff are responsible
for the management and production
of recreation programs including
community and neighborhood
events, and the operation of multiple
facilities including pools, a golf
course, baseball stadium, sports
fields, skate park, roller hockey
rink and more. Employees are
engaged year-round in planning,
managing, producing, conducting,
and evaluating programs and
events. The functions within the
Department combine to provide
hundreds of offerings in the areas
of youth activities and camps,
outdoor adventure, aquatics, sports,
health, fitness, activities geared
to seniors, and special events.
In addition to the programs and
activities provided directly by the
Department, partnerships with
other organizations are utilized to
enhance recreational offerings to
the community particularly in the
areas of youth and adult activities.
Through formal and informal
cooperative relationships with the
San Luis Coastal School District and
nonprofit agencies, partners assist
with delivering select programs and
indoor space required for programs
provided by the Department.
CORE PROGRAM APPROACH
Publicly produced recreation is
challenged by the premise of being
all things to all people, especially
in a community such as San Luis
Obispo with an active, engaged
population with a diversity of
recreational needs. The philosophy
of the “Core Program Area” is to
assist staff, policy makers, and the
public to focus on what the most
important recreational programs are
in the San Luis Obispo community.
As defined by PROS Consulting,
program areas are considered as
Core if they meet a majority of the
following categories:
+The program area has been
provided for a long period of
Table 2-3
CORE PROGRAM AREAS
CORE PRIGRAM AREA BRIEF DESCRIPTION
Aquatics Provide a safe and well-maintained facility offering diverse aquatic activities. Recreation swimming, lap swimming, and swimming instruction.
Community Services Manage recreational sports for youth and teens (age 5-18 years old), adult and seniors (50+). Produce community-wide special events, including events at the Historic Jack House, Mission Plaza, Downtown San Luis Obispo, SLO Swim Center and other city parks. Manage enrichment programs including Contract Classes, Community Gardens, Senior and Boomer Activities, and the SLO Skate Park. Serve as liaison to the Jack House Advisory Committee. Coordinate the City-Wide Volunteer program. Facilitate the City-Wide Special Event program and permitting process.
Facility Rentals Manage, supervise and schedule internal and external uses of City buildings, facilities, fields, and reserved park areas. Coordinate the scheduling of facility maintenance with various City departments and user groups. Oversee the issuance of facility rental permits; facilitate the review and approval of permits for special events, banner and film permits.
Golf Operate and maintain the 26-acre, 10-hole executive length Laguna Lake Golf Course 362 days of the year. Maintain a safe, attractive course while offering a reasonably priced recreational opportunity with an emphasis on senior and youth patrons. Focus on new program initiatives and increased sustainable practices in ongoing maintenance.
Youth Services Provide services to over 1,200 children and their families before and after school, during spring and other school academic breaks and throughout the summer. Youth Services provides essential child care to families, while programs focus on the healthy and positive development of children, including both cognitive, academic and social development. Progressive and antibias curriculum offers a variety of activities, social experiences, and opportunities that promote learning, awareness of community, fitness and health, academic support and fun.
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532. PEOPLE AND PARKS
time (over 4-5 years) and/or is
expected by the community.
+The program area consumes a
relatively large portion (5% or
more) of the agency’s overall
budget.
+The program area is offered 3-4
seasons per year.
+The program area has wide
demographic appeal.
+There is a tiered level of skill
development available within the
program area’s offerings.
+There is full-time staff
responsible for the program area.
+There are facilities designed
specifically to support the
program area.
+The agency controls a significant
percentage (20% or more) of the
local market.
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54 SLO Parks + Recreation Blueprint for the Future: 2021-2041
ENSURING THE RIGHT CORE PROGRAM MIX
The Core Program Areas provided
by San Luis Obispo currently appear
to meet the major needs of the San
Luis Obispo residents as identified
through the community input
received during the community input
phase of the Plan project, but the
program mix should be evaluated
on a regular and recurring basis
to ensure that the offerings within
each Core Program Area – and the
Core Program Areas themselves –
align with changing leisure trends,
demographics, and needs of
residents.
Best practice guidelines as provided
by the National Recreation and Park
Association (NRPA) recommends
that six determinants be used to
inform what programs and services
are provided by the Department.
According to NRPA, those
determinants are:
+Conceptual foundations of
play, recreation, and leisure –
Programs and services should
encourage and promote a degree
of freedom, choice, and voluntary
engagement in their structure
and design. Programs should
reflect positive themes aimed
at improving quality of life for
both individuals and the overall
community.
+Organizational philosophy,
mission, and vision – Programs
and services should support
the Department’s mission and
vision statements, values, goals,
and objectives. These generally
center on promoting personal
health, community well-being,
social equality, environmental
awareness, and economic vitality.
+Constituent interests and desired
needs – Departments should
actively seek to understand the
recreational needs and interests
of their constituency. This not
only ensures an effective (and
ethical) use of taxpayer dollars,
but also helps to make sure that
programs perform well and are
valued by residents.
+Creation of a constituent-
centered culture – Programs
and services do reflect a
departmental culture where
constituents’ needs are the
prime factor in creating and
providing programs. This should
be reflected not only in program
design, but in terms of staff
behaviors, architecture, furniture,
technology, dress, forms of
address, decision-making style,
planning processes, and forms of
communication.
+Experiences desirable for
clientele – Programs and services
should be designed to provide
the experiences desirable to meet
the needs of the participants/
clients in a community and
identified target markets. This
involves not only identifying and
understanding the diversity of
needs in a community, but also
applying recreation programming
expertise and skills to design,
implement, and evaluate a variety
of desirable experiences for
residents to meet those needs.
+Community opportunities – When
planning programs and services,
a Department should consider
the network of opportunities
afforded by other organizations
such as nonprofits, schools, other
public agencies, and the private
sector. Departments should also
recognize where gaps in service
provision occur and consider how
unmet needs can be addressed.
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552. PEOPLE AND PARKS
AGE SEGMENT RECOMMENDATIONS
The Department age balance should
be maintained moving forward,
and the Department should update
this Age Segment Analysis every
year to note changes or to refine
age segment categories. Given
the growing population trend for
residents ages 55 and over and the
growing demand for services in this
age bracket, it is also recommended
that the Department further
segment this group into 65-74 and
75+. These two sub-segments will
have increasingly different needs
and expectations for programs
and services in coming years, and
program planning will be needed to
provide differing requirements for
active seniors.
Age Segment Analyses should
ideally be done for each individual
program offered by the Department.
Program coordinators/managers
should include this information
when creating or updating program
plans for individual programs. An
Age Segment Analysis can also be
incorporated into Mini Business
Plans for comprehensive program
planning.
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56 SLO Parks + Recreation Blueprint for the Future: 2021-2041
LIFECYCLE ANALYSIS
A lifecycle analysis involves
reviewing every program identified
by City of San Luis Obispo staff
to determine the stage of growth
or decline for each as a way of
informing strategic decisions about
the overall recreation program
portfolio. The various stages of
program lifecycles are as follows:
• Introduction - New program;
modest participation
• Take-Off - Rapid participation
growth
• Growth - Moderate, but
consistent participation growth
• Mature - Slow participation
growth
• Saturated - Minimal to no
participation growth; extreme
competition
• Decline - Declining participation
This analysis is not based on strict
quantitative data, but rather is
based on staff’s knowledge of their
program areas. The table below
shows the percentage distribution
of the various lifecycle categories
of the Department’s recreation
programs. These percentages were
obtained by comparing the number
of programs in each individual stage
with the total number of programs
listed by staff.
Overall, the lifecycle analysis results
indicate an unbalanced distribution
of all programs across the life
cycle. A combined total of 77.1% of
programs fall into the Introduction,
Take-off and Growth stages,
primarily due to growth of programs
introduced in the last three years.
RECOMMENDATIONS
While it is important to provide new
programs to align with trends and
help meet the evolving needs of
the community, it is also important
to have a stable core segment of
programs that are in the Mature
stage. Currently, the Department
has only 16.1% of their programs in
this category. The consulting team
recommends this be approximately
40% so as to provide stability to
the overall program portfolio, but
without dominating the portfolio
with programs that are advancing
to the later stages of the lifecycle.
Programs in the Mature stage
should be tracked for signs they are
entering the Saturation or Decline
stages. There should be an ongoing
process to evaluate program
participation and trends to ensure
that program offerings continue to
meet the community’s needs.
A total of 6.8% of programs are
in saturated or declining phases.
The consulting team recommends
keeping as few programs as
possible in these two stages, but
it is understood that programs
eventually evolve into saturation and
decline. If programs never reach
these stages, it is an indication
that staff may be “over-tweaking”
their offerings and abbreviating the
natural evolution of programs. This
prevents programs from reaching
their maximum participation,
efficiency, and effectiveness. For
departments challenged with doing
the most they can with limited
resources, this has the potential to
be an area of concern.
As programs enter into the Decline
stage, they must be closely reviewed
and evaluated for repositioning or
elimination. When this occurs, the
consulting team’s recommendation
is to modify these programs to begin
a new lifecycle with the introductory
stage or to add new programs based
upon community needs and trends.
Staff should complete a lifecycle
review on an annual basis and
ensure that the percentage
distribution closely aligns with
desired performance.
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572. PEOPLE AND PARKS
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58 SLO Parks + Recreation Blueprint for the Future: 2021-2041
WHAT WE HEARD
Page 370 of 845
593. WHAT WE HEARD
WHAT WE HEARD33Page 371 of 845
6060
Community engagement during
the Plan Update process was
instrumental in gauging the
values and priorities of San
Luis Obispo residents today.
This chapter describes what we
learned.
IN THIS CHAPTER
• Community Engagement Overview
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613. WHAT WE HEARD
Community engagement is vital
to identifying, understanding, and
incorporating San Luis Obispo
residents’ needs, values, and
aspirations into the update of
the City’s Parks and Recreation
Element and Plan. During the first
phase of the Update, City Staff and
the Consultant Team conducted a
diverse set of outreach activities
intended to inform community
members about the process and
collaborate with on their needs and
vision for parks and recreation. This
chapter summarizes what we heard.
For a more detailed summary, see
Appendix C.
Community Engagement Tools
FOUNDATIONAL MEETINGS
NEIGHBORHOOD MEETINGSPOP-UP EVENTS
SOCIAL MEDIA AND WEBSITES STATISTICALLY VALID SURVEY
PUBLIC WORKSHOPS
PHONE, EMAIL, AND COMMENT CARDS
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62 SLO Parks + Recreation Blueprint for the Future: 2021-2041
In April 2018, City Staff developed
a comprehensive Community
Engagement Plan for the Update
process. The Plan identified
goals and a series of outreach
components to inform, consult and
collaborate. These are summarized
here.
FOUNDATIONAL MEETINGS
First, Parks and Recreation
Department Staff arranged meetings
with a range of residents, current
and former commissioners, parks
and recreation user groups,
representatives of cultural
organizations and others. As
consultant for the City on the Plan
Update project, WRT met with 45
individuals in 16 half-hour to one-
hour meetings on April 10 and 11,
2018. City Staff were not present, to
encourage candid dialogue about
issues.
Meanwhile, Staff worked to inform
the public about the project itself,
and the opportunity it presented for
the community to share hopes and
dreams about the future of parks
and recreation in San Luis Obispo.
With this in mind, outreach efforts
conducted May through August
2018 focused on two foundational
questions:
+What do you love about City
of SLO Parks, Activities, and
Recreational Facilities?
+What do you wish to have in
20 years for City of SLO Parks,
Activities, and Recreational
Facilities?
POP-UPS
During the summer of 2018, City
Staff conducted over 25 “pop-
up” events with the Parks and
Recreation “Bright Ideas” bicycle to
reach San Luis Obispo residents and
visitors in parks, facilities, programs,
and events. During these pop-ups,
the public had an opportunity to
provide comments on portable
white boards and take photos
COMMUNITY ENGAGEMENT
OVERVIEW
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633. WHAT WE HEARD
with the “Bright Ideas” bicycle for
sharing on the Parks and Recreation
Instagram account. Comment cards
were also provided, which included
the two foundational questions
identified above, as well as City
contact information, and space for
the commenter to provide contact
information. These cards could be
handed to City staff, mailed to the
Parks and Recreation Department,
or dropped into comment card
collection boxes and Parks and
Recreation facilities. Additional
marketing materials included
“Bright Ideas” stickers and a “Save
the Date” magnet for the public
workshop held in September 2018.
NEIGHBORHOOD MEETING
At the request of the Las Praderas
neighborhood, City Staff met with
interested neighbors to discuss
the Update and the hopes and
dreams for the Las Praderas Park
and city as a whole. Staff continues
to be available to go out into San
Luis Obispo neighborhoods at the
request of residents.
SOCIAL MEDIA AND WEBSITE
To foster engagement in the
process, Parks and Recreation
Staff maintained and updated
the Plan website with new
information, and posted updates
and photos on the Department’s
Facebook page. Photos from
pop-up events and meetings
were posted to the Department’s
Instagram. At all events, Staff
collected contact information,
allowing individuals to add their
names and email addresses to the
growing interested parties list in
order to receive all email updates
regarding workshops, key Parks and
Recreation Commission meetings,
and opportunities for input and
engagement.
OTHER OPPORTUNITIES FOR
OUTREACH AND ENGAGEMENT
Staff also received comments by
email and on the Open City Hall
online portal. Additional pipelines
for public comments included
direct communications with Staff
via phone and email, distribution
of comment cards at the Parks
and Recreation Department office,
facilities, and events, and through
the Open City Hall online portal. In
addition, a survey was conducted
August to October 2018 to establish
residents’ priorities for parks and
recreation in the City of San Luis
Obispo. The survey was mailed to a
random sample of San Luis Obispo
households. A total of 507 surveys
were returned, allowing the survey
to exceed its response rate goal and
achieve a high level of statistical
confidence.
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64 SLO Parks + Recreation Blueprint for the Future: 2021-2041
“BRIGHT IDEAS” PUBLIC
WORKSHOP
Supported by this extensive
outreach, including multiple emails
to a list over 6,000, over 600 people
attended a participatory three-hour
drop in interactive engagement
workshop held at the Ludwick
Community Center on September
13, 2018.
Utilizing a drop-in format yielded
great results. The extended
timeframe allowed people to come
for as brief or long a period as
desired. Both main entrances of
the Ludwick Center were open and
staffed, and the gym was set up
with one informational and seven
interactive “stations,” each designed
to get different types of input on
parks, facilities, and recreation
in San Luis Obispo. At sign-in
stations, Staff gave members of the
public Passports to be stamped
(encouraging attendees to stop
at each interactive station) and
returned for eligibility for entrance
in a drawing for a FitbitTM. The
first station, in the main foyer, was
informational about the Update
process itself and staffed by
Community Development planners.
Those staff were able to address
general questions about the Update
and the overall planning process.
Within the main gym were six
activity stations where workshop
attendees could address focused
questions or complete various
exercises; a seventh “station” was
provided for children. Each of
these activities, and the resulting
feedback, is summarized below.
PARK IMPROVEMENT PRIORITIES
WORKSHOP
In September 2019, following the
completion of the analysis phase
of the Update, the City and WRT
returned to the community to
present the findings and gauge
support for potential improvements
to specific parks.
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653. WHAT WE HEARD
In April 2018, WRT met with
45 individuals in small groups.
Individuals represented a range of
organizations and perspectives,
including advocates for swimming,
open space, dog parks, the
senior center, golf, organized
sports, cultural organizations, and
neighborhoods, as well as members
of the Planning Commission and
City Council.
The following provides a summary
of themes, priorities, goals,
opportunities, and challenges that
emerged from these meetings.
PLAN PROCESS AND GOALS
Reach Beyond the Usual Voices
Several participants spoke about the
need to reach beyond “the loudest
voices and most organized groups”
during the planning process.
Provide a Strong Foundation for
Implementation
The Plan Update should be
comprehensive, and should provide
a strategy and prioritization for
future improvements.
Parks are Where You Build
Community
The core message should be
that “parks are where you build
community.” We should not lose
sight of this even as it addresses
specific facility and program needs.
NEW PARKS AND URBAN TRAILS
Public Spaces Downtown and
Along the Creeks
Participants spoke positively about
new public spaces downtown,
making the connection between
downtown growth and livability and
open space preservation around the
edges.
The creeks that flow through San
Luis Obispo are a great potential
asset, and could be the backbone of
a creek walk or park.
New Parks in Neighborhoods
SLO should continue to strive to
provide new parks, especially in
densifying neighborhoods near
downtown.
Trails and Trail Connections
The City should build on its trail
system by extending key trails
and creating spurs to parks and
neighborhoods.
FACILITY NEEDS
More Facilities for Field Sports
Sports advocates believe there is
a need for additional fields beyond
improving Damon-Garcia, pointing
to the large numbers of youth and
adult soccer participants and the
growing popularity of other field
sports (rugby, lacrosse and field
hockey). There was considerable
interest in developing a complex
of fields large enough to support
tournaments.
Dog Parks and Dog Areas
The City does not currently have
a fenced dog park, and only one
formal off-leash area, at Laguna
Lake Park. While three dog parks
are currently in development plans,
two of these are only a quarter acre
in size, which may be too small,
based on current community input.
Skate/Bike Parks/Tracks
There is unmet need for a skate and
bike park or track. Facilities oriented
to kids may help to build confident
bikers who feel comfortable getting
around without a car.
Tennis and Pickleball
The Sinsheimer Park tennis courts
are rarely used because there’s no
backstop, and [at the time of our
meetings] there were no dedicated
pickleball courts in San Luis Obispo.
Indoor Recreation
The Ludwick Community Center
gym is not highly-used. Given the
small size of that gym and the poor
condition of the facility, starting over
with a new facility may be best.
Indoor soccer and indoor rock
climbing were noted as potentially
popular activities.
Swim Center Improvements
Swimmers supported the creation
of a separate kids’ area at the pool,
which would help make the pool
more of a community place. A spray
ground adjacent to the pool was
FOUNDATIONAL MEETINGS
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66 SLO Parks + Recreation Blueprint for the Future: 2021-2041
proposed. Parking expansion and
safety improvements were noted as
priorities.
Managing and Preserving the
Golf Course
Laguna Lake Golf Course gives
active adults an affordable
and healthy activity while also
supporting a good level of use by
young people in the afternoons and
evenings.
Senior Center
The Senior Center facility limits the
programming that can be offered.
There is a desire to better serve
younger, more active seniors, and
safety concerns about Mitchell Park.
STRATEGIES FOR PARK AND
FACILITY DEVELOPMENT
Development of new parks and
facilities will require the commitment
of significant resources. Three
potential strategies emerged from
our conversations.
Regional Coordination
A regional strategy could be applied
to planning for tournament-level
facilities for field sports, diamond
sports, and/or bike racing. The
County’s Parks and Recreation
planning process and Cal Poly’s
campus Plan may be vehicles for
this coordination.
Partnerships
Sports leagues and “Friends of”
organized groups or non-profit
organizations can “band together”
to advocate and raise funds for new
facilities and amenities. The success
of the skate park is a positive recent
model in San Luis Obispo.
Leveraging the Development
Process
The park amenities being proposed
in Specific Plan areas is not always
well-suited to needs. In addition,
parks are being created late in the
development process. These issues
should be addressed in the Plan
Update
PARK ACTIVATION AND
PROGRAMMING
Park Activation
Some parks in SLO are under-used.
Greater activation of parks to make
them more attractive to all segments
of the community needs to be a
priority. Ideas for activating Mitchell
and Emerson parks included
evening festivals; a bocce court; a
dog area; and better synergy with
the building programs.
Mission Plaza is home to numerous
festivals and events, but the plaza,
the creek, and downtown streets
were still seen by some as having
untapped potential.
Program Priorities and Strategies
Where should the Plan focus
attention in terms of programming?
Stakeholders called attention to
three areas of focus:
+Affordable programs for children
and youth
+Programming for active seniors.
+Embracing apps and educational
games, like the recent “Pics on
Peaks” program.
PARKS DEPARTMENT ROLE AND
PARTNERSHIPS
The separation of maintenance and
programming may not be a good
model.
Parks and Recreation should focus
on helping people connect with their
community of interest, and helping
groups coordinate activities.
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673. WHAT WE HEARD
POP-UP EVENTS
Over the course of summer 2018,
City Staff conducted over 25 “pop-
up” events to reach San Luis Obispo
residents and visitors in parks and
facilities, at programs and events.
Staff worked to inform the public
about the project itself, and the
opportunity it presented for the
community to share hopes and
dreams about the future of parks
and recreation in San Luis Obispo.
Staff also distributed comment
cards and solicited feedback
online through Open City Hall, and
received over 160 responses. The
outreach during this stage focused
on two foundational questions.
What Do You Love About
SLO Parks, Activities and
Recreational Facilities?
The most commonly cited activities
community members loved were
youth sports (12 responses),
community events and programs (10
responses), hiking, and softball (7
responses each). The second group
of responses referred to specific
parks or facilities. Here, Sinsheimer
Park got by far the greatest
response (19) followed by Santa
Rosa Park/Skate Park (9 responses).
Third, responses described certain
qualities of San Luis Obispo’s parks.
These included comments about
the parks being clean and well
maintained (11); accessible, bike-
friendly, or providing easy access
to trails (9), and family-friendly and
nice for all ages (8).
What do you wish to have
in 20 years for City of
SLO Parks, Activities, and
Recreational Facilities?
Many people identified the need
for new parks or facilities. These
included more parks, open spaces
or trails (14); more soccer fields
basketball courts or pickleball
courts (11); more bike trails or
better connectivity between the
bike and open space networks (11);
more pools, splash pads, or water
parks (8); and more skate parks or
ramps (6). Other people focused on
programming. Some 21 responses
described a range of recreation
classes or activities including
wildlife education, yoga, gardening,
art, music, and summer camps.
Night hiking (7 responses); more
opportunities for people of all ages
(6); better hours and/or fee for the
pool (5); and more off-leash time
and/or more dog park (4 responses)
were also notable.
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693. WHAT WE HEARD
“BRIGHT IDEAS” WORKSHOP
Community input received during
the workshop, the pop-ups, emailed
responses, and received comment
cards, and open City Hall are
condensed to a series of key topics
as they were presented at the
workshop.
ASSESSING PARKS AND
FACILITIES
At the “Parks in Need of Love”
station, attendees were given an
opportunity to fill out a “report card”
on the condition of one or more
parks and provide comments on
specific needs.
Ten parks received the greatest
share of report cards. Average
“grades” for each of these parks,
along with the number of report
cards received, is shown in Table
3-1 .
Sinsheimer Park was both the
most-often graded park and the
one that attendees gave the highest
ratings. Sinsheimer was noted for its
“wonderful” play area and hill slide,
as well as the need for more shade.
Sinsheimer Stadium, however, was
given poor marks. The Stadium’s
restrooms and public address
system were especially identified for
improvements.
Other parks that received
substantial feedback included:
• Laguna Lake Park was
described by several
commenters as needing a fully-
fenced or otherwise improved
dog park. Some called for
dredging of the lake.
• Meadow Park was described
as pretty and serene, but noted
that the community building,
the paths, bridges, and workout
stations all needed updating.
• Islay Hill Park was described
as a park with a great location
in need of updated equipment
and new ground material, as
well as better signage for the
trailheads.1
1The Islay Park playground was replaced
with new equipment in September 2020.
Table 3-1
“GRADES” FOR SAN LUIS OBISPO PARKS AND FACILITIES
PARK AVERAGE GRADE REPORT CARDS
Sinsheimer Park B 47
Meadow Park B-21
DeVaul Park B-4
French Park B-18
Santa Rosa Park B-6
Damon-Garcia Sports Complex B-5
Cuesta Park C+6
Throop Park C+4
Anholm Park C+11
SLO Swim Center C 10
Mitchell Park C 10
Johnson Park C 2
Emerson Park C-10
Mission Plaza C-3
Laguna Lake Park D+25
Islay Hill Park D 16
Sinsheimer Stadium D-13
Las Praderas Mini Park F 3
• Emerson Park is well-liked but
needs restrooms.
• Mitchell Park is well-liked as a
gathering place near downtown,
but there is concern about how
the park is used.
• SLO Swim Center received
many positive comments;
people wanted shade over
the seating area and longer
operating hours.
• Community members wanted
to see pickleball courts at
French Park. These courts were
constructed in 2020.
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PROGRAMS AND
ACTIVITIES
At the “Dreams of Programs and
Activities” workshop station,
participants were asked to write,
using sticky notes, what types of
activities they felt should be the
focus in the coming years. Children
at the “Parks, Jr.” station also got a
chance to express their preferences,
responding to images of different
types of facilities and activities using
dots to communicate their favorites.
People of all ages cited a diverse
array of programs and activities.
Programs identified by the most
people included swimming,
pickleball, yoga, kids’ programs,
environmental education, gardening,
and others shown on Table 3-2.
Children expressed many specific
Table 3-2
PROGRAMS AND ACTIVITIES THAT SHOULD
BE A FOCUS IN THE YEARS TO COME
ACTIVITY RESPONSES
Swimming 32
Pickleball 23
Yoga 15
Kids' programs 14
Environmental education 11
Gardening 10
Aqua aerobics 8
Biking 7
Dogs 7
Youth programs 7
Youth sports 7
Family activities 6
Bike education 5
Clean up events 5
Fitness 5
Hiking 5
Camps 4
Chess 4
Community activities 4
Dance classes 4
Kayaking 4
Language classes 4
Martial arts 4
Tai chi 4
requests that could loosely be
grouped into a few broad categories.
The most popular of these was
new/improved play equipment,
both indoor and outdoor, including
unique features like ziplines, foam
pits, climbing trees, and giant
chess sets. Most of the remaining
responses fell into one of these
categories: recreational classes (e.g.
dance, Spanish, karate), events and
excursions (e.g. overnight camping,
outdoor movies, visits to the zoo),
activities related to video games,
requests for more shade at parks
and the pool, and improvements
to the Sun and Fun and Club Star
facilities and resources.
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713. WHAT WE HEARD
EVENTS IN PARKS
Special events were the subject
of the “Events in Parks” workshop
station, where participants were
asked to indicate what parks are
good locations for events, and what
type of events they wanted to see,
using dots to identify parks and
sticky notes to summarize events.
Concerts and other ideas for music
in parks were by far the most
popular type of event based on
workshop feedback. Other top event
categories were food trucks and
events, sports tournaments and
events, movies, arts events and fairs,
cultural festivals, and community
gatherings and barbeques, among
others (see Table 5-3 Ideas for
Events in Parks).
Mitchell Park (15 dots), Laguna Lake
Park (12), Mission Plaza (11), French
Park (6), Sinsheimer Park (6), and
Jack House and Gardens (6) were
most-cited as places where events
should take place. When comments
about events at Sinsheimer Stadium
and SLO Swim Center are included,
ten responses described events at
Sinsheimer.
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733. WHAT WE HEARD
DREAMS OF PARKS AND
FACILITIES
At the “Dreams of Parks and
Facilities” station, the presentation
board showed a variety of types of
amenities and facilities in parks,
including a range of sports facilities
as well as passive recreation,
cultural and sustainable features.
Using these examples as a starting
point, workshop attendees were
asked to use sticky notes to share
ideas for new park facilities or
amenities.
A great diversity of ideas were
shared. Pickleball and some
variation on a water park or splash
pad were the subject of the most
responses (44 and 40, respectively).
Many people also weighed in on
the need for enhancements to the
SLO Swim Center; a new dog park
or fenced dog area; new facilities
for diamond sports and field sports;
new neighborhood and pocket
parks; and a new indoor recreation
center/community center. Table
3-3 identifies facility types that
garnered the most responses; in
many cases, responses were more
detailed and specific (i.e., shade
over playgrounds; zip lines).
Table 3-3
DREAMS FOR PARKS AND
FACILITIES
FACILITY TYPE RESPONSES
Pickleball 44
Water park, splash pad 40
Swim Center enhancements 33
Dog park 28
Baseball, softball 24
New parks 23
Recreation or community center 22
Soccer, rugby 18
Shade 17
Bike park 16
New pool 16
Table 3-3
DREAMS FOR PARKS AND
FACILITIES
FACILITY TYPE RESPONSES
Bike paths 14
Adventure park 13
Walking trails 13
Play equipment 11
Swim Center operating hours 11
Stadium enhancements 10
Water refill stations 10
Charging stations 9
Community gardens 9
Trees 9
Page 385 of 845
74 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK IMPROVEMENT PRIORITIES
WORKSHOP
In September 2019, following the
completion of the analysis phase
of the Update, the City and WRT
returned to the community to
present the findings and gauge
support for potential improvements
to specific parks and types
of facilities. What we heard is
summarized here.
YOUR NEIGHBORHOOD
Participants were asked
to state their priorities for
park improvements in their
neighborhood, from a list of options.
Of these options, “safer access”
was the highest priority, followed
by walking paths, neighborhood
events, and dog park. Approximately
110 participants provided responses
at this workshop station, and the
average ranking for each priority is
identified in Figure 3-1.
COMMUNITY PARKS
For Laguna Lake Park, we asked
participants to rank a list of 11
potential improvements. The
most popular: a bike pump track,
an adventure playground, a
botanical garden, a walking path,
an outdoor learning area, and
additional gathering/seating areas.
Approximately 100 participants
provided responses at this workshop
station, and the average ranking for
each priority is identified in Figure
3-2.
7
6 5 5 4 4 4 4 3 3 3
0
2
4
6
8
10
Figure 3-1
PRIORITIES FOR YOUR NEIGHBORHOOD
90%86%80%75%
42%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Bike Pump
Track
Multi-Use Turf
Fields
Stadium &
Stockton
Lighting
Lights at
Tennis Courts
Additional
Tennis Courts
Figure 3-2
RANKED IMPROVEMENTS FOR LAGUNA LAKE PARK
Figure 3-3
SUPPORT FOR IMPROVEMENTS AT SINSHEIMER PARK
Page 386 of 845
753. WHAT WE HEARD
For Sinsheimer Park, a bike pump
track, multi-use turf fields and
lighting at the Stadium, Stockton
Field, and the tennis courts all got
at least 75% approval. Additional
tennis courts got under 50%.
FIELDS AND FACILITIES
For Sinsheimer Stadium,
participants were asked if they
supported or opposed specific
changes. Community events,
upgrades to the Stadium and
restrooms, and multi-use sports at
the Stadium all received very strong
support; two-thirds of participants
also supported shifting to artificial
turf.
Participants were asked to rank four
potential improvements to the SLO
Swim Center. Of these, extended
hours for recreation swim and for
lap swim were the highest ranked.
Approximately 85 participants
provided responses at this workshop
station, and the average ranking for
each priority is identified in Figure
3-5.
Finally, participants were asked
about their support for some other
specific potential improvements.
Of these non-golf programs at the
Laguna Lake Golf Course, remodel
or expansion of the Ludwick
Community Center, and activation
of the Jack House, and enhancing
the Senior Center all got very high
levels of support. Synthetic turf was
also supported by three-quarters of
participants.
97%89%88%
68%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Community Events Upgrades to
Stadium &
Restrooms
Multi-Use Sports Artificial Turf
3
3 2 2
Extended Hours for
Rec Swim
Extended Hours for
Lap Swim
Spalsh Pad Larger Therapy Pool
Figure 3-5
RANKED IMPROVEMENTS AT SLO SWIM CENTER
Figure 3-4
SUPPORT FOR IMPROVEMENTS AT SINSHEIMER
STADIUM
Figure 3-6
SUPPORT FOR OTHER FIELD AND FACILITY
IMPROVEMENTS
92%91%89%82%
74%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
LLGC Non-Golf
Progams
Ludwick
Remodel/Expansion
Jack House
Activation
Enhance Senior
Center
Synthetic Turf
Page 387 of 845
76 SLO Parks + Recreation Blueprint for the Future: 2021-2041
Figure 3-7
LEVEL OF SATISFACTION WITH FACILITIES
NEEDS ASSESSMENT SURVEY
ETC Institute administered a
parks and recreation needs
assessment survey for the City
of San Luis Obispo during late
summer/early fall of 2018. The
survey was administered as part
of a comprehensive update to the
its Parks and Recreation Plan.
According to the survey, the Parks
and Recreation Department is
doing an excellent job providing
services to the community. Most
survey respondents (79%) are either
“very satisfied” or “satisfied’ with
the overall value their household
receives from the City of San Luis
Obispo’s Parks and Recreation
Department. This is significantly
higher than the national average of
59%.
The types of programs that
households have the most need
for are: community special events,
recreation swimming, and lap
swimming. These are also the
programs that are the most
important to survey respondents.
The types of amenities with the
highest level of unmet need in the
City are: swimming pools, nature
parks/botanical gardens, adventure
areas, and shaded areas. The types
of amenities that are the most
important to households are: open
space trails, park trails, swimming
pools, and passive enjoyment of
open space.
The amenities that should be
the City’s highest priorities are:
swimming pools, open space trails,
park trails, passive enjoyment of
open space conservation areas
(where environmentally permissible),
shaded play areas, dog parks, and
nature park/botanical gardens.
Page 388 of 845
773. WHAT WE HEARD
Source: ETC institute (2018)
Figure 3-8
PRIORITIES FOR IMPROVING, REPURPOSING, OR EXPANDING PARKS AND FACILITIES
by percentage of respondent households that selected the items as one of their top four choices
Figure 3-9
PRIORITIES FOR INVESTMENT IN RECREATION AMENITIES
based on the Priority inverstment Rating
Page 389 of 845
78 SLO Parks + Recreation Blueprint for the Future: 2021-2041
GOALS & POLICIES
Page 390 of 845
794. GOALS AND POLICIES
GOALS & POLICIES44Page 391 of 845
8080
IN THIS CHAPTER
Sytem-wide Goals
Building Community and Neighborhoods
Meet Changing Needs of the Community
Sustainability
Maximize Resources
Safety
SYSTEM-WIDE GOALS
Policies are presented in five categories: one for each of the Plan goals. In
many cases, realizing these policies have the potential to advance multiple
goals at once, and this should be the City’s aim. In total, there are 53 Policies
to achieve these five goals.
MEET CHANGING NEEDS
OF THE COMMUNITY
Leverage regionalism and creatively
increase the number of City parks,
recreational facilities and amenities,
to meet user needs.
BUILD COMMUNITY AND
NEIGHBORHOODS
City Parks and Recreational
facilities should build and connect
community through inclusive and
diverse amenities and programming
11 22
Page 392 of 845
814. GOALS AND POLICIES
OPTIMIZE RESOURCES
Establish, maintain, and operate
parks, facilities, and programs in
a manner that is cost effective
and manageable while engaging
the community in a manner that
optimizes involvement and support.
SUSTAINABILITY
The City’s Parks and Recreation
facilities will be vibrant, resilient,
and sustainable.
SAFETY
Provide safe, accessible, inclusive
and well-maintained City parks,
recreational facilities and amenities.
4433 55
Page 393 of 845
82 SLO Parks + Recreation Blueprint for the Future: 2021-2041
BUILD COMMUNITY AND
NEIGHBORHOODS
1.1 Park Classification.
This Plan classifies San Luis Obispo’s parks and
recreation facilities by type, as Community Parks;
Neighborhood Parks; Mini Parks; Downtown
Public Spaces; Recreational Facilities; and Special
Features. Each of these park types is defined
in Chapter 2. This classification represents an
adjustment from the system used in the 2001
Parks and Recreation Plan and should be used
consistently by the City in all planning, analysis,
and reporting. The new system allows the City
to distinguish small urban public spaces in the
densifying downtown core from “mini parks” in
residential neighborhoods and create a distinction
between traditional recreation facilities such as
gyms and recreation centers and “special features”
like community gardens and historic sites.
1.2 Park Acreage Standards.
San Luis Obispo shall continue to develop a park
system at the rate of ten acres of parkland per 1,000
residents. Aspirational standards for each park and
facility type are as shown in Table 4-1. The City has
demonstrated that a high-quality park system can
be achieved within a smaller footprint but seeks to
achieve this goal over time.
1.3 Park Access Standards.
The City shall seek to provide a neighborhood or
community park within a half-mile, or ten minute,
walk of all residents along streets and paths. In park-
deficient areas where providing a new neighborhood
park is not feasible, access improvements to
existing parks and the creation of mini parks will be
prioritized.
Note: Figure 4-1 shows walksheds to neighborhood
parks only.
11
Table 4-1
PARK ACREAGE AND ACCESS STANDARDS
PARK TYPE ACREAGE STANDARD (ACRES/1,000 POPULATION)
ACCESS STANDARD (WALKING DISTANCE ALONG STREETS AND PATHS)
Community Parks 3 ½ mile to a neighborhood or community parkNeighborhood Parks 4
Mini Parks NA Provide in areas where meeting Community/Neighborhood Park access standard is not feasible.Downtown Public Spaces NA
Recreation Facilities 2 NA
Special Features NA NA
Total 10 NA
Page 394 of 845
834. GOALS AND POLICIES
Waddell
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Let it Be
Natural Reserve
Irish Hills
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Johnson Ranch
Open Space
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Natural Rese rve
Cerro San Luis
Natural Reserve
Islay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
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City Boundary
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Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile w alkshed
1 mile walkshed
California
Polytechnic
State
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Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
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Avila Ranch Development Plan Area
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* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific Plan
Avila Ranch Development Plan
1 mil
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Parks and Recreation Facilities in San Luis Obispo
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Parks and Recreation Facilities in San Luis Obispo
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Specific Plans Boundary
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Parks and Recreation Facilities in San Luis Obispo
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Polytechnic
State
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Orcutt Area Specific Plan
San Luis Ranch Specific Plan
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Figure 4-1
PARK ACCESS
Page 395 of 845
84 SLO Parks + Recreation Blueprint for the Future: 2021-2041
1.4 Improvements to Existing Parks and
Facilities.
The City shall maintain and enhance existing
parks and facilities to maintain a high-quality park
experience and adapt parks, as needed, to better
serve community needs.
The Plan summarizes improvement needs at each site
and classifies park improvement needs as “critical”
(maintaining what we have); “strategic” (improving what
we have); or “visionary” (developing new opportunities.)
See Chapter 5.
1.5 Park Amenity Standards.
The City will seek to provide park amenities at
daytime population-based levels of service shown in
Table 4-2. Recognizing that the City’s amenities serve
City residents as well as people who work in San
Luis Obispo but live elsewhere, daytime population
is used to calculate appropriate service levels. In
addition, Cal Poly recreation amenities available for
community use are taken into account.
These targets are informed by the standards set in
the previous Plan, and updated to reflect participation
rates, National Recraetion and Park Association (NRPA)
guidelines, and current needs.
Table 4-2
PARK AMENITY STANDARDS
RECREATION COMPONENT 2020 SAN LUIS OBISPO INVENTORY
2020 CAL POLY INVENTORY RECOMMENDED SERVICE LEVELS
ADDITIONAL AMENITIES NEEDED TO SERVE FUTURE DAYTIME POPULATION
OUTDOOR AMENITIES
Diamond Athletic Fields: Youth 4 1 field per 12,000 3
Diamond Athletic Fields: Youth/Adult 1 1 field per 15,000 5
Diamond Athletic Fields: Adult 1 1 1 field per 25,000 3
Rectangle Athletic Fields 4 3 1 field per 10,000 6
Outdoor Basketball Court 6 2 1 court per 7,500 8
Tennis Court 8 2 1 court per 5,000 10
Pickleball Court 3 1 court per 6,000 12
Sand Volleyball Courts 4 2 1 court per 10,000 5
Roller Sports Courts 1 1 court per 50,000 2
Dog Park/Off-Leash Dog Area 1 1 site per 25,000 7
Playground/Tot Lot 26 1 site per 2,000 18
Group Gathering Areas 9 1 1 site per 5,000 9
Disc Golf Course (18 hole)2 1 site per 50,000 0
Golf Courses 1 1 course per 50,000 0
Swim Centers 1 1 pool per 50,000 1
Skate Park 1 1 site per 50,000 1
Bike/Roller Pump Tracks 0 1 site per 50,000 3
INDOOR FACILITIES
Multi-Generational Recreation and Community Centers 17,400 sq. ft.7,925 sq. ft.1.5 SF per Person 46,000 sq. ft.
Assumes daytime population of 88,300 in 2035.
While the City does not have jurisdiction over decision-making authority over Cal Poly recreation facilities/amenities, the inventory assessment assumes they are accessible to an estimated 35% of the City’s daytime population, and are exclusive to students, faculty, alumni, and staff. Therefore, the inventory assumes that only approximately one third of Cal Poly amenities are accessible to the City’s daytime population (refer to Appendix D).
Page 396 of 845
854. GOALS AND POLICIES
Waddell
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Johnson Ranc h
Open Space
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Tank Farm RdChorro St Johnson AveMill StH iguera StFoothill Blvd Pism o StM a rsh StE Foothill BlvdLos Osos Valley Rd Highland Dr M adonna RdFlora StIslay StLe ff StHigh StToro StSouth St Santa Rosa St Osos StMorro StPalm StPrado Rd
HooverMainini Ranch RdCalifornia Blvd Pacific StOconnor Way Monterey StElks LnE
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dPeach StSan Luis DrGrand Ave Ella StVachell LnPatricia DrN Santa Rosa St
Poinsettia St
Loomis StW Foothill BlvdEvans RdSanta Fe RdBranch St Via CartaBullock Ln
Cll JoaquinElm Augusta St Laurel LnPrefumo Canyon Rd W F o o th ill R d Ramona Dr Miossi RdBlue Granite LnValle Vista PlF u lle r R d
Luneta DrDiablo DrGarden StHill St Poly Canyon RdPinnacles RdDalidioOceanaire DrBishop StLincoln StJeffrey DrSacramento Dr Tiburon W ayReservoir Canyon RdMeissner LnW C r e e k R d Southwood DrAlrita StPepper StMount Bishop RdVia Laguna Vis Sandercock St
Suburban Rd
Rockview Pl
Airport Dr
P so d e C a b a llo Fredericks StSlack StMurray St Grove StWalnut StCasa StGuerra D rPinePartner RdFixlini St
Jespersen RdL iz z ie S tBalboa St In d u stria l W a y Se quoia D rTruckee RdGathe DrRoyal W ayNasella Ln C hurch StLong StFerrini RdIronbark St
Goldenrod LnBeebee StKentucky StBridge St Lawrence Dr Hays StMargarita Ave Villag e D rSerrano DrBirchDalidio Drel MercadoGulf St T a n g le w o o d D rLima DrSycamore Canyon RdCuesta DrN Chorro St Mitchell DrS P e r im e t e r R d Hope StIsabella Way Stenner Creek RdHuasna Dr
K e n d a ll R d
Sage St Hawk Hill RdHansen LnHopkins LnJohe Ln Caudill St Deer RdBond St Sierra WayAl Hil DrHind Ln Klamath RdGranada Dr
Clarion Ct
Vicente DrGalleon Way Albert DrKing StSkyline DrC lo v e r D rMaplela Entrada Ave
Mello LnQ uail DrPereira Dr Parker StN P e r im e t e r R d Graves AveF e l M a r D rS P o l y V i e w D r Sme e LnFernwood DrDavenport Creek RdJunipero WayUniversity DrOjai Dr C ll C rotaloF arm hou se Ln
Esperanza LnC o ra l StA ta sc a d e ro S tStory StF ie ro L n
Aero DrMcMillan AveFox Hollow RdRachel StProspect StMalibu DrEto C irH illcrest PlCanyon Cir Binns CtFroom R a n c h W a yLos Cerros Dr Wilding Ln
Horizon LnStanford Dr Meinecke AveDaly Ave Cll LupitaThelma DrS te rlin g Ln
Los Palos DrRustic WayM o un ta in V ie w StNoll RdPe rkin s LnCordova D rVi a la P a zOakridge DrGarnette DrCollege AveHollyhock WayLos Verdes DrVerde DrMontrose DrSlender Rock Pl M a il P o u c h Ln Marlene DrAvalon St F e e d M ill R dKaren DrBonetti Dr
A e rovista Pa rkWestmont Ave Couper Dr Parkland TerPark StFrambuesa Drel Cerrito StRosita StSunset DrSanta Y nez AveVia EstebanDeerOrchard RdCuyama Dr Taft StPartridge Dr Rose AveBay Leaf Dr Kentwood DrJennifer StCerro Vista CirSerrano HtsOld WindmillAlta StRougeot Pl
e l C a p ita n W a y Sycamore DrChapa rral CirMontecito Dr Breck StSkylark LnVis CaballoFontana AveAuto Pa rk W a yC ll d e l C a m in o s
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nAcaciaWillow Cirla Cita CtKa rla C tKnoll DrW illow C tM o n te V ista P lDonegal Dr
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Sa n Lu is O b isp o C re e kFroom Creek BrizziolariStenner Creek Stenner Creek0 0.5 10.25 Miles¯
Neighborhood Parks Service Area Gap
City Boundary
Rail Lines
Creeks
Water
Schools
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
1 mile walkshed
CaliforniaPolytechnicStateUniversityFroom Ranch
Trailhead Park
Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
1 mile radius from planned neighborhood parks 0 1,200
Population Density (people/ sq mile)
Access to Neighborhood Parks, Existing and Planned
Avila Ranch Development Plan Area
Margarita Specific Plan AreaSan Luis Ranch Speicifc Plan Area Orcutt AreaSpecific Plan Area
* Source:
Marga rita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific P lan
Avila Ranch Development Plan
1 mil
e
0.5 mile
San LuisRanch SPCentral Neighborhood Park
Avila Ranch SP
Neighborhood Park
Margarita SPNeighborhood Park Orcutt Area SPNeighborhood ParkLaguna LakePark SinsheimerParkMeadowPark Islay HillParkFrench
Park
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Rodriguez
Adobe Park
Poinsettia Creek
Walk and Park
Laguna LakeGolf Course Damon-GarciaSports Com plex
Figure 4-2
SAN LUIS OBISPO SUB-AREAS AND PARK ACCESS GAPS
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyo n
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Rese rve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Is lay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
UV1
UV227
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Br
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Orcutt Rd
S Higuera StTank Farm Rd
C
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St
J
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s
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A
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Foothill Blvd
M arsh StHiguera StLos O
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M a d o n n a R d
South St
C
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S
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R
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Santa Barbara StHiguera StLaguna Lake
Park
Sinsheimer
Park
Meadow
Park
Islay Hill
Park
French
Park
Santa Rosa
Park
Johnson
Park
Mitchell
Park
Throop
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De Vaul
Park
Emerson
Park
Laguna Hills
Park
Ellsford
Park
Stoneridge
Park
Jack House
Gardens
Mission Plaza
Extension
Eto
Park
Vista Lago
Park
Las Praderas
Park
Priolo-Martin
Park
Anholm
Park
Cheng
Park
Buena
Vista
Park
Triangle
Park
Exposition
Park
Mission
Plaza
Rodriguez
Adobe Park
Poinsettia Creek
Walk and Park
Laguna Lake
Golf Course
Damon-Garcia
Sports Com plex
US Hwy 101State Rte 1el Camino RealBro
a
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S
tCabrillo HwyS
t
at
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R
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2
2
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Buckley RdS Higuera StOrcutt Rd
Tank Farm RdCh
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St
J
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M ill StHig ue ra StFoothill Blvd
Pism o StM a rsh StE Foothill Blvd
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M adonna RdFlo
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S
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Os
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HooverM ainini Ranch RdCal
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on
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or Way Monterey StElks LnE
d
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dPeach StSan Luis DrGrand A
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Ella StVachell LnPatricia DrN Sant
a Rosa St
Poinsettia St
Loomis St
W Foothill BlvdEvans RdSanta Fe RdBranch St Vi
a CartaB
ull
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c
k L
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Cll JoaquinElm
A
u
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st
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Laurel LnPrefumo Canyon Rd
W Fo o th ill R d
Ramona Dr
Miossi RdBlu
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Gr
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L
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Valle Vista PlF u lle r R d
Luneta Dr
Diablo DrGa
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St
Hill S
t Poly Canyon RdPin
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Dal
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di
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nto Dr Tiburon W ayReservoir Canyon Rd
Meissner Ln
W C r e e k R d
Southwood DrAlrita StP
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Mount Bishop Rd
Via Laguna Vis
Sandercock St
Suburban Rd
R
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Airport Dr
P so d e C a b a llo
Fredericks St
Slack St
Murray St
Gr
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Jespersen RdL iz z ie S t
B
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In d u stria l W a y Sequoia D rTruck ee Rd
Gathe DrRoyal W ayNasella Ln
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Goldenrod LnBeebee StK
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Bridge St
Lawrence Dr
Hays St
Margarita Ave
Vi ll ag e D r
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Birch
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el M
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T a n g le w o o d D r
Li
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S P e r i m e t e r R d
Hope St
Isabella Way Stenner Creek RdH
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D
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K e n d a ll R d
Sage St Hawk Hill RdHansen Ln
Hopkins Ln
J
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Caudill St
D
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Bond St
Sie
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Clarion Ct
Vi
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C ll C rotaloFar mhou se Ln
Esperanza LnC o ra l S tA ta sc a d e ro S tStory StF ie r o L n
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Rachel StProspect StMalibu Dr
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Daly Ave
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S te rlin g Ln
Los Palos DrRustic WayM ounta in V ie w StNoll RdP e rkin s Ln
C ordova D rV i a la P a zOakridge DrG arnette DrCol
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Slender Rock Pl
M a il P o u c h Ln
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Av
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S
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Karen DrBonetti Dr
A e ro vista Pa rkWestmont Ave
Couper
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Fram buesa Drel
C
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San ta Ynez Ave
Via EstebanDeerOr
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Taft St
Partridge Dr
Rose Ave
Bay Leaf Dr Kentwood DrJennifer StCerro Vis
t
a Cir
Serrano HtsOld WindmillAlta StRougeot Pl
e l C a p ita n W a y Sycamore DrCha pa r r al Cir
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State Rte 1Broad StUS Hwy 101Murray St
Palm Stel Camino Real
Los Osos Valley Rd
W Foothill BlvdVi
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ol
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S
t
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n
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Stenner Creek0 0.5 10.25 Miles¯
Neighborhood Parks Service Area Gap
City Boundary
Rail Lines
Creeks
Water
Schools
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
1 mile walkshed
California
Po lytechnic
State
University
Froom Ranch
Trailhead Park
Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
1 mile radius from planned neighborhood parks 0 1,200
Population Density (people/ sq mile)
Access to Neighborhood Parks, Existing and Planned
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area
Orcutt AreaSpecific Plan Area
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ra nch Specific Plan
Avila Ranch Development Plan
1 mil
e
0.5 mile
Potential future park service area
Subareas
San LuisRanch SPCentral Neighborhood Park
Avila Ranch SP
Neighborhood Park
Margarita SP
Neighborhood Park
Orcutt Area SPNeighborhood Park
Laguna Lake
Park
Sinsheimer
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Meadow
Park
Islay Hill
Park
French
Park
Santa Rosa
Park
Johnson
Park
Mitchell
Park
Throop
Park
De Vaul
Park
Emerson
Park
Laguna Hills
Park
Ellsford
Park
Stoneridge
Park
Jack House
Gardens
Mission Plaza
Extension
Eto
Park
Vista Lago
Park
Las Praderas
Park
Priolo-Martin
Park
Anholm
Park
Cheng
Park
Buena
Vista
Park
Triangle
Park
Exposition
Park
Mission
Plaza
Rodriguez
Adobe Park
Poinsettia Creek
Walk and Park
Laguna Lake
Golf Course
Damon-Garcia
Sports Complex
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyo n
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Rese rve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Is lay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
UV1
UV227
£¤101
Á
Br
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Orcutt Rd
S Higuera StTank Farm Rd
C
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St
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A
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Foothill Blvd
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Santa Barbara StHiguera StLaguna Lake
Park
Sinsheimer
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French
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Santa Rosa
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Johnson
Park
Mitchell
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Throop
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De Vaul
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Emerson
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Ellsford
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Jack House
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Vista Lago
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Las Praderas
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Priolo-Martin
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Anholm
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Cheng
Park
Buena
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Triangle
Park
Exposition
Park
Mission
Plaza
Rodriguez
Adobe Park
Poinsettia Creek
Walk and Park
Laguna Lake
Golf Course
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Sports Com plex
US Hwy 101State Rte 1el Camino RealBr
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2
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Buckley RdS Higuera StOrcutt Rd
Tank Farm RdCh
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M adonna RdFlo
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HooverM ainini Ranch RdCal
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Poinsettia St
Loomis St
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A
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Miossi RdBlu
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Gr
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Valle Vista PlF u lle r R d
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Diablo DrGa
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Mount Bishop Rd
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Sandercock St
Suburban Rd
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Fredericks St
Slack St
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Gr
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T a n g le w o o d D r
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Sage St Hawk Hill RdHansen Ln
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C ll C rotaloFar mhou se Ln
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Rachel StProspect StMalibu Dr
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Cll LupitaThelma DrS te rlin g Ln
Los Palos DrRustic WayM ounta in V ie w StNoll RdP e rkin s Ln
C ordova D rV i a la P a zOakridge DrG arnette DrCollege AveHollyhock WayLos Verdes DrVerde DrMontrose Dr
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M a il P o u c h Ln
Marlene Dr
Av
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A e ro vista Pa rkWestmont Ave
Couper
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P
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Fram buesa Drel
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Via EstebanDeerOr
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Rose Ave
Bay Leaf Dr Kentwood DrJennifer StCer
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t
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State Rte 1Broad StUS Hwy 101Murray St
Palm Stel Camino Real
Los Osos Valley Rd
W Foothill BlvdVi
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ol
ar
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en
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e
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Stenner Creek0 0.5 10.25 Miles¯
Neighborhood Parks Service Area Gap
City Boundary
Rail Lines
Creeks
Water
Schools
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
1 mile walkshed
California
Po lytechnic
State
University
Froom Ranch
Trailhead Park
Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
1 mile radius from planned neighborhood parks 0 1,200
Population Density (people/ sq mile)
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* Source:
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* Source:
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San Luis Ranch Specific Plan
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Avila Ranch Development Plan
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Page 397 of 845
86 SLO Parks + Recreation Blueprint for the Future: 2021-2041
1.6 Park Amenities Per Area Standard.
The City shall seek to provide a common set of
recreational amenities within accessible walking
distance of neighborhoods located amongst the six
identified sub-areas including:
• Basketball courts (Lighted/Non-Lighted)
• Pickleball courts (Lighted/Non-Lighted)
• Tenniscourt (Lighted/Non-Lighted)
• Sand volleyball courts
• Roller sports court or facility
• Turf fields (diamond, rectangular, lighted/non-
lighted)
• Dog parks
• Outdoor gathering areas for small and medium-
sized groups (shaded/unshaded), including
neighborhood-based gathering areas (i.e. gazebo/
stage)
• Playgrounds (shaded/unshaded), inclusive of both
natural and engineered shade
Amenities should be considered for multi-use, and
be all-inclusive and all-ability.
See Figure 4-2 for sub-areas.
1.7 New Parks and Park Access in Existing
Neighborhoods.
The City shall seek to create new parks and/or
improve access to existing parks in neighborhoods
where there are gaps. The City should pursue
the following specific opportunities, also shown
generally on Figure 4-2:
• Create a new neighborhood or mini park to better
serve the City’s northeast neighborhoods (Sub-area
1);
• Create a new neighborhood park or improvements
to existing park amenities to better serve
neighborhoods along Johnson Avenue (Sub-area
3);
• Improve Stoneridge Park to provide amenities
typically found in a neighborhood park (Sub-area
4);
• Create a new neighborhood or community park in
the South Higuera corridor (Sub-area 5);
• Provide neighborhood park amenities and a new
creek crossing and signalized pedestrian crossing
of Santa Rosa Street to provide access to Santa
Rosa Park from the neighborhood to the west (Sub-
area 1);
• Provide a railroad crossing to enhance access to
Sinsheimer Park from the neighborhood to the west
(Sub-area 3);
• Make access and design enhancements to joint-
use school athletic fields so that they also serve
as parks and playgrounds for neighborhood
residents during non-school hours, with a focus on
neighborhoods with park access gaps;
• Provide joint use of County of San Luis Obispo
Cuesta Park;
• Add play areas/playground to Damon-Garcia
Sports Complex based on consideration of
maintenance of fields, preventing damage to fields,
and protection during field renovation; and
• Improve Las Praderas mini-park based on
neighborhood input.
1.8 New Parks in Specific Plan Areas.
The City shall guide the completion of parks
planned as part of adopted Specific Plans, including
Avila Ranch within the Airport Area Specific Plan,
Margarita Area, Orcutt Area, Froom Ranch, and San
Luis Ranch, ensuring that parks are developed to
meet City needs and expectations.
1.9 New Parks with Future Development.
The City shall continue to require that future
Planned developments and annexations dedicate
ten acres of parkland per 1,000 residents. Of
Page 398 of 845
874. GOALS AND POLICIES
this amount, five acres shall be dedicated as a
neighborhood park. The remaining five acres
required under the ten acres per 1,000 residents in
the residential annexation policy may be located
anywhere within the City’s park system in a way that
helps to fulfill the goals and policies of this Plan, as
directed by the Parks and Recreation Commission.
The City’s in-lieu fee program may be offered as an
alternative for smaller development projects at the
City’s discretion.
1.10 Athletic Fields.
The City should continue to work to make the
Damon-Garcia Sports Complex function optimally,
and provide additional soccer and multiuse fields
to meet demand for game and practice play. New
fields may be accommodated at future parks, at
existing parks (Laguna Lake, French, or Meadow),
or potentially as part of a new complex of fields
large enough to support tournaments. Consider
renovations to increase usability, such as synthetic
turf.
1.11 Multipurpose Recreation Center.
The City will explore developing a new versatile
facility that may include fitness and community
classrooms, a gym to meet demand for indoor
basketball and volleyball, rentable spaces, and on-
site childcare. A climbing wall, indoor soccer, and
most notably aquatics could also be vital additions.
1.12 SLO Swim Center Enhancement.
Significant improvements are needed to make
the SLO Swim Center more usable by diverse
segments of the community including seniors, adults,
youth, and children, and make the facility a great
community place. Resolution of parking for the Swim
Center is also a priority (see also Sinsheimer Park
policy.) The City will fund and deliver needed Swim
Center improvements and explore either expanding
the Swim Center to provide more capacity and/or
developing a new facility.
1.13 Senior Center Enhancement.
The City shall make improvements to relocate or
expand the Senior Center to enable more flexible
programming, with a focus on more successfully
reaching younger more active seniors. Improvements
will be done in connection with the City’s vision for
Mitchell Park.
1.14 Park Trails.
Community members have communicated the value
they place on park paths and trails that allow people
to take good walks of an hour or less close to home.
The Parks and Recreation Department will prioritize
the creation of (paved and unpaved) walking trails
and loops within community parks, including at
Laguna Lake and Sinsheimer Park.
Page 399 of 845
88 SLO Parks + Recreation Blueprint for the Future: 2021-2041
1.15 Sustainable Transportation Access.
Support implementation of the Active Transportation
Plan and provision of sustainable access to parks
and recreational facilities including, but not limited
to Sinsheimer Park area, Laguna Lake Park, and
Meadow Park, and interconnected paths citywide.
Bicycle parking should be provided in parks,
recreational facilities, and community centers, and
include facilities for standard, electric, and cargo
bicycles..
1.16 Shaded Play Areas.
In addition to shading play areas—a high priority for
the community—trees and shade structures can also
contribute to distinctive identity and sustainability.
Existing play areas will be assessed for need, and
enhancements to both play equipment and shade
will be scheduled. The City should provide shaded
play areas within a short walk (1/2-mile) of all
residents: this should be a core feature of all parks,
including mini-parks.
1.17 Dog Parks and Dog Areas.
San Luis Obispo currently has one unfenced off-
leash dog park, at Laguna Lake Park. Additional
facilities are a clear community priority. Future dog
facilities should be designed in a way that draws on
community input and distributed to be accessible
to residents in all parts of the City. Strive to provide
accessible dog parks within the six sub-areas of San
Luis Obispo. Investments in new dog areas should
be paired with reinvestment in the existing facility
to ensure equity and to balance use. Improvements
could include a fenced area, more shade, and a
better ground treatment. Potential locations include
Laguna Lake Park, Sinsheimer Park, Santa Rosa
Park, Emerson Park, Laguna Hills Park, Islay Park,
and proximate to Damon-Garcia Sports Fields.
1.18 Quiet, Meditative Areas.
Many residents expressed the need for more quiet,
meditative areas in parks. The City shall incorporate
meditative areas in future parks and in existing parks
as part of future projects.
1.19 Community and Educational Gardens.
San Luis Obispo has five community gardens
operated by the Parks and Recreation Department.
As the City develops a new park at the Broad
Street community garden site, a new location
should be explored to provide this opportunity to
residents of the north side. Meanwhile, a botanical
or educational garden may also be a good match for
environmental education and gardening programs
for which there may be community demand.
1.20 Relationship to Regional Parks.
The City should maintain its agreement with
San Luis Obispo County for first-priority use of
the softball fields at El Chorro Regional Park in
exchange for City support for improvements and
maintenance.
1.21 Joint Use School Facilities.
The City of San Luis Obispo maintains a Joint Use
Agreement with San Luis Coastal Unified School
District (SLCUSD) which establishes the terms for
District and City use at specified school sites and at
Sinsheimer Park. The City should maintain its Joint
Use Agreement with SLCUSD and seek to expand
that agreement to additional sites, hours, and uses
to the extent such changes would advance both
City and District objectives. In addition, the City
should explore opportunities to coordinate with the
District on site Plans so that jointly-used sites can
be designed to optimally support community use,
including school age childcare services.
1.22 Maintain Focus on Youth.
The City will continue to focus on youth, and
especially at-risk youth, in its recreational
programming.
1.23 Art and Cultural Expression.
Parks and facilities should provide public art
and other means of expressing local history and
culture and accommodate a variety of potential
programming ideas.
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894. GOALS AND POLICIES
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90 SLO Parks + Recreation Blueprint for the Future: 2021-2041
MEET THE CHANGING NEEDS OF
THE COMMUNITY
22
2.1 Meeting Demand for Facilities and
Amenities.
The City shall develop facilities and amenities to
meet community needs. High priorities identified in
the statistically-valid survey conducted for the Plan
Update include swimming pools; park trails; shaded
play areas; dog parks; and a nature park/botanical
garden. Medium priorities included adventure areas;
outdoor exercise fitness areas; indoor exercise
facility; splash pads; environmental education center;
playgrounds; a community center; a sports complex;
covered gathering areas and BBQ pits; and lighted
tennis courts.
Community engagement also identified several of
these priorities, while also highlighting pickleball and
facilities for diamond and field sports. The City will
prioritize these improvements and will periodically
refresh analysis of San Luis Obispo’s recreational
needs.
2.2 Community-Desired Park Elements.
Parks and facilities should be planned and designed
to support community needs. For neighborhood
and mini parks, this should involve consideration
of the specific goals of neighborhood residents; for
community parks, recreation facilities and special
features, citywide needs take precedence.
2.3 Sinsheimer Park.
Sinsheimer Park is an important and favorite park
for many San Luis Obispo residents. A new Planning
process for Sinsheimer Park should illustrate how
the park’s elements can be tied together to create
synergy; how space can be used to accommodate
additional use; how access can be improved for all
modes of travel; and how parking issues can be
resolved. The park should be evaluated in relation to
the adjacent residential neighborhood, school district
bus yard, Johnson Park, the Railroad Safety Trail and
the creek. See Chapter 5 for more detail.
2.4 Laguna Lake Park.
Laguna Lake Park has untapped potential, and may
be able to accommodate additional recreational
facilities, events, and enhancements that support
enjoyment of the water and the natural preserve
where environmentally permissible. These should be
detailed through a Plan process. See Chapter 5 for
more detail.
2.5 Mitchell and Emerson Parks.
The City shall undertake a focused project planning
effort for Mitchell and Emerson parks. These parks
should function more successfully to serve their
neighborhoods while also being part of an ecosystem
of downtown-area parks that support family friendly
events and public art. Consider areas for a senior
center expansion (indoor and outdoor) and re-
distribution of the playground area. Programming
may be a critical element to maintain a feeling of
comfort and security for neighborhood residents.
Consider multiple plans to meet the needs for
different groups, levels of activity, and recreational
needs for our senior community.
2.6 Accessing and Evaluating the Golf
Course.
Continue to manage the golf course for its primary
use while exploring opportunities for broader
community use, potentially including a fully immersed
golfing experience including mini-golf, disc golf,
and foot golf, a walking loop, community space,
redevelopment of the pro-shop, as well as more
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914. GOALS AND POLICIES
revenue capture opportunities. Consider alternative
programming such as community use of the golf
course for gatherings for specified days and hours.
2.7 Jack House and Jack House Gardens.
Manage the Jack House and Gardens in a way
that preserves the historic resource, makes the site
more visible and welcoming, and more fully realizes
its revenue-producing potential. This may mean
extending open hours, adding signage and safe
crosswalks, and evaluating facility rental offerings and
fees. Explore opportunities for private management
of the Jack House, and the City’s continued
management of the Gardens.
2.8 Expand Programs and Services in the
Areas of Greatest Demand.
Ongoing analysis of the participation trends of
programming and services in San Luis Obispo is
significant when delivering high quality programs
and services. The City will focus its efforts on the
programs and services of the greatest need and
reduce or eliminate programs and services where
interest is declining. Based on the Community Needs
Assessment and communications received from
the public, Recreational Swimming, Lap Swimming,
Swim Lessons, Yoga, Personal Training and Fitness
Classes, Tennis programs, and Enrichment Childcare
for school-aged children should all be expanded.
2.9 Program Evaluation and Adaptation.
The Parks and Recreation Department will implement
a program assessment and evaluation tool. The tool
will be used to help the City ensure that programs
reflect priorities. During the Plan process, certain
programs were identified as being important to
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92 SLO Parks + Recreation Blueprint for the Future: 2021-2041
evaluate, including Gymnastics, Lifeguard Training &
Junior Guards, Golf, Drop-in Sports, LEGO Camps,
Junior Ranger Activity Camps, Junior Giants, Youth
Futsal, Tennis Lessons, Ultimate Pick-up, Surfing
Lessons, and Youth Fitness & Wellness programs.
These programs may have a limited, targeted
audience and may be ideal to offer strategically in
terms of frequency, days of week, times of day and
time of year.
2.10 Continue to Support Community based
Enrichment Childcare.
Youth Services provides inclusive child care to
families, most of whom need child care while they
work or attend school. The Sun n Fun and Club
Star programs are critical for parents and youth, and
this program or a similar program shall continue
to be managed by the Parks and Recreation
Department. Programs focus on the healthy and
positive development of children through anti-
bias curriculum and a variety of activities, social
experiences, and opportunities that promote
learning, awareness of community, fitness and
health, academic support and fun. The Department
shall continue to make these high priorities to serve
and support the community.
2.11 Active Recreation for Seniors.
The Parks and Recreation Department will grow to
successfully meet the evolving recreational needs
of active seniors. Focus and engage programs on
multiple senior age groups to develop a sense of
community. Providing enriching programs for seniors
at a centralized location. Offering generation-specific
activities that serve unmet needs of active adults
(50+). Create and implement new programs as
needed to provide inclusive amenities and activities
for multiple senior age groups and activity levels.
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934. GOALS AND POLICIES
2.12 Inclusive and Accessible
Parks.
The Parks and Recreation
Department will work to make
parks and facilities feel inclusive
for all members of the community.
This may involve:
>Cultural representation through
signage, artwork and murals;
>Play equipment that is usable
by people with cognitive and
physical disabilities;
>Gender-neutral restrooms and
changing rooms;
>Programming that meets the
needs of diverse users;
>Encouraging inclusion through
posted rules and etiquette, and
continuing to emphasize these
characteristics as requirements in
all City-sponsored programs.
>Other elements that remove
barriers that may deprive some
people of the opportunity to
enjoy the benefits of parks and
recreation.
San Luis Obispo will strive to create
parks that enable diverse users to
interact and recreate together.
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94 SLO Parks + Recreation Blueprint for the Future: 2021-2041
3.1 Access by Foot, Bike, and
Roll.
New parks and facilities should be
located centrally to their service
population, integrated with their
community context, and easily
accessed on foot, by bike, and roll.
Where feasible, new parks should:
• Be accessible from multiple
points;
• Face directly onto public streets;
• Be accessible from transit and
active transportation network;
• Be located adjacent to other
community uses like schools,
libraries, and commercial
districts;
• Be located adjacent to
multifamily housing.
3.2 Natural Features.
Parks and facilities should
preserve and incorporate existing
vegetation and natural features
onsite and, where feasible, be
designed to relate or connect with
larger open space systems.
3.3 Creek Integration and
Creekside Trails.
The creeks that flow through
San Luis Obispo are a great
potential asset that has been
partially realized at Mission Plaza
but could become more fully
SUSTAINABILITY
33
integrated into the city’s park
and open space system. The
City will study how to address
natural resource preservation
and use of the creek by people
experiencing homelessness, and
how to successfully integrate the
creek, park space, and downtown
activity.
3.4 Design and Maintain for
Carbon Neutrality.
Existing parks will be evaluated
by 2023 for their current resource
use including on-site facility and
building energy use and fleet
vehicles and equipment required
for operations and maintenance.
The City will strategically phase
out fossil fuel use (natural gas
in buildings and gasoline and
diesel fuel in vehicles and
equipment) and by 2030 and
will pursue energy management
and sustainability features where
feasible such as onsite renewable
energy, battery storage. and
public electric vehicle chargers.
New buildings and facilities shall
not include fossil fuels and shall
be designed to support electric
or alternative fueled fleet vehicles
and maintenance equipment.
3.5 Park and Recreation
System Resilience.
The City faces a rapidly changing
climate where extended heat
waves, drought, wildfire smoke,
and floods are increasingly
common and severe. Existing and
new parks should be designed for
resilience to the new impacts of
climate change concurrent with
the Resilient SLO planning effort.
Parks and recreation facilities
will also be places of refuge in
increasingly disruptive conditions.
Facilities should be planned
to accommodative the public,
especially vulnerable populations,
for extended periods of natural
disaster.
3.6 Water Efficient
Initiatives.
Stormwater systems should be
designed into parks, especially
where there is room for treatment,
detention and storage of
stormwater. Working landscape
features can be incorporated
into existing and proposed parks
to help filter pollutants and
capture stormwater. Low water
use planting and xeriscaping
should be incorporated into new
and existing parks where turf is
not needed in order to decrease
water use. Gray and recycled
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954. GOALS AND POLICIES
water systems should be explored
and expanded. The details of
these practices should be further
developed in the Plan.
3.7 Reduce and or Eliminate
Chemical Use.
In landscape areas, replace
chemical herbicides, pesticides,
and fertilizers with non-toxic
treatments, including Low Impact
Development (LID) practices
for improving soil health where
feasible and in consultation with
the Department of Public Works.
Support use of Integrated Pest
Management (IPM) which focuses
on pest prevention through
biological control (such as the
introduction of a natural predator),
habitat manipulation, and
modification of cultural practices
including site monitoring,
cleanliness, routine maintenance,
installing pest barriers, physical
removal of pests, and as a
last resort chemical control.
In facilities, replace chemical
cleaning products with non-toxic
alternatives, when feasible, and
when protection of public health
can be ensured.
3.8 Tree Selection.
Parks are places for grand trees
that cast shade and provide long-
term value. Many attributes are
considered when selecting trees
for parks, including habitat value,
benefit to pollinators, and natural
or native and cultural influences.
The City shall prepare a tree
inventory all of our parks to
determine their population,
species diversity, age, condition
and maintenance needs. This
information will inform future
planting, maintenance needs and
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96 SLO Parks + Recreation Blueprint for the Future: 2021-2041
budgets.
The City shall prepare a master
tree list for future climate
conditions, including drought
tolerant, low allergen, high
carbon sequestering trees with
after life uses. Trees should also
be selected for future climate
conditions.
Human allergies are another
factor to consider, especially
around special needs populations
or in balance with other trees
that may have higher biogenic
emissions. Examples of low- and
moderately-rated trees from a list
of low-allergen trees developed
by Cal Poly include Crape myrtle
(Lagerstroemia indica), Paradox
walnut (Juglans x paradox),
Evergreen ash (Fraxinus uhdei ),
Camphor tree, Allee Chinese
elm (Ulmus parvifolia ‘Allee’), and
Catalina ironwood (Lyonothamnus
floribundus subsp. Aspleniifolius).
Additional care must be taken to
determine the appropriate tree
for a particular park and planting
condition.
3.9 Recycled Materials.
Use recycled materials where
possible in recreation equipment,
and avoid or minimize waste when
replacing park materials and
equipment.
3.10 Green Waste and
Recycling Bins and Services.
Consistent with SB 1383, San Luis
Obispo will include green waste
and recycling bins and services,
and signage to make sure they are
used correctly.
3.11 Public Education and
Sustainability.
Showcase sustainability in parks
in a variety of ways including
information kiosks, demonstration
projects, and equipment
consistent with climate goals.
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974. GOALS AND POLICIES
OPTIMIZE RESOURCES
44
4.1 Downtown Public Spaces.
A successful downtown is connected to the City’s
success in preserving open space around the edges,
and both these qualities are part of San Luis Obispo’s
DNA. The City shall create new urban public spaces
that support interaction in a highly walkable, mixed-
use downtown, consistent with the Downtown
Concept Plan.
The farmers’ market, the creek, privately-owned
public open spaces, roof gardens, parklets, and
temporary plazas, can be leveraged as part of
the park system and be recognized as “park
equivalencies.”
4.3 Park Activation.
Parks and facilities should accommodate a variety
of potential programming ideas. The Department
will activate parks with food truck pods, community
gatherings, fitness classes, yoga in the park, and
other temporary features as a way to bring new
energy to parks and ensure that parks feel welcoming
to all.
4.4 Community Events.
San Luis Obispo residents have shown a clear
interest in more community events in parks. The City
shall focus on four parks as good sites for events:
Mission Plaza, Laguna Lake, Mitchell and Emerson.
Plans for these parks should identify a niche for each
site and specific facility needs to support events.
Partnerships with School Districts. Collaborate
with the school district and optimize resources
and available space when new schools or school
indoor/outdoor facilities are built. Use and prioritize
resources and partnerships, including joint use
agreements.
4.5 Publicize Recreational Opportunities.
The Parks and Recreation Department will continue
to adjust its communications to reach San Luis
Obispo residents of all ages, and work to ensure that
class and event registration and facility rental are
user-friendly.
4.6 Coordinate with Other Recreation
Program Providers.
The Department will continue to monitor other
organizations’ recreation offerings, coordinate as
appropriate, and adapt the City’s offerings to clearly
match goals while not replicating services.
4.7 Maintain High-Quality Programs.
The Department shall remain committed to a high
standard in its recreation services by ensuring that
Staff are skilled and well-trained and courses are
calibrated to community demand.
4.8 Implement a Work Order Management
System.
The work order system should be enhanced in
consultation with the Public Works Department and
be used to track maintenance requirements that are
tied to daily, weekly, monthly, seasonal and annual
work orders based on the established maintenance
standards. This will assist staff in staying on top
of the preventative maintenance of both the built
(playgrounds, structures, infrastructure, etc.) and
natural (turf, trees, etc.) assets of the park system.
Further, utilizing a work order management system
will provide staff the necessary “actual cost” data for
work being performed.
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98 SLO Parks + Recreation Blueprint for the Future: 2021-2041
4.9 Systematic Approach to
Contracting Services.
Through the development of
management processes, the
Department must continually
evaluate the private sector
to determine if the financial
resources dedicated to parks
maintenance are sufficient as well
as used effectively and efficiently.
It should be expected that the
cost for third-party contracted
services will rise in the future.
4.10 Management of
Contract Services.
Continue to provide the necessary
resources for the management
and oversight of all third-
party contractors that provide
maintenance services for the City
of San Luis Obispo’s parks and
grounds.
4.11 Update Work Plans
Based on Maintenance
Standards.
SLO’s maintenance standards
follow best practices as
established by the National
Recreation and Park Association.
Still, the Department should
continually update and customize
the standards based on the park
and recreation values of the
San Luis Obispo community.
These standards need to be
implemented regardless of
whether work is performed
by City staff or third-party
contractors.
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994. GOALS AND POLICIES
SAFETY
55
5.1 Enhance Public Safety in Public Parks.
The City shall continue to enhance public safety in
public parks through collaboration with community
partners and volunteer organizations and ongoing
parks and facility improvements and maintenance.
This may include the following:
• Explore partnerships and programs to provide
information and referrals about mental health, drug
abuse, and homeless services.
• Identify and implement increased resources to deter
and mitigate impacts of illegal activities on park
use and removal of trash and debris from illegal
camping.
• Create formal neighborhood volunteer programs,
neighborhood park watch, park ambassador
program, and adopt-a-park programs.
• Implement Crime Prevention Through Environmental
Design practices in public parks and facilities,
including incorporation of Dark Sky compliant safety
lighting, maintenance of vegetation, and increased
safety sightlines.
• Incorporate adaptability in response to public
emergencies when planning for designing elements
for new parks, facilities, and amenities.
5.2 Safe Access to Parks by Sustainable
Transportation.
The City shall continue to develop a robust system
of multiuse trails a pedestrian/bike priority network,
and transit network, following the guidance of the
Active Transportation Plan. The Parks and Recreation
Department will focus on the following recreational
priorities:
• Complete the network of shared use paths including
the Bob Jones Trail and the Railroad Safety Trail.
• Encourage and collaborate with the County to
complete Bob Jones Trail connections.
• Create bicycle and pedestrian connections between
these mainline trails and the City’s community parks
(e.g. Sinsheimer, Laguna Lake, Santa Rosa, Meadow)
and major recreation facilities (e.g. Damon-Garcia).
• Create safe and clear bike and pedestrian
connections to trailheads, promoting non-motorized
access to the City’s open spaces.
• Coordinate with a support safe routes to schools as
a means to improve access to joint use recreation
facilities.
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IMPLEMENTATION
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IMPLEMENTATION55Page 413 of 845
102 SLO Parks + Recreation Blueprint for the Future: 2021-2041102
The Implementation chapter lays
out what San Luis Obispo needs
in terms of recreation amenities,
provides a framework for locating
those amenities in existing and
future parks, and identifies near-
term, mid-term, and long-term
projects.
IN THIS CHAPTER
• Park Amenity Needs
• Framework for Park Improvements
• Park-by-Park Needs and Priorities
• Future Parks
• Understanding the Cost of Parks
• Funding Strategy
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1035. IMPLEMENTATION
This chapter provides the bridge
from goals and policies to actions.
Here, we apply the intentions
of the Plan to propose specific
improvements to our parks system.
The chapter starts with translating
our recreation amenity standards
to projected need for additional
amenities in the years ahead.
A framework is identified for linking
needed park amenities with park
sites where those amenities would
be best-suited to fit local needs.
Next, the chapter defines three
types of park improvements, and
documents potential opportunities
at each park where “visionary”
changes are needed. The chapter
provides the flexibility to consider
identified opportunities and
determine the appropriate design
and amenities of our City’s parks
and recreational facilities through
focused community outreach and
the preparation of comprehensive
park-specific plans. The community
engagement process will include
direct contact with community
groups and organizations to
further advance diversity, equity,
and inclusion at all City parks and
facilities.”
The chapter then reviews how much
new park land San Luis Obispo
HIGHLIGHTS OF OUR PROPOSED PARK IMPROVEMENTS
The parks and facilities we consider most important and our highest priority to improve
include the following, with a focus on realizing unmet potential for recreational use in existing
parks, activating parks, and building community.
+Re-envisioning and developing unmet potential for recreation at Laguna Lake Park;
+Successfully activating our Downtown parks including Emerson and Mitchell parks and the SLO Senior Center;
+Creating a multi-functional community/indoor recreation center to replace the Ludwick Center;
+Updating and enriching Meadow Park;
+Improving the condition and functionality of Sinsheimer Park as a whole, including the SLO Swim Center, Sinsheimer Stadium, connections to the Railroad Safety Trail, and potential opportunities on land currently used for bus parking.
would need, and where we should
look for additional future park sites.
Finally, we look at the costs of
park improvements, and a funding
strategy to achieve our goals. The
funding strategy applies not just
to capital improvements but also
to programming, maintenance and
operations.
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104 SLO Parks + Recreation Blueprint for the Future: 2021-2041
This Plan provides new population-
based standards for an array of
amenities, to ensure that we are
serving the recreation needs of
the community. The standards are
based on a range of factors, from
national and regional best practices
to demonstrated local demand.
The standards are measured using
the estimated daytime population,
recognizing that both residents and
people who work or study here but
live outside the City use our parks.
This section summarizes how many
additional amenities of each type
would be needed to meet the needs
of the daytime population both
today and in 2035, assuming that
the parks currently being planned
will have been completed.
Priority and location characteristics
for each amenity are also outlined.
All identified active recreation
amenities would be located within
urban areas, and would not be
located within City Open Space. Our
prioritization is informed by analysis
of needs, lifecycle costs, and public
testimony and correspondence
provided throughout the Plan
Update process, and is presented in
near-term (0- to 5-year), mid-term
(5- to 10-year ), and long-term (10-
to 20-year) timeframes.
Finally, location recommendations
are informed by our goal to have a
good range of recreation amenities
in each of San Luis Obispo’s six
districts.
A summary table of recreation
amenity needs is provided as
Appendix D.
PARK AMENITY NEEDS
CAL POLY FACILITIES
While the City does not have jurisdiction over decision-making authority over Cal Poly recreation
facilities/amenities, the inventory assessment assumes they are accessible to an estimated 35% of
the City’s daytime population, and are exclusive to students, faculty, alumni, and staff. Therefore, the
inventory assumes that only approximately one third of Cal Poly amenities are accessible to the City’s
daytime population (refer to Appendix D).
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1055. IMPLEMENTATION
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106 SLO Parks + Recreation Blueprint for the Future: 2021-2041
ATHLETIC FIELDS
DIAMOND ATHLETIC FIELDS
Inventory
Today, San Luis Obispo has four
diamond athletic fields for youth,
one for adults, and one for that
serves both youth and adults.
Youth fields are located at French,
Meadow, Sinsheimer and Throop
parks. An adult field is located at
Sinsheimer Park. A field used by
both youth and adults is located
at Santa Rosa Park. One youth
baseball field is planned for the
future neighborhood park at Avila
Ranch.
Additional Need
To meet the standards of this plan,
the City needs two more youth
baseball fields, two more adult
fields, and four more fields that
serve both groups. In 2035, taking
population growth and planned
fields into account, the City would
need two fields for youth, three for
adults, and five that can be used by
both groups. Lighted fields should
be provided where compatible with
surrounding uses.
Access Gaps
As of 2020, youth baseball fields are
absent in Sub-areas 2 (Central) and
6 (West). Adult fields are absent in
Sub-areas 2 (Central), 4 (Southeast),
5 (Southwest), and 6 (West).
Fields for both youth and adults are
absent in all parts of the City except
Sub-area 1 (North).
Priority
Diamond athletic fields are currently
needed at all levels, and have been
identified by Parks and Recreation
Commissioners as a near-term (0-5
years) and mid-term (5-10 years)
priority. Improvements are likely
to be included in each phase of
implementation.
RECTANGLE ATHLETIC FIELDS
Inventory
Today, San Luis Obispo has four
soccer/multi-use fields, at Damon-
Garcia Sports Complex. Four fields
are planned, including three as part
of the Righetti development (Orcutt
Specific Plan) and one at Avila
Ranch.
Additional Need
Four additional fields are needed
to serve the population today.
Two fields will still be needed in
2035, assuming planned fields are
developed. Lighted fields should
be provided where compatible with
surrounding uses.
Access Gaps
Sub-areas 2 (Central), 3 (South),
and 6 (West) do not have existing or
planned rectangular athletic fields.
Priority
Rectangular athletic fields are
currently needed, and have been
identified by Parks and Recreation
Commissioners as a near-term
(0-5 years) priority. Improvements
may be included in each phase of
implementation.
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1075. IMPLEMENTATION
1 Miles
BUILDING COMMUNITY & ENHANCING NEIGHBORHOODS
AREA 1
AREA 2
AREA 3
AREA 4
AREA 5
AREA 6
1
2
3
4
5
6
Á
£¤101
UV1
UV227
£¤101
####
Baseball Fields
Youth
Adult
Youth
Adult
Youth/Adult
Planned
Soccer Fields
##
Youth/Adult#
Planned#
#
#
#
Sinsheimer
Park
Meadow
Park
French
Park
Santa Rosa
Park
Throop
Park
Damon-Garcia
Sports Complex
Cal Poly
Avila Ranch
Orcutt
Area
£¤101
UV1
UV227
£¤101
Á
####
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#Functional but flawed
#Good condition
0 0.5 10.25 Miles¯
1 Miles
BUILDING COMMUNITY & ENHANCING NEIGHBOR HOODS
A R E A 1
A R E A 2
A R E A 3
A R E A 4
A R E A 5
AREA 6
1
2
3
4
5
6
Á
£¤101
UV1
UV227
£¤101
####
Baseball Fields
Youth
Adult
Youth
Adult
Youth/Adult
Planned
Soccer Fields
##
Youth/Adult#
Planned#
#
#
#
Sinsheimer
Park
Meadow
Park
French
Park
Santa Rosa
Park
Throop
Park
Damon-Garcia
Sports Complex
Cal Poly
Avila Ranch
Orcutt
Area
1 Miles
BUILDING COMMUNITY & ENHANC ING NEIG HBOR HOODS
A R E A 1
A R E A 2
A R E A 3
A R E A 4
A R E A 5
AREA 6
1
2
3
4
5
6
Á
£¤101
UV1
UV227
£¤101
####
Baseball Fields
Youth
Adult
Youth
Adult
Youth/Adult
Planned
Soccer Fields
##
Youth/Adult#
Planned#
#
#
#
Sinsheimer
Park
Meadow
Park
French
Park
Santa Rosa
Park
Throop
Park
Damon-Garcia
Sports Complex
Cal Poly
Avila Ranch
Orcutt
Area
£¤101
UV1
UV227
£¤101
Á
####
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#Functional but flawed
#Good condition
0 0.5 10.25 Miles¯
Figure 5-1
DISTRIBUTION OF EXISTING AND PLANNED ATHLETIC FIELDS
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108 SLO Parks + Recreation Blueprint for the Future: 2021-2041
SPORTS COURTS
BASKETBALL COURTS
Inventory
Today, San Luis Obispo has six
outdoor basketball courts, with
courts at De Vaul, Emerson, French,
Islay Hill, Johnson, and Meadow
parks. Basketball courts are planned
for Avila Ranch, San Luis Ranch, and
the Righetti development (Orcutt
Area Specific Plan.)
Additional Need
Six additional courts are needed
to serve the population today, and
three will still be needed in 2035
even if the planned courts are
developed. Lighted courts should
be provided where compatible with
surrounding uses.
Access Gaps
Existing and planned basketball
courts are distributed in all parts of
San Luis Obispo.
Priority
While the need exists for more
outdoor basketball courts, this is not
seen as a high priority. Basketball
courts may be included at each
stage of implementation.
TENNIS
Inventory
San Luis Obispo has eight tennis
courts in 2020, including six at
Sinsheimer Park, and one each
at French and Islay Hill parks.
Additional courts are planned
as part of the Righetti (4 courts)
and Avila Ranch (2 courts)
developments.
Additional Need
Seven additional tennis courts are
needed to meet the City’s standard
today, and five will still be needed in
2035 in addition to those planned.
Lighted courts should be provided
where compatible with surrounding
uses
Access Gaps
There are no existing or planned
tennis courts in Sub-areas 2
(Central) or 6 (West).
Priority
Additional tennis courts are
needed today, and have been
identified as a near-term (0-5 year)
priority by Parks and Recreation
Commissioners. Tennis courts
may be added at each stage of
implementation.
PICKLEBALL
Inventory
Today, SLO has three pickleball
courts, all at French Park. Eight
more are planned, including six at
the Righetti development and two at
Avila Ranch.
Additional Need
Nine additional pickleball courts
are needed to meet demand today,
and four are expected to be needed
in 2035 in addition to those already
planned. Lighted courts should be
provided where compatible with
surrounding uses
Access Gaps
Existing and planned pickleball
courts are all in Sub-areas 4
(Southeast) and 5 (Southwest).
Additional courts should be placed
in other parts of the City.
Priority
Additional pickleball courts are
needed today, and have been
identified as a near-term (0-5 year)
priority.
SAND VOLLEYBALL
Inventory
Today, SLO has four sand volleyball
courts, including two at Meadow
Park and one each at Islay Hill
and Sinsheimer, with no additional
courts planned.
Additional Need
Three more sand volleyball courts
are needed to meet demand today,
and five would still be needed in
2035. Lighted courts should be
provided where compatible with
surrounding uses.
Page 420 of 845
1095. IMPLEMENTATION
1 Miles
BUILDING COMMUNITY & ENHANCING NEIGHBORHOODS
AREA 1
AREA 2
AREA 3
AREA 4
AREA 5
AREA 6
1
2
3
4
5
6
Á
£¤101
UV1
UV227
£¤101
!
!
!
!
!
!
!
0 0.5 10.25 Miles!
Pickleball Courts
Roller Hockey Courts
Volleyball Courts
!
!
!
Existing Courts
!
Basketball Courts
Tennis Courts
Planned Courts
Pickleball Courts
Roller Hockey Courts
Volleyball Courts
Basketball Courts
Tennis Courts
!!
!!!
!
!
!
!!!
Sinsheimer
ParkMeadow
Park
Islay Hill
ParkFrench
Park
Santa Rosa
Park
Johnson
Park
De Vaul
Park
Emerson
Park
San Luis
Ranch
Avila
Ranch
Cal
Poly
Orcutt
Area
Figure 5-2
DISTRIBUTION OF EXISTING AND PLANNED SPORTS COURTS
£¤101
UV1
UV227
£¤101
Á
####
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#Functional but flawed
#Good condition
0 0.5 10.25 Miles¯
1 Miles
BUILDING COMMUNITY & ENHANCING NEIG HBOR HOODS
A R E A 1
A R E A 2
A R E A 3
A R E A 4
A R E A 5
AREA 6
1
2
3
4
5
6
Á
£¤101
UV1
UV227
£¤101
!
!
!
!
!
!
!
0 0.5 10.25 Miles!
Pickleball Courts
Roller Hockey Courts
Volleyball Courts
!
!
!
Existing Courts
!
Basketball Courts
Tennis Courts
Planned Courts
Pickleball Courts
Roller Hockey Courts
Volleyball Courts
Basketball Courts
Tennis Courts
!!
!!!
!
!
!
!!!
Sinsheimer
ParkMeadow
Park
Islay Hill
ParkFrench
Park
Santa Rosa
Park
Johnson
Park
De Vaul
Park
Emerson
Park
San Luis
Ranch
Avila
Ranch
Cal
Poly
Orcutt
Area
1 Miles
BUILDING COMMUNITY & ENHANCING NEIG HBOR HOODS
A R E A 1
A R E A 2
A R E A 3
A R E A 4
A R E A 5
AREA 6
1
2
3
4
5
6
Á
£¤101
UV1
UV227
£¤101
!
!
!
!
!
!
!
0 0.5 10.25 Miles!
Pickleball Courts
Roller Hockey Courts
Volleyball Courts
!
!
!
Existing Courts
!
Basketball Courts
Tennis Courts
Planned Courts
Pickleball Courts
Roller Hockey Courts
Volleyball Courts
Basketball Courts
Tennis Courts
!!
!!!
!
!
!
!!!
Sinsheimer
ParkMeadow
Park
Islay Hill
ParkFrench
Park
Santa Rosa
Park
Johnson
Park
De Vaul
Park
Emerson
Park
San Luis
Ranch
Avila
Ranch
Cal
Poly
Orcutt
Area
£¤101
UV1
UV227
£¤101
Á
####
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#Functional but flawed
#Good condition
0 0.5 10.25 Miles¯
Page 421 of 845
110 SLO Parks + Recreation Blueprint for the Future: 2021-2041
DOG PARKS AND OFF-
LEASH DOG AREAS
Inventory
Today, SLO has one off-leash dog
area, at Laguna Lake Park. Dog
parks are planned for Avila Ranch
and the Righetti development.
Additional Need
Six additional dog parks or off-
leash dog areas are needed to meet
demand today, and five would still
be needed in 2035 in addition to
those already planned.
Access Gaps
SLO’s existing off-leash dog area is
in Area 6 (West), and planned dog
parks are in Areas 4 (Southeast)
and 5 (Southwest). Additional dog
parks and off-leash areas should be
placed in other parts of the City.
Priority
Additional dog parks and off-leash
areas are needed today, and have
been identified as a near-term
(0-5 year) priority. There is also
strong support for improvements
to the existing off-leash dog area at
Laguna Lake Park.
Access Gaps
Future sand volleyball courts should
be located in Sub-areas 2 (Central),
5 (Southwest), or 6 (West), for good
distribution.
Priority
Additional sand volleyball courts are
needed today, and may be phased
in throughout the implementation
period.
ROLLER SPORTS
Inventory
Today, SLO has one multi-use
roller sports court at Santa Rosa
Park, which can also be used for
basketball. No additional courts are
planned.
Additional Need
One additional court is needed
today, and two will be needed in
2035.
Access Gaps
Roller sports courts are absent from
all parts of SLO except for Sub-area
1 (North).
Priority
Additional roller sports courts,
designed for persons of all abilities,
may be considered a long-term (10-
20 years) priority.
INDOOR FACILITIES
Inventory
Today, SLO has one indoor
recreation/multi-generational
community center—the Ludwick
Center—with 17,400 square feet
of space. The 5,800-square foot
SLO Senior Center serves older
adults in the city. No additional
indoor recreation space is currently
planned.
Additional Need
Some 25,000 square feet of indoor
recreation/community center space
and 2,000 square feet of space
devoted to seniors is needed to
meet today’s needs. By 2035, this
need is expected to rise to 43,000
and 3,000 square feet, respectively.
Priority
There is a present need for more
indoor recreation space, and a
recognition that a decision needs
to be made about renovating or
reconstructing the Ludwick Center
on-site or in a different location.
Other parks may also be appropriate
locations for indoor recreation
space as part of a Planning process.
Because of the time and resources
needed for this effort, this is seen as
a mid-term (5-10 years) or possibly
long-term (10-20 years) priority.
Page 422 of 845
1115. IMPLEMENTATION
PLAYGROUNDS
Inventory
San Luis Obispo has 12 playgrounds
and 14 child tot lots, at parks
distributed in most of the city’s
neighborhoods. Twelve play areas
and child lots are currently being
planned at Avila Ranch, San Luis
Ranch, WestCreek and Righetti.
Additional Need
Ten additional play areas are needed
to meet demand today, and six
would still be needed in 2035 in
addition to those already planned.
Access Gaps
Existing playgrounds are located in
all areas of the City except for Area
5 (Southwest), though Avila Ranch
development will help fill this gap.
Priority
Additional play areas are needed
today, and should be developed
during all phases of implementation.
Amenities for families and small
children have been identified as a
high priority by Commissioners and
members of the public.
OUTDOOR GATHERING
AREAS
Inventory
Today, SLO has nine group areas,
including two each at Santa Rosa
and Laguna Lake parks and one
each at French, Johnson, Meadow,
and Sinsheimer parks and one
at Laguna Lake Golf Course. 27
BBQ facilities are present at parks
or other facilities, including 12 at
Laguna Lake Park, five each at
Santa Rosa and Sinsheimer, one
each at French, Johnson, Meadow,
and Mitchell parks, and one at Jack
House Gardens. One group area is
planned for the Orcutt Area, while
BBQ facilities are planned at future
parks at Avila Ranch.
There are nine informal/multiuse
fields located in eight San Luis
Obispo parks.
Additional Need
Six additional group gathering areas
are needed to meet demand today,
and eight would still be needed in
2035 in addition to those already
planned. This Plan does not set
specific standards for BBQ facilities
or informal/multiuse fields.
Access Gaps
Areas 2 (Central) and 5 (Southwest)
do not have group picnic areas, nor
are any currently planned. Informal/
multiuse fields are also missing in
Area 5.
Priority
Consideration of amenities for
families and small children and
community-based park activation
are considered near-term (0-5 year)
priorities. Outdoor gathering and
seating areas will be part of park
development at all stages of plan
implementation, with a priority for
infrastructure to serve medium-
sized groups. Unstructured, open
areas for play, relaxation, and
informal group sports should be
incorporated into parks.
Page 423 of 845
112 SLO Parks + Recreation Blueprint for the Future: 2021-2041
1 Miles
BUILDING COMMUNITY & ENHANCING NEIGHBORHOODS
AREA 1
AREA 2
AREA 3
AREA 4
AREA 5
AREA 6
1
2
3
4
5
6
Á
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!
!
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!
!!!
!
!!
!!
!
!!!!!
!!
0 0.5 10.25 Miles
!Play Areas
Child Lots
Play Areas (Planned)
Laguna Lake
Park
Sinsheimer
ParkMeadow
Park
Islay Hill
Park
French
Park
Santa Rosa
Park
Johnson
Park
Mitchell
Park
Throop
Park
De Vaul
Park
Emerson
Park
Laguna Hills
Park
Vista Lago
Park
Anholm
Park
San Luis
Ranch
Avila
Ranch
Orcutt
Area
£¤101
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UV227
£¤101
Á
####
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#Functional but flawed
#Good condition
0 0.5 10.25 Miles¯
1 Miles
BUILDING COMMUNITY & ENHANCING NEIG HBOR HOODS
A R E A 1
A R E A 2
A R E A 3
A R E A 4
A R E A 5
AREA 6
1
2
3
4
5
6
Á
£¤101
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£¤101
!
!
!
!!!
!!!!!
!
!!!
!
!!
!!
!
!!!!!
!!
0 0.5 10.25 Miles
!Play Areas
Child Lots
Play Areas (Planned)
Laguna Lake
Park
Sinsheimer
ParkMeadow
Park
Islay Hill
Park
French
Park
Santa Rosa
Park
Johnson
Park
Mitchell
Park
Throop
Park
De Vaul
Park
Emerson
Park
Laguna Hills
Park
Vista Lago
Park
Anholm
Park
San Luis
Ranch
Avila
Ranch
Orcutt
Area
£¤101
UV1
UV227
£¤101
Á
####
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#Functional but flawed
#Good condition
0 0.5 10.25 Miles¯
Figure 5-3
DISTRIBUTION OF EXISTING AND PLANNED PLAYGROUNDS
Page 424 of 845
1135. IMPLEMENTATION
1 Miles
BUILDING COMMUNITY & ENHANCING NEIGHBORHOODS
AREA 1
AREA 2
AREA 3
AREA 4
AREA 5
AREA 6
1
2
3
4
5
6
Á
£¤101
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!
0 0.5 10.25 Miles!
!
Group Gathering Areas
BBQ Facilities
!Informal Multiuse Fields
Existing Planned
Group Gathering Areas
BBQ Facilities
Informal Multiuse Fields
!!!
!
!!!!!
!!!
!
!!!
!!
!!!
!!
!
!!
Laguna Lake
Park
Sinsheimer
Park
Meadow
Park
Islay Hill
Park
French
Park
Santa Rosa
Park
Johnson
Park
Mitchell
Park
Throop
Park
De Vaul
Park
Laguna Hills
Park
Jack House
Gardens
Avila
Ranch
Orcutt
Area
Figure 5-4
DISTRIBUTION OF EXISTING AND PLANNED OUTDOOR GATHERING AREAS
1 Miles
BUILDING COMMUNITY & ENHANCING NEIG HBOR HOODS
A R E A 1
A R E A 2
A R E A 3
A R E A 4
A R E A 5
AREA 6
1
2
3
4
5
6
Á
£¤101
UV1
UV227
£¤101
!
0 0.5 10.25 Miles!
!
Group Gathering Areas
BBQ Facilities
!Informal Multiuse Fields
Existing Planned
Group Gathering Areas
BBQ Facilities
Informal Multiuse Fields
!!!
!
!!!!!
!!!
!
!!!
!!
!!!
!!
!
!!
Laguna Lake
Park
Sinsheimer
Park
Meadow
Park
Islay Hill
Park
French
Park
Santa Rosa
Park
Johnson
Park
Mitchell
Park
Throop
Park
De Vaul
Park
Laguna Hills
Park
Jack House
Gardens
Avila
Ranch
Orcutt
Area
£¤101
UV1
UV227
£¤101
Á
####
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#Functional but flawed
#Good condition
0 0.5 10.25 Miles¯
£¤101
UV1
UV227
£¤101
Á
####
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#Functional but flawed
#Good condition
0 0.5 10.25 Miles¯
1 Miles
BUILDING COMMUNITY & ENHANCING NEIG HBOR HOODS
A R E A 1
A R E A 2
A R E A 3
A R E A 4
A R E A 5
AREA 6
1
2
3
4
5
6
Á
£¤101
UV1
UV227
£¤101
!
0 0.5 10.25 Miles!
!
Group Gathering Areas
BBQ Facilities
!Informal Multiuse Fields
Existing Planned
Group Gathering Areas
BBQ Facilities
Informal Multiuse Fields
!!!
!
!!!!!
!!!
!
!!!
!!
!!!
!!
!
!!
Laguna Lake
Park
Sinsheimer
Park
Meadow
Park
Islay Hill
Park
French
Park
Santa Rosa
Park
Johnson
Park
Mitchell
Park
Throop
Park
De Vaul
Park
Laguna Hills
Park
Jack House
Gardens
Avila
Ranch
Orcutt
Area
Page 425 of 845
114 SLO Parks + Recreation Blueprint for the Future: 2021-2041
SPECIAL RECREATION FACILITIES
DISC GOLF COURSES
Inventory
Today, SLO has two disc golf
courses, at Laguna Lake and
Sinsheimer parks. No additional
courses are currently planned.
Additional Need
Based on this Plan’s standards,
no additional disc golf courses are
needed.
GOLF COURSES
Inventory
Laguna Lake Golf Course is the
City’s single public golf course. No
additional golf courses are planned.
Additional Need
San Luis Obispo would need one
additional golf course by 2035 to
meet standards; however, two golf
courses are not needed.
Access Gaps
Laguna Lake Golf Course is in Area
6 (West).
Priority
An additional golf course is not a
priority for the City.
SWIM CENTERS
Inventory
The SLO Swim Center serves the
City’s aquatics needs. No additional
swim facilities are currently planned.
Additional Need
Swim center expansion is needed
to meet current demand. One
additional pool would be needed to
meet demand in 2035.
Access Gaps
Swimming is a special recreation
amenity that is not expected to be
distributed throughout the City.
Priority
Expansion of the SLO Swim Center
is a mid-term (5-10 year) priority. An
additional pool is a long-term (10-20
year) priority.
SKATE PARKS
Inventory
Today, SLO has one skate park,
at Santa Rosa Park. No additional
skate parks are planned.
Additional Need
SLO will need one additional skate
park to meet demand in 2035.
Skate parks are special recreation
amenities that are not expected to
be distributed throughout the City.
Priority
An additional skate park may be
considered a long-term (10-20 year)
priority.
BIKE/ROLLER PUMP TRACKS
Inventory
SLO does not have a bike/roller
pump track, nor is one currently
planned.
Additional Need
Two bike/roller pump tracks would
be needed to meet this Plan’s
standards today, and three will be
needed by 2035 as the population
grows.
Priority
A bike/roller pump track has been
identified as a near-term (0-5 year)
priority for the City. A second track
may be considered a long-term (10-
20 year) opportunity. Pump tracks
should be located where they can
be accessed via bicycle or roll, and
along routes to schools.
Page 426 of 845
1155. IMPLEMENTATION
Page 427 of 845
116 SLO Parks + Recreation Blueprint for the Future: 2021-2041
WHAT IS THE RIGHT FIT BETWEEN AMENITIES AND PARKS?
The discussion above identifies
general locational characteristics for
new amenities, based on a district-
by-district analysis of amenity gaps.
This will be an important factor
as the City determines the best
location for future amenities. What
other criteria can help us place
future amenities? How do we match
amenities with parks?
We identify the following
considerations:
+Limited access to the amenity
type in the district where the park
is located.
+Capacity of park site to
accommodate additional
amenities.
+Opportunity to enhance
or activate a park site by
reenvisioning with different
amenities.
+Interface between park, the
amenity and the residential
neighborhoods around it, and
the specific feel, accessibility,
and sense of ownership by the
neighborhood.
+Amenities that serve the larger
community, ease of access
should be easy to access without
a vehicle.
+Larger-footprint, active recreation
facilities (e.g. athletic fields) are
a good fit for community parks
that serve as destinations with a
citywide draw.
+Smaller-footprint amenities (e.g.
bocce ball) are a good fit for
smaller parks.
+Potential future locations for a
multiuse community center and
for a senior center, which may
replace current facilities, would
be well-suited to a centrally-
located park.
A FRAMEWORK FOR PARK
IMPROVEMENTS
Tier 1
$
CRITICAL
Maintaining
What We Have
Tier 2
$$
STRATEGIC
Improving
What We Have
Tier 3
$$$
VISIONARY
Developing
New Opportunities
Page 428 of 845
1175. IMPLEMENTATION
TIER 1: CRITICAL PARK
IMPROVEMENTS -
MAINTAINING WHAT WE HAVE
Tier 1 includes park improvements
critical to keep the park system
functioning. They include routine
maintenance, repairs, repainting,
replanting, lifecycle replacement,
and replacement of inaccessible
amenities with accessible amenities
to remove barriers to access
for people with disabilities. The
intention of this category is to make
the most of existing resources
with the primary goal being for the
department to maintain services.
The actions associated with this
category are expected to be funded
through tax dollars. Lifecycle
replacement is considered an
annual value to be included in
San Luis Obispo’s budget. Total
replacement value is amortized over
the life of the facility.
TIER 2: STRATEGIC PARK
IMPROVEMENTS - IMPROVING
WHAT WE HAVE
These park improvements are
characterized as being strategic to
make measured park enhancements
to the existing system. Strategic
improvements and redesign may
include site, amenity, and facility
upgrades. This includes strategically
enhancing existing programs,
beginning new alternative programs,
adding new positions, or making
other strategic changes that would
require additional operational or
capital funding.
The City would evaluate and analyze
potential sources of additional
revenue for these improvements,
including but not limited to capital
bond funding, partnerships, program
income, grants, and existing or new
taxes.
TIER 3: “VISIONARY” PARK
IMPROVEMENTS - DEVELOPING
NEW OPPORTUNITIES
Visionary park improvements
include comprehensive park
renovations, acquisitions, and
the creation of new parks. This
category represents the complete
set of services and facilities desired
by the community. It is fiscally
unconstrained but can help provide
policy guidance by illustrating the
ultimate goals of the community,
and by providing a long- range
look to address future needs
and deficiencies. Typically, Tier 3
improvements start with a park
or facility-specific Plan to analyze
conditions, explore the needs of
the community, and design a new
park. Funding for visionary projects
would be derived from partnerships,
grants, private investments and new
tax dollars.
THREE TIERS
Park and facility improvements can be understood in three “tiers”. The first tier is focused on maintenance, the second
on strategic enhancements, and the third on new or wholly transformed parks, as described further below.
Page 429 of 845
118 SLO Parks + Recreation Blueprint for the Future: 2021-2041 Page 430 of 845
1195. IMPLEMENTATION
San Luis Obispo Staff and our
Consultant team conducted a park-
by-park assessment, identifying
the general physical condition
of each site; any relevant issues
pertaining to site access and use;
and park-specific needs, wants,
and aspirations communicated by
members of the public and the Parks
and Recreation Commission during
the Plan Update process.
The resulting Plan identifies near-
term (0- to 5-year) mid-term, (5- to
10-year) and long-term (10- to
20-year) time frames, and identifies
park improvement priorities. On
the following pages, we present
a program of improvements for
each park and facility where Tier
3 (visionary) improvements are
planned; the identified parks and
facilities are presented in order of
park classification and alphabetical
order. These are summarized
in Table 5-1, by phase. Planned
improvements for all of the City’s
parks are provided in table format in
Appendix E.
PARK-BY-PARK NEEDS AND
PRIORITIES
Page 431 of 845
120 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
LAGUNA LAKE PARK
Community
40 acres
Fair
3
Near term (0-5 Years)
Mid-term (5-10 Years)
ISSUES
+Inadequate bike access
+Not enough shade or greenery
+Lake utility for recreation is
diminished during periods
of prolonged drought and/or
periodic water quality impairment
+Some amenities (barbecue,
tables) are in need of repair
+Unmet potential to serve
additional recreation needs
+Comprehensive redevelopment
would require removal or
relocation of existing uses and
amenities
+Area is subject to persistent
winds
Page 432 of 845
1215. IMPLEMENTATION
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Complete a comprehensive
update to the Laguna Lake Plan
based on focused community
outreach and input to determine
the appropriate balance of active
and passive uses within the park.
Plan will revitalize the connection
to the aquatic environment of
the lake; identify enhancements
to natural aquatic and upland
functions; explore the potential
of adding sports fields and other
active and informal play uses;
add amenities including fencing,
shade, and ground treatment
to the off-leash dog area; and
include facilities to allow the
park to better accommodate
community events.
+The plan shall clearly identify any
uses that may be discontinued
or replaced as a result of
redevelopment. The park-
specific plan should address
and consider site issues include
lake utility, improvements to
and/or replacement of the
boat dock, persistent winds,
provision of natural and man-
made shade, public views of
Laguna Lake, ecology within and
surrounding the lake, park safety,
compatibility with proximate
residential development, current
parking limitations, sustainable
transportation access,
accessibility, and compatibility
with San Luis Obispo Regional
Airport operations (e.g. overflight
noise, lighting).
+Evaluate this site for a future
community center with both
indoor and outdoor activity areas
and architecture and/or as a site
for a second pool or aquatics
center. Consider incorporation of
a nature center, youth day camp
programming, and educational
materials, presentations, docent
walks, and concessions. Plan
and park development will be
supported by dedicated funding
available through development
agreements.
+Incorporate more active uses,
such as basketball courts,
pickleball courts, a bike/
roller pump track, adventure
playground/obstacle course,
exercise walking path, and
lighted or unlighted multi-use
sports fields and courts. A
botanical garden was also well-
supported as a passive use.
+Implement Phase 1 of Laguna
Lake Park Plan, which should
include lighted and/or unlighted
sports fields (these may be
diamond, rectangular, or multi-
use fields).
+Phase 1 should also include
fencing, shade, and ground
treatment for the Laguna Lake
Dog Area.
+Amenities should be considered
for multi-use, and be all-inclusive
and all-ability.
Mid-Term (5 to 10 Years)
+Implement Phase 2 of Laguna
Lake Park Plan, which may
include other uses envisioned in
the Plan
Note: the question of how to address
indoor recreation needs will be
addressed by a separate planning
process. See Ludwick Center summary.
Page 433 of 845
122 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
MEADOW PARK AND MEADOW PARK CENTER
Community & Recreation
Center
16 acres
Good (park);
Poor (recreation center)
3
Near-term (0-5 years),
Long-term (10-20 years)
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Complete a comprehensive Plan.
Plan should expand field use by
extensive programming and/or
installing synthetic turf (softball
and soccer); reconfigure multi-
use fields; improve walking paths
and fitness equipment within
Exposition Park (located adjacent
to Meadow Park); expand the
playground footprint and add
an enclosed tot lot; incorporate
a dog park; consider this site
for a second aquatics/pool
facility; reprogram and rebuild
areas around the Meadow Park
Center as part of that facility
improvement planning such as
outdoor shade structures and
tables for community rental,
platforms for classes, parking lot
redesign to create shared space/
mini plazas for special events.
Incorporate a teen, senior, or
multi-generational center into
the park. The park-specific Plan
should also address use and
long-term maintenance of the
shared paths within the park.
+Implement Phase 1 of
comprehensive Plan. This should
include reprogramming and
rebuild areas around the Meadow
Park Center. Amenities should be
considered for multi-use, and be
all-inclusive and all-ability.
Long-Term (10 to 20 Years)
+Implement Phase 2 of
comprehensive Plan.
ISSUES
+Minimal shade at Meadow Park
Center
+Antiquated community center
+Insufficient restroom facilities at
Meadow Park Center
+Parking lot in poor condition
+Potential safety concerns noted
by public
+Shared use paths serve active
transportation and need
maintenance focus
+Unmet potential in Meadow Park
Page 434 of 845
1235. IMPLEMENTATION
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
SINSHEIMER PARK
Community
21.7 acres
Good
3
Near-term (0-5 years),
Mid-term (5-10 years)
PLANNED
IMPROVEMENTS
Near-Term (0 to 5 Years)
+Complete a comprehensive Plan
to identify new and expanded
park programs. Park should
include lighted or additional
unlighted tennis courts, pickleball
courts, a bike/roller pump track,
remodeled restrooms, and new
pathways. The plan should
address parking, accessibility,
and improvements that enable
efficient and effective long-term
operations.
+Implement Phase 1 of Plan, which
should include:
ISSUES
+Parking concerns around
accessibility and safety
+Poor connection to Railroad
Safety Trail and across railroad
+Outdated and inadequate
restroom capacity, lack of
restroom availability during
Stadium usage.
+Unmet potential
•Address parking issues
•Add bike/roller pump track
along Railroad Safety Trail
•Add dog park or dog area
+Address Sinsheimer Park area
connectivity, including inclusive
non-vehicular access both to
the Sinsheimer Park area and
through the park. Provide for an
inclusive and accessible paved
trail connecting the Railroad
Safety Trail to Sinsheimer Park.
+Amenities should be considered
for multi-use, and be all-inclusive
and all-ability.
Mid-Term (5 to 10 Years)
+Implement Phase 2 of Plan,
which may include:
•Adding new park amenities
•Adding lighting at tennis
courts and Stockton Field
•Remodeling restrooms
•Exploring potential of land
acquisition to relocate San
Luis Coastal Unified School
District bus depot
•Potentially, an indoor
recreation/multi-generational
community center
Page 435 of 845
124 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
EMERSON PARK
Neighborhood
3.3 acres
Fair
3
Near Term (0-5 Years),
Long-Term (10-20 Years)
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+The Emerson Neighborhood Park
Revitalization Project includes
activation and enhancement of
Emerson Park, based on public
input through targeted public
outreach meetings surrounding
the SPP grant opportunity.
Key project amenities includes
the construction of restrooms,
resurfacing of the black top,
expansion of the current
basketball court to a multi-
purpose court and adding a half
court, expand and revitalize the
current playground, creation of
a fenced dog park, installation
of an educational garden
featuring drought tolerant
landscaping, installation of
compost bins, installation of
shade structures, additional
drought tolerant landscaping,
update and relocate the bocce
court, updated perimeter fencing,
the installation of safety lighting
along walking paths and on the
multi-purpose court, installation
of additional hydration stations,
and installation of solar panels on
the restrooms.
Long-Term (10 to 20 Years)
+Consider this an alternative
location for a senior center.
+This site may also be suitable for
a dog park.
ISSUES
+Poor lighting on some areas
+Activated spaces needed to
improve safety
+No public restrooms
+Unmet potential
Page 436 of 845
1255. IMPLEMENTATION
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
MITCHELL PARK
Neighborhood Park
3 acres
Fair
3
Near, Mid, and Long-Term
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Convene a small-scale
neighborhood discussion to
explore concerns about security
and how park programs might
create a safer park for everyone.
+Launch a branded event
series that features pop up
programming to encourage
neighbors and local residents
to enjoy the park. Events and
programming could include
music, beer gardens, food
trucks, coffees, night lighting, art
shows, yoga and fitness classes,
temporary street closures,
movies in the park, and other
similar community building
activities.
+Construct pickleball courts for
neighborhood use.
Mid-Term (5 to 10 Years)
+Complete a comprehensive
park Plan to identify new and
expanded park amenities and
programming that supports
multi-generational activation
and community gatherings.
The plan should define physical
improvements that encourage
appropriate daily park use
by seniors, neighbors and
downtown residents.
+Amenities should be considered
for multi-use, and be all-inclusive
and all-ability.
Long-Term (10-20 Years)
+Implement Mitchell Park/SLO
Senior Center Plan
ISSUES
+Limited lighting
+Activated spaces needed to
improve safety
+Unmet potential to integrate
Senior Center
Page 437 of 845
126 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
CHENG PARK
Mini Park
0.3 acres
Fair
3
Mid-Term (5-10 Years)
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Provide a spatial redesign that
enhances safety, visibility and
activation
+Integrate the park into downtown
activation and programming
+Provide Improved cultural
expression and educational
opportunities
+Maintain cultural significance of
original design
+
ISSUES
+No bike racks, trash cans, water
fountains
+Poor visibility due to large
vegetation
Page 438 of 845
1275. IMPLEMENTATION
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
MISSION PLAZA
Downtown Public
Space
3 acres
Fair
3
Near Term (0-5 Years)
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Implement Mission Plaza
Concept Plan
+Ongoing programming and
activation
ISSUES
+Activated spaces needed to
improve safety
+Ongoing maintenance and
operational issues need to be
addressed
Page 439 of 845
128 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
LUDWICK COMMUNITY CENTER
Recreation Center
1 acres
Poor
3
Near-term (0-5 years),
Mid-term (5-10 years)
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Undertake Plan to accommodate
indoor recreation needs and
achieve vision for multi-
generational recreation/
community center. Plan will
consider complete replacement
of building on-site, or relocation
to alternative site, potentially at
Laguna Lake Park or Meadow
Park.
+Consider renovation for staff
offices or relocation of staff
offices, and/or relocation of
inclusive and accessible services
and programs for the City’s
diverse senior population.
+Explore after-school childcare
site at this location.
Mid-Term (5 to 10 Years)
+Complete replacement of
the program to create multi-
generational community center
ISSUES
+Space does not accommodate
full range of indoor recreational
needs
+Building requires significant
renovation
Page 440 of 845
1295. IMPLEMENTATION
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
SINSHEIMER STADIUM
Community & Recreation
Center
16 acres
Good (park);
Poor (recreation center)
3
Mid-term (5-10 years),
Long-term (10-20 years)
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Prepare a park Plan for
Sinsheimer Park and its facilities
(see Sinsheimer Park summary)
+Begin phased improvements,
which may include replacing
and upgrading current lighting
conditions and updating the play
surface to artificial turf (Phase 1)
+Multi-use playing field for year-
round programming
Mid-Term (5-10 Years)
+Complete renovation or
demolition and new construction
of the facility to support multi-use
sports and community events.
+Continue phased Improvements,
which may include replacing the
current structure (Phase 2).
Long-Term (10 to 20 Years)
+Continue phased Improvements,
which may include improving
and expanding seating (Phase 3);
and creating an auxiliary space
(Phase 4). Potential for private
funding.
ISSUES
+Stadium needs to incorporate
updated ADA standards (access,
seating, restrooms, concessions)
+Water fountains and fencing need
repair
+Stadium seats are in need of
repair or replacement
+Side paneling is in need of repair
+Outdated and inadequate
restroom capacity, lack of
restroom availability during
Stadium usage.
+Single-use facility has unmet
potential
Page 441 of 845
130 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
SLO SENIOR CENTER
Recreation Center
0.1 acres
Fair
3
Mid-term (5-10 years),
Long-term (10-20 years)
PLANNED IMPROVEMENTS
Mid-Term (5 to 10 Years)
+Re-envision SLO Senior Center
in the context of Mitchell Park
through Planning process.
Goals will include creating
a strong linkage between
the park and the center; and
considering potential renovation
or expansion or relocation of
programs and services to achieve
multi-generational use of the
facility. The SLO Senior Center
building is a historic property,
and any improvements shall be
consistent with the City’s Historic
Preservation Ordinance and
Historic Preservation Program
Guidelines. Increase the City’s
financial and staff investment in
the SLO Senior Center.
Long-Term (10 to 20 Years)
+Renovate consistent with the
City’s Historic Preservation
Ordinance and Historic
Preservation Program
Guidelines, and/or relocate
services and programs to
achieve multi-generational
use and accommodate diverse
programming. Consider creating
an additional accessible center
for seniors.
+Facility improvements should
address multifunctionality, ease
of maintenance, security, storage,
food handling, ADA, outdoor
spaces.
+With facility expansion, child
and youth activities should be
considered to augment senior
activities, with emphasis on
similar and compatible activities
such as tutoring, music, crafts,
and reading.
+Rentability should be considered
as a way to augment operating
budget.
ISSUES
+Existing facility has program
limitations
+Unmet potential to integrate with
Mitchell Park
Page 442 of 845
1315. IMPLEMENTATION
PARK TYPE
CONDITION
IMPROVEMENT TIER
PHASING
SLO SWIM CENTER
Recreation Center
Good
3
ISSUES
+Limited/inadequate capacity to
meet community needs
+Need to incorporate current ADA
standards, including but not
limited to restrooms, bathhouse
area, path of travel, pool deck,
and bleacher area
+No shade structures
+No separate area for kids
+Parking capacity and access
Near, Mid, and Long-Term
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Conduct Plan and SLO Swim
Center redesign, in concert with
Planning process for Sinsheimer
Park
+Address parking needs (see
Sinsheimer Park)
Mid-Term (5 to 10 Years)
+Implement Phase 1 SLO Swim
Center redesign/expansion,
which may include:
•Deck replacement
•Upgrade to current ADA requirements including but not limited to restrooms, bathhouse area, path of travel, pool deck, and bleacher area
Long-Term (10 to 20 Years)
+Implement Phase 2 SLO Swim
Center redesign/expansion,
which may include:
•Shade structures
•Lockers and bleachers
•Expanded therapy pool
•New pool
•Expanded programming
See Building Assessment Plan for
preliminary concepts.
Page 443 of 845
132 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
BROAD STREET COMMUNITY GARDENS (FUTURE BROAD STREET PARK)
Special Feature to become
Neighborhood Park
0.9 acres
NA
3
Near-Term (0-5 Years)
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Complete design and construct
the North Broad Street
Neighborhood Park (planned
2021), which will incorporate
community gardens, a small
playground, and passive use
areas
ISSUES
+Location in neighborhood that
lacks park
Page 444 of 845
1335. IMPLEMENTATION
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
LAGUNA LAKE GOLF COURSE
Special Feature
27 acres
Fair
3
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Enhance community events and
uses of the property to support
ongoing course operation
+Conduct golf operations study to
assess the finances of the course
as a City resource
+Consider alternate uses for
the property with value and
cost documented. Alternate
programming could include
nature park with restored creek,
trails and nature play; natural
park with disc golf, foot golf, play,
and other active and passive
uses.
+Prepare and implement creek
rehabilitation program restore
aging safety netting
Mid-Term (5 to 10 Years)
+Create a Plan, addressing issues
identified in facility condition
assessment and implementation
guidance on the rehab of
irrigation, utilities, grounds, and
clubhouse, and/or responding to
potential change of program
+
+
+
+
+
Long-Term (10 to 20 Years)
+Implement Plan
ISSUES
+Lateral erosion is occurring along
the creek
+No paths for golf carts
+Failing irrigation infrastructure
Near, Mid, and Long-Term
Page 445 of 845
134 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK TYPE
AREA
CONDITION
IMPROVEMENT TIER
PHASING
RAILROAD SAFETY TRAIL
Special Feature
10 acres
Fair
3
PLANNED IMPROVEMENTS
Near-Term (0 to 5 Years)
+Complete design of
improvements including
addition of a bike pump track,
park connections, railroad
overcrossing bridge, railroad
fencing.
+Phase 1 improvements,
potentially including bike pump
track, improved park connection
+Add railroad fencing to address
safety issues
Mid-Term (5 to 10 Years)
+Railroad overcrossing
bridge, other trail connection
improvements consistent with
the Active Transportation Plan
ISSUES
+Improve connections to nearby
parks
+Limited programming +Exposure and potential conflicts
with the railroad
Near, Mid, and Long-Term
Page 446 of 845
1355. IMPLEMENTATION
Page 447 of 845
136 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARK / FACILITY NEAR-TERM (0-5 YEARS)MID-TERM (5-10 YEARS)LONG-TERM (10-20 YEARS)
Laguna Lake Park
Dog area improvements
Phase 2 improvements potentially including multi-generational recreation center and enhanced aquatic and upland natural areas
-
Park Plan --
Phase 1 improvements including diamond and/or rectangular athletic fields --
Meadow Park + Meadow Park Center
Park Plan-
Phase 1 improvements including expanding field use; reconfiguring multi-use fields; improving walking paths and fitness equipment in Exposition Park; expaniding playground; incorporating dog parkr
-Phase 1 improvements, focused around Meadow Park Center -
Sinsheimer Park
Park Plan
Phase 2 improvements, potentially including new park amenities; lighting at tennis courts; lighting at Stockton Field; remodeling restrooms; exploring acquisition of SLCUSD bus depot; and potentially an indoor recreation center
-
Phase 1 improvements including parking, bike/roller pump track, dog park or dog area --
Emerson Park
Implement the Emerson Neighborhood Park Revitalization Project, including activation and enhancement of Emerson Park, based on public input through targeted public outreach meetings surrounding the SPP grant opportunity.
-
Potential alternative location for Senior Center
Potential dog park
Mitchell Park + SLO Senior Center
Neighborhood discussion to explore concerns about security and how park programs might create a safer park for everyone
Park Plan (including SLO Senior Center)Implement Plan, with focus on Park/Center integration and potential program change for Center
Branded event series of pop-up programming --
Construct pickleball courts for neighborhood use
Table 5-1
PHASING OF TIER 3 PARK IMPROVEMENTS
Page 448 of 845
1375. IMPLEMENTATION
PARK / FACILITY NEAR-TERM (0-5 YEARS)MID-TERM (5-10 YEARS)LONG-TERM (10-20 YEARS)
Cheng Park
Provide a spatial redesign that enhances safety, visibility and activation -
Integrate the park into downtown activation and programming -
Mission Plaza Implement Mission Plaza concept plan
Ongoing programming and activation
Ludwick Center
Plan to meet indoor recreation needs and achieve goal for multi-generational center
Complete replacement of the program to create multi-generational community center -
Consider renovation for staff offices and/or relocation of the Senior Center
Expore after-school childcare
SLO Swim Center
Plan and redesign, in concert with Plan for Sinsheimer Park Implement Phase 1 improvements Implement Phase 2 improvements
Address parking needs --
Expand programming --
Broad Street Community Garden (future Neighborhood Park)
Develop neighborhood park based on current plan --
Laguna Lake Golf Course
Conduct golf operations study Depending on near-term studies, conduct Plan Implement Plan, if desired
Explore alternate uses, including nature park --
Prepare and implement creek rehabilitation program restore aging safety netting
Railroad Safety Trail
Improve connection to Sinsheimer Park and new bike/roller pump track Plan/conceptual design for improved connections Railroad overcrossing bridge, other trail connection improvements
Add railroad fencing to address safety --
Page 449 of 845
138 SLO Parks + Recreation Blueprint for the Future: 2021-2041
PARKS IN SPECIFIC PLAN AREAS
As of this writing, some 53 acres
of new park land is planned as
part of the development of four
specific plans: Avila Ranch, San Luis
Ranch, Froom Ranch, and Orcutt
Area (including the WestCreek and
Righetti developments.) These park
sites will range from quarter-acre
pocket parks to fitness loops and
linear parks, to neighborhood and
larger community parks. These
parks are summarized in Chapter 2.
DOWNTOWN PARKS AND
PLAZAS
The Downtown Concept Plan also
provides a template for the creation
of a network of plazas, paseos, and
pocket parks to serve a growing and
vital downtown area (see Chapter 2).
OTHER FUTURE PARKS
If the San Luis Obispo’s park
acreage standards were to be
met citywide, we would need to
create some 308 acres of new
parks, in addition to those already
planned, including some 62 acres
of community park, 169 acres of
neighborhood park, and 88 acres of
recreation centers/facilities.
Over the course of the planning
period, the City will pursue land
acquisition and park development
opportunities, focusing on areas of
the City that are not currently well-
served by parks because they are
more than ½ mile from an existing
neighborhood or community park.
Our first new park site will be the
Broad Street neighborhood park,
filling an access gap in the North
Broad Street neighborhood.
Future park opportunities should be
sought, in particular:
+In District 1 (North) in the vicinity
of Grand Avenue, potentially
through agreement with San Luis
Coastal Unified School District;
+In District 2 (Central) along the
Johnson Avenue corridor south of
the high school;
+In District 3 (South), potentially
through expansion or
amenitization of Stoneridge Park;
+In District 5 (Southwest) along
the South Higuera corridor;
+At the Laguna Lake Golf Course
property in District 6 (West), as
part of potential site reuse.
Amenities for these future parks
should reflect local needs and
desires through the park planning
process, and be informed by
citywide amenity needs and
priorities.
Park access gaps and areas of need
are shown on Figure 5-5.
FUTURE PARKS
Page 450 of 845
1395. IMPLEMENTATION
Figure 5-5
PARK ACCESS GAPS AND POTENTIAL FUTURE PARK SITES
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Rese rvior Canyon
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Rese rve
Is lay Hill
Open Space
Filipponi
Ec ological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
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Parks and Recreation Facilities in San Luis Obispo
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Neighborhood Parks Service Area Gap
City Boundary
Rail Lines
Creeks
Water
Schools
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
1 mile walkshed
California
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State
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Specific Plans Boundary
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Orcutt Area Specific Plan
San Luis Ranch Specific Plan
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Central Neighborhood Park
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Neighborhood Park
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Park
Sinsheimer
Park
Meadow
Park
Islay Hill
Park
French
Park
Santa Rosa
Park
Johnson
Park
Mitchell
Park
Throop
Park
De Vaul
Park
Emerson
Park
Laguna Hills
Park
Ellsford
Park
Stoneridge
Park
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Gardens
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Extension
Eto
Park
Vista Lago
Park
Las Praderas
Park
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Park
Anholm
Park
Cheng
Park
Buena
Vista
Park
Triangle
Park
Exposition
Park
Mission
Plaza
Rodriguez
Adobe Park
Poinsettia Creek
Walk and Park
Laguna Lake
Golf Course
Damon-Garcia
Sports Com plex
Potential future park service area
Page 451 of 845
140 SLO Parks + Recreation Blueprint for the Future: 2021-2041
Capital Improvement Costs
In this section, a rough order
of magnitude costs for each
proposed park amenity is intended
to assist the City with planning
and prioritizing future park and
recreation improvements. Unit cost
placeholders were determined
based on public bid results from
park projects within San Luis
Obispo and Santa Barbara Counties,
as well as recent, local park
experience. These probable costs
may rise or fall based on a variety
of factors, including, but not limited
to final finish selections, unique site
conditions, and coordination with
comprehensive park improvements.
For the purposes of an “à la carte
menu,” each amenity was studied
with minimum core components
included, as well as allowances for
soft costs and general construction
preparations that would likely
be needed to take a project from
concept design to opening. Due to
the varying scale and complexity of
each amenity item, these allowances
range from 10% - 50% of costs
for “Permitting / Consulting” and
“General Site Prep / Supervision.”
“Permitting / Consulting” includes:
+Permitting fees and processing
+Consultant services and contract
drawings
+Project management
+Public outreach and engagement
+Environmental review pursuant
to the California Environmental
Quality Act
“General Site Prep / Supervision”
includes:
+Clearing and grubbing
+Fine grading and drainage
improvements
+Stormwater management
(SWPPP required for projects
impacting one acre ormore in
area)
+Site protection, fencing, security,
and signage
+Mobilization and supervision
+Contingency
Depending on final site selection
and construction climate, the
following items may also add to
the cost of each amenity item. The
following list identifies potential
exclusions, however exclusions for
future project implementation are
not limited to these items:
+Temporary utilities
+Permanent utility services
+Offsite improvements
+ADA access improvements
+Retaining walls
+Subgrade replacement
+Land acquisition
+Site furnishings (except where
noted)
+Demolition
+Lighting and electrical
+Performance bonds
+Trees, shrubs, and groundcovers
+Maintenance and establishment
Future estimated cost projections-
Construction costs typically
increase 4% each year. In addition,
the City may or may not want to add
a 15% contingency to each line item
to acknowledge cost variations and
increases due to pandemics, natural
disasters, adaption to climate
change, and other events that may
affect the cost of equipment and
materials.
Annual Park Operation and
Maintenance Costs
It is critically important to view the
financial sustainability of the Parks
and Recreation System through
the concept of “Total Cost of
Ownership” as shown in the graphic
below.
The Parks and Recreation
Department will need to closely
monitor resources to ensure that the
assets of the park system reach the
anticipated lifecycles The City Parks
and Recreation and Public Works
Department maintenance funding
UNDERSTANDING THE COST OF
PARKS
Page 452 of 845
1415. IMPLEMENTATION
should grow to accommodate new
park and facility development in the
future.
As the system grows, the following
guidelines should be utilized to
identify annual operational funding
required to maintain additional park
acreage:
+Athletic Field Parks:
•$12,000 - $15,000 per
rectangular field;
•$18,000 - $20,000 per
diamond field;
•$5,000 general acreage
+Community Parks: $7,500 -
$9,000 per acre
+Neighborhood Parks: $8,500 -
$10,000 per acre
+Open Space: $300 - $600 per
actively managed acre
+Pocket Parks: $10,000 - $12,000
per acre
+Special Use Parks: Costs varies
dependent upon amenities
+Recreation Corridors/Trails: $5-
$5,500 per acre
+Regional Parks: Costs varies
dependent upon amenities
*Please note, maintenance costs
typically increase 2-3% annually.
Maintenance Standards
Maintenance standards are based
on a Level 1, 2 and 3 modes (tasks
and frequencies of each task) and
follow best practices as established
by the National Recreation and
Park Association. The division can
customize the standards based
on the park and recreation values
of the community and need to be
adopted and implemented by staff
and followed regardless of whether
work is performed by City staff
or third-party contractors. It is
recommended that the City strive for
Level 2 maintenance standards.
LIFECYCLE
REPLACEMENT
TOTAL COST OF
OWNERSHIP
OPERATIONS
AND
MAINTENANCE
CAPITAL
INVESTMENT +=+
Page 453 of 845
142 SLO Parks + Recreation Blueprint for the Future: 2021-2041
Adequate, steady, sustainable
funding sources are essential to
implementing a capital improvement
plan. In order to continue to build
and maintain San Luis Obispo’s
parks and recreation system, a
funding strategy is needed.
The City funding sources for parks
and recreation include development
impact fees, the general fund,
grants, revenues from services
provided, and gathering area and
facility rentals.
Development impact fees
are collected by the City and are
intended to be used only for the
purpose of acquiring necessary land
and developing new or rehabilitating
existing park or recreational facilities
reasonably related to serving the
development.
External Funding. Potential
external funding sources
could include a “friends of
parks” organization; corporate
sponsorships; crowdfunding;
partnerships with other agencies;
gifts from non-profit foundations;
private donations; irrevocable
remainder trusts; volunteerism; and
fundraisers.
Capital Fees can include fees
added to the cost of revenue-
producing facilities; land dedication;
in-lieu development fees; and
impact fees.
User Fees may include recreation
service fees; ticket sales; permits for
special use; reservation fees; and
equipment rental fees.
Grants. The City may be eligible
for grants through the Partnership
Enhancement Monetary Grant
Program and the federal Community
Development Block Grant (CDBG)
program. An affiliated land trust
may be helpful in attracting grant
funding.
Tax Support, through property,
sales, or parcel taxes or through
the creation of special improvement
districts.
Franchises and Licenses.
Catering permits, concession
management, naming rights,
utility easements, and interagency
agreements are all potential sources
of funding.
The City currently charges a
development impact fee for parks
and recreation capital facilities,
pursuant to the Mitigation Fee Act
and Government Code Section
66000 et seq. The City currently
charges parkland in-lieu fees which
are consistent with the Quimby Act
(Government Code Section 66477).
The parkland in-lieu fee and parks
and recreation development impact
fees are used to acquire parkland
consistent with the City’ s parkland
service standards and to improve
new and existing parks to meet
the demand of future residential
growth in the City. These fees do
not apply to all areas in the City,
so the additional fee revenues
are dependent on the geographic
location of new development. For
example, all new development
under the Margarita Area Specific
Plan and Orcutt Area Specific Plan
will continue to be subject to the
existing, established standards/
requirements of those Specific
Plans. In addition, the Avila Ranch
and San Luis Ranch requirements
are addressed in their respective
Development Agreements. For
example, San Luis Ranch will
be paying a parkland in-lieu fee
that will support improvements
at Laguna Lake Park, consistent
with the terms agreed upon in the
development agreement.
There is untapped potential for
increasing funding and revenues
for the parks and recreation system
while still providing affordable
recreation opportunities.
FUNDING STRATEGY
Page 454 of 845
1435. IMPLEMENTATION
Page 455 of 845
Page 456 of 845
146 SLO Parks + Recreation Blueprint for the Future: 2021-2041
SAN LUIS OBISPO
May 2021
Parks and Recreation Plan and
General Plan Element Update
Parks + Recreation Blueprint for the Future:
2021-2041
APPENDIX
Page 457 of 845
148 SLO Parks + Recreation Blueprint for the Future: 2021-2041 Page 458 of 845
147
Appendix
APPENDIX AACITY COUNCIL
RESOLUTION
APPENDIX
Page 459 of 845
148 SLO Parks + Recreation Blueprint for the Future: 2021-2041 Page 460 of 845
149
Appendix
APPENDIX
APPENDIXBBCOMMUNITY NEEDS
ASSESSMENTPage 461 of 845
Page 462 of 845
San Luis Obispo Parks
Inventory and Assessment
SPRING 2018
Parks and Recreation Master Plan
Intern: Carrie Simmons
Special Thanks to Cal Poly NR 418 class
Page 463 of 845
SLO PARK INVENTORY
Carrie Simmons & Cal Poly NR 418 2018 Winter Quarter
Page 464 of 845
TABLE OF CONTENTS
Contents
Introduction ______________________________________________________________________ 1
Methods _________________________________________________________________________ 2
Definitions _______________________________________________________________________ 3
Park Classifications _________________________________________________________________ 3
General Assessment Ratings __________________________________________________________ 4
Rated & Not rated __________________________________________________________________ 4
Specific Ratings/Types for Features Defined______________________________________________ 5
Map of SLO Parks ________________________________________ Error! Bookmark not defined.
Park Inventory ___________________________________________________________________ 21
1. Anholm Park __________________________________________________________________ 21
Park Report _____________________________________________________________________ 21
2. Buena Vista Park _______________________________________________________________ 23
Park Report _____________________________________________________________________ 23
3. Cheng Park ___________________________________________________________________ 24
Park Report _____________________________________________________________________ 24
4. Damon-Garcia Sports Complex ___________________________________________________ 26
Park Report _____________________________________________________________________ 26
5. Devaul Park __________________________________________________________________ 28
Park Report _____________________________________________________________________ 28
6. Ellsford Park __________________________________________________________________ 30
Park Report _____________________________________________________________________ 30
7. Emerson Park _________________________________________________________________ 31
Park Report _____________________________________________________________________ 31
8. Eto Park _____________________________________________________________________ 34
Park Report _____________________________________________________________________ 34
9. Exposition Park ________________________________________________________________ 35
Park Report _____________________________________________________________________ 35
Page 465 of 845
TABLE OF CONTENTS
10. French Park _________________________________________________________________ 37
Park Report _____________________________________________________________________ 37
11. Islay Park __________________________________________________________________ 40
Park Report _____________________________________________________________________ 40
12. Jack House and Gardens _______________________________________________________ 42
Park Report _____________________________________________________________________ 42
13. Johnson Park ________________________________________________________________ 44
Park Report _____________________________________________________________________ 44
14. Laguna Hills ________________________________________________________________ 46
Park Report _____________________________________________________________________ 46
15. Laguna Lake ________________________________________________________________ 48
Park Report _____________________________________________________________________ 48
Laguna Lake Golf Course Report ___________________________________________________ 50
16. Meadow Park _______________________________________________________________ 51
Park Report _____________________________________________________________________ 51
Meadow Park Neighborhood Center Facility Report _____________________________________ 54
17. Mission Plaza _______________________________________________________________ 57
Park Report _____________________________________________________________________ 57
18. Mission Plaza Extension _______________________________________________________ 59
Park Report _____________________________________________________________________ 59
19. Mitchell Park ________________________________________________________________ 60
Park Report _____________________________________________________________________ 60
20. Poinsettia Park ______________________________________________________________ 61
Park Report _____________________________________________________________________ 61
21. Priolo Martin Park ____________________________________________________________ 63
Park Report _____________________________________________________________________ 63
22. Rodriguez Adobe Park ________________________________________________________ 64
Park Report _____________________________________________________________________ 64
23. Santa Rosa Park _____________________________________________________________ 65
Page 466 of 845
TABLE OF CONTENTS
Park Report _____________________________________________________________________ 65
24. Sinsheimer Park _____________________________________________________________ 67
Park Report _____________________________________________________________________ 67
Sinsheimer Stadium Facility Report _________________________________________________ 69
25. Stoneridge Park ______________________________________________________________ 74
Park Report _____________________________________________________________________ 74
26. Throop Park ________________________________________________________________ 75
Park Report _____________________________________________________________________ 75
27. Triangle Park ________________________________________________________________ 76
Park Report _____________________________________________________________________ 76
28. Vista Lago Park ______________________________________________________________ 77
Park Report _____________________________________________________________________ 77
Conclusion ______________________________________________________________________ 78
Assumptions ____________________________________________________________________ 78
Page 467 of 845
INTRODUCTION
Page 1
Introduction
San Luis Obispo is home to 28 parks that are maintained and operated by the Parks and
Recreation department. The 28 parks that were inventoried and assessed were the following:
1. Anholm Park
2. Buena Vista Park
3. Cheng Park
4. Damon-Garcia Sports Complex
5. De Vaul Park
6. Ellsford Park
7. Emerson Park
8. Eto Park
9. French Park
10. Islay Park
11. Johnson Park
12. Laguna Hills Park
13. Laguna Lake
14. Meadow Park
15. Mitchell Park
16. Santa Rosa Park
17. Sinsheimer Park
18. Throop Park
19. Vista Lago Park
20. Poinsettia Park
21. Triangle Park
22. Jack House
23. Rodriguez Adobe
24. Exposition Park
25. Mission Plaza
26. Mission Plaza Extension
27. Priolo-Martin Park
28. Stoneridge Park
This list was compiled and verified by the head of parks maintenance, Jeff Hendricks.
Additionally, three park facilities were reviewed: Sinsheimer Stadium, Meadow Park
Neighborhood Center, and Laguna Lake Golf Course (there was also a facility assessment that
was done for all the Parks buildings, these three are separate from that). For each park, an
inventory was collected as well as an assessment for most features, which was done through a
rating system. This data was collected using GIS and analyzed by a group of Cal Poly GIS
students, a GIS intern, and a long range planning intern. Following data collection, a report was
written for each park as well as summarized tables for each park and a master table for all City
parks in an excel document.
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METHODS
Page 2
Methods
Based off examples from other cities’ Park Inventories and the 2001 Parks Master Plan
inventory, a list was created, consisting of features that would be assessed and analyzed. This
list was edited and circulated to park staff, so it would be able to capture specifically what were
in SLO parks. Once this was established, these features were input and created in ArcMap,
which would then be transferred into the Collector for ArcGIS iOS application by ESRI. This
would allow all the students to perform field work and collect data. The data would be
automatically available and uploaded to the online GIS server so that it could be manipulated
and edited later. Before the data collection began, there was a kick-off meeting between the two
interns, the project manager, two Park staff, and the head of maintenance. Every feature was
discussed and the methodology behind the ratings were explained to attain a comprehensive
understanding of examined features. Data collection had a duration of approximately three
weeks. Previous data from the SLO GIS database was added to the datasets if they were
relevant. New attributes were added throughout the data collection period. Additionally,
inaccurate, old data was deleted. Once the data was collected, it was reviewed and verified for
quality assurance. The data was then transferred to the offline ArcGIS program ArcMap
(version 10.5.1.). Once a local copy was created for editing tables and reports were finalized.
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DEFINITIONS
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Definitions
PARK CLASSIFICATIONS
Mini Parks - Residents of the immediate area or those frequenting the area design these parks
for passive use. Basic elements are comprised of passive amenities.
Neighborhood Parks - Defined as an area which is convenient and accessible for active and
passive recreation to residents within a prescribed service area. Basic elements should include
turf playfield, playground equipment, landscaped picnic/seating area. Other elements may
include hard-surfaced courts, restrooms, group barbecue, incorporation of natural or cultural
features, and on-site parking. May also be developed with other public entities.
Community Parks - Usually identified by unique features, community parks may be constructed
for very specialized usages and include a wide range of facilities which would attract users
from throughout the city not included in smaller types of parks.
Ratings - This section defines certain features and the parameters for the ratings of said
features. The types of ratings were decided and verified by the project manager, the PR Element
Intern, and the head of Parks Maintenance. Some features ratings were determined to be (N/A)
meaning that there was not an adequate way to rate them or they did not need to be rated. In
order to get a cohesive understanding of how to rate the features, a field visit and meeting was
conducted between city staff, the two interns, and the head of parks maintenance. This would
ensure more consistent data.
Types - Although initially each feature was to be defined by material, type, or style (when
applicable), it was noted that this aspect of the analysis had no major importance to
maintenance staff. Due to this, some information was generalized. This will be noted in the
following section.
**For “Park Furniture/Amenities”, each feature is defined by type and rating because these
were the most abundant features seen and were in nearly every park. For the other categories of
features, the ratings and types were generally the same or N/A for each feature.
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DEFINITIONS
Page 4
General Assessment Ratings
1. Needs replacement or non-functional (e.g. missing pieces or beyond repair). Not serving
its primary purpose or functionality.
2. Needs repair or damaged or in state of disrepair but it can be restored to working order
(functional but flawed). Only partially adequate for its intended use.
3. Good condition; in good repair and its functioning as intended
RATED & NOT RATED
Rated Not-Rated
Adult Exercise Area Access Points
Baseball Field AED
Basketball Court Cell Tower
BBQ Child Lot
Bench Community Garden
Bicycle Rack Compost Area
Bleachers Flag Pole
Bocce Ball Hardscape area
Concession Stand Jack House Main House
Disc Golf Landscaped Area (Shrub Area)
Drinking Fountain
Meadow Park Neighborhood
Building
Dumpster Natural Area
Equipment Shed Off-Leash Dog Area
Garden Shed Parks and Rec Office Building
Gazebo Perimeter Fencing
Horseshoe Pit Rodriguez Adobe
ID & Entrance Senior Citizen Center
Informal Multi-Use Field Structure/Building
Lighting Tot Lot
Multi-Use Informal Field Trail/Walkway
Mutt-Mitt Turf
Off-Street Parking Waterbody
Other Court YMCA Facility Building
Pickleball Court Public Art
Picnic Table Public Fountain
Recycling Can Trees
Restroom
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DEFINITIONS
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Rated Not-Rated
Roller Hockey
Skate Park
Stage Area
Tennis Court
Trash Can
Volleyball Court
SPECIFIC RATINGS/TYPES FOR FEATURES DEFINED
Park Furniture/Amenities
Trash Cans
Types
There are many different “types” and “styles” of cans throughout the parks in
San Luis Obispo. In the data, “City Can”, refers to any style of can that is
permanently there. The other style is “Plastic” and this refers to the easily
replaceable and cheap temporary cans. These cans were the majority of cans that
were seen throughout parks. These were rated more loosely due to low
replacement cost and because minimal work had to be done to replace them in a
timely manner.
Ratings
1. A (1) rating for a “City Can” meant that it was either missing or entire
piece of the can or it was extremely cracked or falling apart. A (1) rating
for a “Plastic” can mean that there were holes in it, extreme sun damage,
or cracks.
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DEFINITIONS
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2. A (2) rating for a “City Can” meant that there may have been some
dents, minor cracks, or some paint chipping but the can was still useable.
A (2) rating for a “Plastic” can mean that there was any sort of crack in
the can or sun damage seen on the can.
3. A (3) rating for both types of can meant it was full functional. A (3)
rating could have graffiti on it and this was noted in the comments
section of the data. A (3) could have some slight rust or chipping.
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DEFINITIONS
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Benches
Types
There were many different styles and types of benches throughout the parks in
San Luis Obispo. In the data, benches were labeled by the type of material they
were. The same material type does not necessarily mean that they are the same
style of that material type. Most benches that were assessed in the park were
concrete or expanded metal benches. There were several decorative style
benches throughout the park that were noted. Other materials included wood and
other metal type benches.
Ratings
1. A (1) bench was a non-functional bench in terms of safety or use. Unsafe
concrete benches had rebar or metal that was exposed and spalling. If the
bench felt loose or wobbly when sitting on it due to the amount of cracks
in it, then it was a (1). For the expanded metal benches, if the paint was
wearing off and exposing large amounts of rusty metal then it was a (1).
2. A (2) bench had either some larger cracks or chips but did not affect the
feel or safety of the bench for concrete, or for expanded metal it had
some damage or some paint chipping but did not affect the safety of the
table.
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DEFINITIONS
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3. A (3) bench had some minor cracks or chips, or basic sun damage wear
and tear but otherwise safe and fully functional.
Picnic Tables
Types
There were many different styles and types of picnic tables throughout the parks
in San Luis Obispo. In the data, the tables labeled by the type of material. The
same material type does not necessarily mean they are the same style of that
material type. Most picnic tables assessed in the park were concrete or expanded
metal benches. There were also some wooden picnic tables we saw as well.
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DEFINITIONS
Page 9
Ratings
1. A (1) picnic table was a non-functional bench in terms of safety or use.
Unsafe concrete picnic tables had rebar or metal that was exposed and
spalling. If the picnic table felt loose or wobbly when sitting on it due to
the amount of cracks in it then it was a (1). For the expanded metal
picnic tables, if the paint was wearing off and exposing large amounts of
rusty metal then it was a (1).
2. A (2) picnic table had either some larger cracks or chips but did not
affect the feel or safety of the table for concrete, or for expanded metal it
had some damage or some paint chipping but did not affect the safety of
the table.
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DEFINITIONS
Page 10
3. A (3) picnic table had some minor cracks or chips, or basic sun damage
wear and tear but otherwise safe and fully functional.
Water (H2O) Fountains
Types
Although specific types of data regarding drinking fountains were not collected,
there were several different styles of this feature class. There were both metal
drinking fountains, concrete fountains, as well as some old and outdated
fountains.
Ratings
1. A (1) fountain had non-functioning faucets, was extremely chipped or
dented, or unusable. Very poor design or lay out.
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DEFINITIONS
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2. A (2) fountain could have been dented, minor cracks fountain could have
also been potentially clogged or leaking. Major paint chips.
3. A (3) fountain was fully functional, no major issues, basic wear and tear.
BBQs
Types
There were two styles of BBQs throughout the parks. Single stand BBQ pits and
large BBQ pits.
Ratings
1. A (1) BBQ pit would have huge cracks in it (if it was one of the large
pits), extreme dangerous rusting, or was broken and not functional.
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DEFINITIONS
Page 12
2. A (2) BBQ pit would have less major cracks (if it was one of the larger
pits) and had significant rusting.
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DEFINITIONS
Page 13
3. A (3) BBQ pit could still have some minor cracks (if it was a large pit)
and some minor rust but still fully functional.
Mutt-Mitt Dispenser
Types
All the mutt-mitts in the parks were the same style/type.
Ratings
1. A (1) mutt-mitt was completely unusable.
2. A (2) mutt-mitt was dented, graffiti, or slightly broken.
3. A (3) mitt-mitt had minor dents but was still functional.
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DEFINITIONS
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Bike Racks
Types
Bike racks in the park have a variety of different styles. Although the styles
were marked (peak rack, rack with plaque, or a U rack), there were multiple
other styles throughout the parks.
Ratings
1. A (1) bike rack was completely broken and one or more bike slots were
unable to be used.
2. A (2) bike rack had significant dents or damage to it but could still be
functional.
3. A (3) bike rack had minor dents or chipping and was fully functional.
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DEFINITIONS
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Lighting
Types
There were several different styles of light poles in the parks. The way lights
were categorized were by Pedestrian Scale, Security Street Lights, Sports Field,
Tennis Court, and Other. Pedestrian Scale light was a light that was generally
around a walking path, a play structure, or an area to generally keep a park
feature lit. A Security Street light was generally a light around entrances to the
park or by the parking lot for safety reasons. Sports field lights were around any
sort of field. Tennis court light were to light up the tennis courts.
Ratings
None of the park data was collected at night for safety reasons. The lights were
all assumed to be functional. The lights all received the rating of a (3) unless
there was obvious aesthetic concerns or breakage.
Public Art, Flag Poles, Public Fountains
Ratings
These features were not rated.
Utilities
Types
Data concerning utilities was not collected due to previously entered data, as
well as difficulty assessing the utilities. The data that was included were hose
connections, electrical outlet, water meter, backflow device, and irrigation
controller. There is no specific data concerning these utilities. The existing data
was not altered, and new utility data was not input due to inexperience with
assessing the feature.
Rating
These features were not rated and not included in this report or tables. This data
is in the raw GIS data.
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DEFINITIONS
Page 16
Signage
Type
The types of sign data that were collected was park entrance signs. Signs were
either metal, concrete, or wooden large signs.
Ratings
1. A (1) sign was extremely chipped, faded, or graffiti over to the point that
the original sign was indistinguishable.
2. A (2) sign might have been somewhat chipped, faded, bent, or somewhat
marked with graffiti, but it was still readable.
3. A (3) sign had minor chipping or bent but in no way did it affect reading
or need to be replaced.
Play Areas
Types
There are two “types” of playgrounds: tot lots (ages 2-5) and child’s lot (5-12).
The assessment reports the type of surfacing, wood chips/rubber, and the main
play equipment: swings, play structure, standalone equipment, or other. For the
most part, these play areas are labeled as one polygon and include many
different types of play equipment.
Rating
Since playgrounds are checked by park maintenance on a regular monthly basis
and have their own standard to follow in order to be compliant, they were not
rated in the data.
Play Fields
Types
Play fields were categorized by their purpose and based on feedback from city
staff pertaining to any changes or improvements on the field. Many of the
baseball fields were also multi-use informal fields because when it was not
baseball or softball season, the field could have been used for soccer activities.
Baseball/ Softball, Soccer/Multi-use Field, Informal/Multi-use were the types of
fields. The premises for deciding if it was a multi-use informal field was the
presence of a large, flat grassy area. Areas that were not described as such did
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DEFINITIONS
Page 17
not have collected data. Large grassy areas were noted in the report sections for
each park.
Ratings
1. A (1) field had an extremely patchy or dying grass field. For baseball
fields, if the infield section was extremely grown over with grass or the
backstop was broken/dangerous, and it affected the functionality, it
warranted a (1).
2. A (2) field had somewhat dead grass, yet still had a useable field with
some overgrowth.
3. A (3) field had healthy grass, nothing dangerous, and was fully
functional.
**Many of the ratings on fields include extensive commentary because it
was a challenging feature to rate because they are not always maintained
the same way due to seasonal changes.
Courts
Types
The court types that had collected data were Basketball, Tennis, Bocce,
Horseshoe, Sand Volleyball, and Pickle ball. In many cases, many courts were
painted for multiple activities, such as pickle ball courts being painted on a
basketball court or a tennis court.
Ratings
1. A (1) court had major cracking, broken fencing, broken equipment, or
was not able to function properly. It was very clear and obvious that
there were missing pieces or that it was not functional.
2. A (2) court was functional but had some cracking or some overgrowth.
Some lines may need to be repainted or are very faded. A new part or
extra maintenance could be beneficial.
3. A (3) court was fully functional. Minor aesthetic problems, but nothing
affecting the use. Well maintained, no obvious problems.
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DEFINITIONS
Page 18
Other Facilities
Types
The “other facilities” data was where we collected data for less common
facilities throughout the park. This included features such as Skate Park, Roller
Hockey, Disc Golf, 10-Hole Golf, Adult Exercise Equipment, Community
Garden, and Off-leash Dog Area.
Ratings
There were only several features that were noted so the general assessment
rating was relied upon. These were generally rated as a whole. Community
Gardens were not rated.
Vehicular Access
Types
Vehicular access was essential park parking. Off-street parking was any parking
lot for park only. On-street parking was not labeled as data on the map, but it
was more generalized in the report as to where the park was located and the
amount of available street parking.
Ratings
1. A (1) parking lot had extremely faded lines or no lines at all. There were
large amounts of cracks or “alligatoring” which is when the asphalt turns
into scale-like cracks. There was uneven pavement or potholes, making
the lot potentially dangerous.
2. A (2) parking lot had minor cracks or alligatoring. The lines were present
but may have faded and would need a new coat of paint within the next
few years.
3. A (3) parking lot could have minor cracks, but the lines were all painted
well and visible.
**Parking was generally rated. The entire parking lot or parking area
was rated, rather than individual parking.
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DEFINITIONS
Page 19
Access Points
Types
Access points were any opening in perimeter fencing (either ADA or not) that
was either for vehicle entrance or pedestrian entrance. If there was a long stretch
of open area into the park or no fence, no access point was noted. This was not
considered an access point in the data although it is mentioned in the report.
Anywhere where there was a clear break in a neighborhood or fence or large
vegetation was considered an access point to the park.
Ratings
These were challenging to rate. They are not ratted in these tables, although in
GIS they are rated and there are comments stating if they are ADA or not.
Natural Features
Types
Refer to assumptions paragraph in the conclusion section.
Rating
These features were not rated.
Turf & Hardscape Areas
Types
Refer to assumptions paragraph in the conclusion section.
Ratings
These areas were not rated.
Trails/Parkways
Types
Pedestrian trails through the parks were any areas that were clearly paved out to
be a walking trail. A hard surface trail was paved with asphalt or concrete, and a
soft surface trail was dirt. The trails could have been very long and went around
or across the whole park, or they were very small and just went from a picnic
area to the playground.
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DEFINITIONS
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Ratings
In the GIS data the trails have some ratings, but ratings are not included in the
tables because it is not clear if they were rated as a whole or not during the field
assessment.
Buildings/Structures
Types
“Building and Structures” were any other sort of data was put that was a
building or a structure. These were not very common in every park and were
only in a few of the parks. Some examples of this include Picnic Shelter,
Restroom, Concession Stand, or others including Gazebo, Pergola, Band Stand,
and Garden Shed.
Ratings
Building and structures were rated as a whole. For example, rather than looking
at one stall in a bathroom, or one door on a concession stand, the entire
building/structure was rated. The general assessment ratings were used to
generally depict the condition of the building. They were rated by combing the
quality of the aesthetic look of the building as well as the functionality of the
condition it was in for what it was made for. Large facility buildings such as a
community center or a facility were not rated.
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PARK INVENTORY
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Park Inventory
1. ANHOLM PARK
Park Report
Address: 870 Mission Street, San Luis Obispo, CA 93405 | Collected By: Danny Han 2/2/18
Anholm Park is a very small neighborhood park with a single entrance point from Mission
Street. There is a single, small sign with the park name and another sign containing vague park
rules. At the front of the park, there is a small rectangle lawn and a short sidewalk connecting
the neighborhood sidewalk to the woodchip playground. The park is located between two
standards, single-family homes on a similarly sized plot as the nearby houses. Due to its
neighborhood location, the only parking available is on the street. There is a single bike rack at
the front of the park with a 5-bike capacity. Both the Ramona at Palomar and Santa Rosa at
Murray bus stations are approximately 0.5 miles from Anholm Park. There are no lights of any
sort within the park boundaries. Despite this, the size and neighborhood location still provide a
relatively safe feel.
There was no space in this park dedicated to sports or
gardens. The park consisted of playground structures and
large trees. There were two main playground structures:
one that catered to younger children and another larger
structure that included small rock climbing walls and
slides that accommodated larger children. Near the large
playground structure, there was an old-fashioned
playground roundabout that many kids can fit on at
once. The park also included swings for small children
closer to the entrance of the park and a tire swing
towards the back. Currently, the Child lot is being
affected by the tree that is damaging the fence. Posts and Figure 1a. Clogged drinking fountain
(rated 2)
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PARK INVENTORY
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platforms are not plumb or level anymore, the fencing is the City’s and its sits on a wood
retaining wall. The tree roots will have to be trimmed and the tree removed to make the repairs
of replacing the retaining wall and the fence. Anholm park facilities are likely to maintain great
condition due to the low depreciation because of its size and location. The park contained no
lighting and is well shaded by two large trees.
The park has one trash can, one water fountain, one picnic table, and one mutt mitt dispenser.
The mutt mitt dispenser is slightly chipped and dented and part of the water fountain is clogged
(Figure 1a.). Despite these minor flaws, the mutt mitt dispenser was rated a 3 and the water
fountain a 2. Aside from this, the mentioned amenities were in good condition.
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PARK INVENTORY
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2. BUENA VISTA PARK
Park Report
Address: 100 Block Buena Vista, San Luis Obispo, CA 93401| Collected By: Danny Han 2/9/18
Buena Vista Park is a small oval-shaped mini park. This park is located several blocks from the
nearest bus stop but is very close to the 101 freeway. The bus stops closest to Buena Vista Park
are Grand at McCollum and Grand at Wilson. There is sufficient street parking surrounding the
park. There are no bicycle racks within the park. The park itself has few features, with only
four wooden benches at the ends of the parks. Most of the benches were in a relatively
acceptable condition; however, one bench needs maintenance work done due to deteriorating
wood. There is one pedestrian-scale light at the end of the park. There are several signs along
the boundaries of the park, all of which are in excellent condition. An area of concern includes
the walkways both at the north end and south end of the park. The cement appears to have been
compromised by the nearby underlying tree roots, thus uplifting some of the pavement. This
serves as a hazard to residents as it increases potential for injury from tripping over the uneven
surface.
The park is located on a steep slope. However, since the park is an open space, it can still
accommodate most sports and games.
There are no trash cans or any other amenities located within the park boundaries.
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PARK INVENTORY
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3. CHENG PARK
Park Report
Address: 1095 Marsh Street, San Luis Obispo, CA 93401 | Collected By: Danny Han 2/2/18
Cheng Park is a small Asian-themed park that can
be accessed from the intersection of Marsh Street
and Santa Rosa Street. The urban location of the
park provides several proximal bus stops located
at Santa Rosa at Marsh, Marsh at Osos, and Santa
Rosa at Higuera. The park is also only a short 0.3
miles away from the Downtown Transit Center.
There are not any bike racks within the park
boundary or parking dedicated to the park itself, but
street metered-parking is available on adjacent roads. There are no lights in Cheng Park, but the
nearby street lights allow for improved
safety during the night hours. There is
no park ID or signage in the park. This
drained waterbody is built around a
central Chinese pavilion (Figure 3a).
The water body appears to have been
drained for a long time due to the
accumulation of dirt and leaves.
Figure 3b shows this dirt
accumulation in the
drained body. The natural areas are sparsely vegetated and
appear to receive little maintenance.
There is one public art piece within Cheng Park titled Cheng Park Tankhead Fish (Figure 3c.).
There are no sport or game related spaces within this park. It consists primarily of concrete
Figure 3b. Drained water body (rated 3)
Figure 3a. Chinese pavilion overlooking
drained water body.
Figure 3c. “Cheng Park Tankhead
Fish sculpture
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PARK INVENTORY
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sidewalks and a single bridge that goes over a natural area. The only furniture in the park are
the cement benches located along the paved sidewalk. The park does not have any trash cans,
water fountains, or other amenities.
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4. DAMON-GARCIA SPORTS COMPLEX
Park Report
Address: 680 Industrial Way, San Luis Obispo, CA 93401|
Collected By: Jena Van Gerwen & Keara Amble 2/5/18
Damon-Garcia Sports Complex is an approximately community
park located of off Broad Street and Industrial Way. There is
one access point to the park located off of Industrial Way. The
entrance is in front of the park’s parking lot. The parking lot has
a total of 164 spaces, 10 of which are ADA and another 10 that
are motorcycle spaces. Some handicap spaces do not have
defined lines to identify the spot, while others are completely
missing parking space boundaries. This can be better seen in
Figure 4a. There is a bus stop for the 1A SLO Transit bus that
stops 0.2 miles away from the entrance to the park. This bus route also goes to the San Luis
Obispo County Regional Airport that is located a mile from the
park. There are 5 bike racks in the park that all accommodate
multiple bikes. Damon-Garcia Sports fields are very well lit with
both sports field and pedestrian-scale lights. The pedestrian-scale
lights are along the perimeter of the park, while the sports lighting
keeps the centers of the sports fields entirely lit. There is a small
transient community of two or three persons that mostly stay along
the natural area and creek on the west end of the park. The park is
well landscaped along the entrance and perimeter of the park. The
entrance of the park has a sign that states the park rules of “Permitted
Play Only” that is supposed to be in the center of the walkway, the
sign is removable to allow for maintenance vehicles access to the fields. In Figure 4b, the sign
can be seen leaning against a fence to the side of the entrance. There are multiple signs in the
park that serve as rules and regulations.
Figure 4a. Faded Handicap
parking spot
Figure 4b. Detached rule
signage
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PARK INVENTORY
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Damon-Garcia Sports Complex has a total of four multi-use soccer fields. These fields serve as
the main body of the park and are in great condition. The turf fields are used primarily for
soccer, rugby, and football; however, the park has also been used as a track along the perimeter.
The park has many benches located around the perimeter
of the park, but no picnic tables. There is one public
restroom that offers a few stalls each for male and
female, as well as three additional structures/buildings at
Damon-Garcia. These structures include a concession
stand and two maintenance/equipment facility. There is
no on-site storage facility for equipment, the facility
equipment is store in the concession stand. Towards the
west end of the park, there is a public art piece titled
“Strong Play Ethic” that was created by Stephan Plowman, Carol Paulsen, and Stephen Van
Stone. This public art piece can be seen in Figure 4c. There is
one water fountain located at the entrance of the park that is
ADA accessible and no public fountains. There are multiple
city trash cans around the park. These are primarily waste
bins; however, there are also few recycling bins throughout as
well. Some of the trashcans have rusty top rim pieces. At the
entrance of the park, there was one can that was missing a
chunk of cement near the metal rim, as seen in Figure 4d.
Figure 4c. “Strong Play Ethic” created by
Stephan Plowman, Carol Paulsen, and Stephen
Van Stone
Figure 4d. Chipped trash can
located near park entrance
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5. DEVAUL PARK
Park Report
Address: 1651 Spooner Drive, San Luis Obispo, CA 93405 | Collected By: Allison Cleary
1/31/18
Devaul Park is a park located on Spooner Drive, at the Southeast end of Madonna Road. It is in
a residential area with houses and apartments bordering on all sides. The surrounding streets
include Madonna Road, DeVaul Ranch Drive, and Spooner Drive. The nearest bus stop is
LOVR at Madonna on the 2B route. There is no parking lot for DeVaul Park, but there is plenty
of street parking surrounding it and there is one bike rack with three spaces. The park does not
have a perimeter fence and therefore is accessible from all sides. There is also ADA
accessibility due to multiple sloped wheelchair ramps. The park is very well kept and seems
very safe, with no signs of the transient community present. There are plenty of street lights
surrounding the park and some along the path in the park. A paved path follows the edge of the
park and then passes through the middle past the playground. There is a large grassy area in the
park which is used for pick-up style games, but not for permitted play, with a slightly lower
elevation that looks like it used to be a small lake. This large turf area is not used for permitted
play but can be used for pick-up styled uses. It appears that there has not been water in it for
years, but there are still multiple signs surrounding it warning the public to stay away from the
water and reminding them of the danger of drowning. There are also multiple signs around the
park stating that recycled water is used so it is not potable. Other signs include parks
hours/rules and reminders for residents to pick up after their dogs.
In the middle of this park is a playground intended for 5-12-year old children (Figure 5a) that
is covered in wood chips. This also includes some smaller play equipment for younger children,
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a tot lot. There is a full basketball court across
from the playground that does not appear to
have specific lighting for it.
There are 6 metal and concrete benches around
the park perimeter and near the playground.
There is an area with picnic tables and trash
cans near a water fountain and bike rack. The
other picnic tables are on the other side of the
playground and in the middle of an open grassy
area, each with a trash can. All trash cans in this
park were for trash, with none designated for
recycling. This park has 1 Mutt Mitt station. There are pedestrian-scale lights in the park with
plenty of street lights around the outside of the park also keeping the park well lit. This park did
not have a restroom or any barbeques.
Figure 5a. Play structure designed for children
between 5-12 years old
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6. ELLSFORD PARK
Park Report
Address: San Luis Drive near California Avenue, San Luis Obispo, CA 93401 | Collected By:
Danny Han & Kingston Chen 2/2/18
Ellsford Park is a small park that is very open. It can only be entered through San Luis Drive.
The closest crossing street is California Boulevard. It is located across the street from San Luis
Obispo High School and lies next to the San Luis Obispo Creek. Parking is limited to streets
and there are no bike racks or bus routes that pass directly in front of the park. However, the
SLT San Luis Drive Tripper drives along San Luis Drive and turns on California Boulevard
before the park. This route has an untitled stop located next to the west end of the high school.
Because the park is open along San Luis Drive, it appears to be a safe place. Although there is
no lighting and the park is mostly shaded by surrounding trees. The park is surrounded by
natural areas on all sides other than San Luis Drive. There is only one sign in the park that
serves as a warning about an eroding bank and drop off beyond park boundaries.
There is nothing in this park related to sports or games. The park consists of only flat grounds
covered by wood chips with no nighttime lighting.
The park has a single plastic trash can located in the east corner of the park. It is accompanied
by three expanded metal benches and a single sign serving as a warning for an eroding bank
and drop off. These are all the features and amenities located in the park.
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7. EMERSON PARK
Park Report
Address: 1316 Beach Street, San Luis Obispo, CA 93401| Carrie Simmons 2/6/18
Emerson Park is a community park located in the downtown area of San Luis Obispo off
Nipomo Street. This park is home to the Park and Recreation main offices, 1341 Nipomo
Street. The park takes up and entire block and has an entire side of street access from Nipomo
Street but has perimeter fencing around the rest of the park. There are five access points into
the park, two from Pismo Street, two from Beach Street, and one from Pacific Street. All of
these are non-ADA pedestrian access and one is vehicular only access. There is a city bus stop
located right in front of the park on Nipomo Street. There is one parking lot for park use which
encompasses 15 non-disabled spots and 1 ADA spot. Almost all the spots were labeled “permit
only”, for City personnel parking for Parks and Recreation Department employees, and a
couple of the spots were metered for public use. The lines of the parking lot were fairly faded
as well as the directional arrows. There is a lot of on-street parking around the entire perimeter
of the park, on the Nipomo Street side of the park all the on-street parking is metered. There are
several bike racks around the offices as well as a City bike locker which together can hold
around 10-12 bicycles. Lighting in the park is minimal and not spread out across the whole
park. There some lighting around the facility, parking lot, and the playground area but not on
the other side of the park. There is a safety concern in the park with a prominent transient
community, specifically around the parks offices building. There is quite a bit of landscaping
that follows the perimeter of the park on Pacific Street and in front of the parks offices the
landscaping is very well maintained compared to the landscaping behind the park offices. There
are two main shaded areas in the park which is located to the right of the park offices above the
picnic table areas, as well as the side of the park with the tree landscaping along Pacific Street
An estimated 20% of the park is shaded. Emerson Park lacks a main park entrance sign, the one
metal sign it does have is completely graffiti over and is not very visible to the public, the only
main entrance sign is in front of the Parks offices, but it does not say Emerson Park. There are
multiple rule and regulations signs throughout the park itself.
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Emerson Park has a large multiuse field that encompasses around a third of the park. The field
is used for soccer practices mainly and informal field games, but also has a back stop in the
back right corner of the field for youth baseball/softball. It is also used for rugby and flag
football practicing and in the past has been used for
Junior Giants, but mostly pick-up style games and
lounging. The field is in very good condition. There
is one free standing basketball hoop with two nets
that could use some maintenance. The asphalt itself
is very cracked with uneven pavement. There is a
full-size basketball court here (Figure 7a). Neither
of these areas are lit. Emerson Park is home to the
only Bocce Ball court in SLO. There are two courts
that are very actively used and are in good
condition. There is one play structure in the park and
it is a woodchip tot-lot with a play structure and a few
standalone structures. The play structure was built in
2013 and is in very good condition. The structure has
some lighting around it. Another unique feature to the
park is an adult fitness area (Figure 7b). This area has
rules posted on the perimeter fencing surrounding the
area. Although the area is utilized frequently, there are
a lot of missing pieces to some of the equipment that
make them non-functional. The equipment is very specific and unique, and it is very
challenging to find replacement parts for it. On the Pismo Street side of the park, there are old
remnants of some concrete court that is not functional and is no longer used. This should be
removed or repurposed. Emerson is also home to one of SLOs community gardens and is
located on the corner of Nipomo and Pismo Streets. The garden has 40 plots for city residents
to lease.
Figure 7a. Full sized basketball court in good
condition
Figure 7b. Adult fitness area
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There is one main picnic table area which is located between the Parks offices and the
Community Garden. These tables are not shaded and are typically all expanded metal material.
There is also a bench area with decorative styled benches in the same area. There are no public
bathrooms at Emerson Park. At the entrance of the park there is a piece of public are work,
“Flames of Knowledge” (Figure 7d), as well as “Community’s Bridge” (Figure 7c). The
“Community Bridges” piece is in the form of six artistic benches in the park. There are no
recycling cans, but there are eight trash cans, a composting area, and one dumpster. The style of
trashcan is all plastic temporary cans. There is also a compost area for the garden which is
simply a pile of compost on the ground. There is one water fountain. Mutt-mitts are located
around the perimeter fencing of the park. Overall, park furniture is in good condition.
Figure 7c. “Community’s Bridge”
Figure 7d. “Flames of Knowledge”
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8. ETO PARK
Park Report
Address: 170 Brook Street, San Luis Obispo, CA 93401| Collected By: Danny Han 2/2/18
Eto Park is a mini park located at the end of Brock St off South Street. With one main entry
point for pedestrians and an access point for vehicles, the park contributes to the
neighborhood’s quiet aesthetic. The park has two disconnected natural features, both of which
are in acceptable shape. However, it appears some of the landscaped area is not well
maintained as there are several plants that are not in healthy conditions. There is a water body
associated with one of the natural, landscaped areas although at the time, the water was not
present. The “water body” is a dry creek, is for esthetics only and never holds water.
The park is located at the end of a street lined with homes and across from Street Luke
Missionary Baptist Church. From the park, Madonna Road and Higuera Street are visible, and
behind it is the San Luis Obispo Creek. There are several bus
stops that are close to the park: Higuera at South, Higuera at
Bridge, and South at Parker. Although it is limited, there is a
small area for street parking. Unfortunately, no bicycle racks
are in the area. Also, there are no visible street lights near
Eto Park which may reduce a visitor’s sense of security.
There are no features related to sports or games.
There were no trash cans directly within the park boundaries
at the time of assessment. The four stone benches in the park
were overall clean, however, the structural integrity of
some of the benches seem to have been breached. Though
they were not an immediate danger, some of the bench
surfaces were not properly secured to the legs (Figure 8a).
Figure 8a. Bench surface not properly
secured to legs (rated 1)
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9. EXPOSITION PARK
Park Report
Address: Exposition Drive, San Luis Obispo, CA 93401| Collected By: Danny Han 2/7/18
Although connected to another nearby park (Meadow Park), Exposition Park is a community
park several amenities to accommodate the residents who wish to take a scenic stroll through
the park. The entrance to the park is located on Exposition Drive and the park ends
approximately where the two paths converge into one, which is where the border to Meadow
and Exposition Park. There are two additional access points located on Sendero Street and King
Court and are located directly across from each other in the middle of the park. There is a
bridge which connects the two. There is available street parking
although there are no bike racks near this entrance. There are no
bus stops located on Exposition Drive, although there are two
bus stops on South: South at King and South at Meadow Park.
The main amenity at Exposition Park is a pathway that loops
through the park. The pathway is non-ADA because of extreme
slopes throughout the pathway due to the intersection that the
path has with the creek and the path dips down to help with
creek flow. At the time of assessment, there were six adult
exercise equipment stations along this pathway. There was one
station that was rated a 2 due to a missing back board (Figure
9a). There was also one station that was rated a 1 simply
because the equipment was not present. The individual
exercise stations (adult exercise area) are being removed as they fail (don’t make replacement
parts). The City is currently trying to get a civic group (Rotary, Kiwanis, etc.) to use it as their
annual project. There is no lighting throughout this entire park or along the walkway. The lack
of sufficient lighting in the park may decrease this sense of security during the night. A
potential addition to this park would be more security and pedestrian lighting. There is a
Figure 9a. Adult fitness
equipment missing a backboard
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plethora amount of shading throughout the park. The park is filled with natural flora which
residents can indulge in while partaking in the scenic walk. There is one long water body
running through the center of Exposition Park and continues from each end of the park. This
water body was not rated. Trees cover the park and a majority of the pathway is shaded. There
was no entrance ID sign to Exposition Park.
At Exposition Park, there are no designated areas for sports although there is enough open
space for small recreational activities. The only “sport” feature as mentioned above is the six
adult work out equipment throughout the park.
In general, the park is in acceptable condition, although there are certainly aspects to the park
that could be improved upon. Several of the benches at the entrance of the park were rated a 2
simply because the wood was beginning to deteriorate. However,
one bench near the north entrance on King Street has a large
chunk of the wooden seat missing, as well as a visible nail. The
nail slightly protrudes out from the bottom of the seat. There are
a total of 14 benches spread out throughout the park. Many of
these benches are placed next to or nearby an adult exercise
equipment station. Benches were also sparingly placed in the turf
area in the loop of the park for resting and enjoying of the natural
areas. There were also three Mutt Mitt stations located along the
path. The Mutt Mitt stations were all functional although the
ones on the south side had slight dents. There were three trash
cans, though none of which were for recycling. The trash can placed at the access point on
Exposition Dr. was in poor condition and rated a 1 (Figure 9b).
Figure 9b. Trash can near
Exposition Drive access point
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10. FRENCH PARK
Park Report
Address: 1040 Fuller Road, San Luis Obispo, CA 93401| Collected by: Carrie Simmons 2/7/18
French Park is a Neighborhood Park located off Broad Street and Tank Farm Road. This is the
southern region of The City and is in a highly residential area. The park is bound between
Poinsettia Street, Fuller Road, Morning Glory Way, and a neighborhood around Bluebell way.
There are multiple access points to the park. The portion of the park along the roads include
four pedestrian access points and one vehicular access points from the sidewalk. There are two
non-ADA stair access points from Bluebell Way. The closest bus stop to this park is at Tank
Farm at Hollyhock. This is approximately 0.2 mile away from the park. There is one parking
lot for off-street parking for park goers which holds 28 cars and one ADA spaces. There is a lot
of chipped and faded lines. The asphalt is alligatoring and there are some uneven pavements
allowing for a potential tripping hazard. There is an abundance of on-street parking along all
the surrounding streets. There is one bike rack which allows for approximately 7 spots for bike
parking.
There are some safety concerns that revolve around the common appearance of the transient
community at this park. There is a good amount of lighting throughout this park. There is a
hard-surfaced path way that that surrounds and goes through the entire park and there are lights
along a majority of the entire path. There are also lights surrounding the parking lot and the
picnic table area. A majority of the park is a large grassy field which surrounds the entire
hardscaped structured and court areas of the park that is in the center of the park. There are
sometimes contract classes held here, but the area has too much slope for any practical play,
unless the play takes place in the outfield of the youth baseball field. The turf, besides the field
area, is sloped and there are trees and a pathway that runs through it, but there are commonly
people doing informal games here. This park is not very shaded, roughly a quarter of the park is
shaded, and it is mainly in the grassy areas, not where the park is developed.
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There is a large concrete entrance sign that is very noticeable when you drive by or enter the
park which is in front of the parking lot.
French Park offers almost every single type of sport and activity amenity available in a park for
the public. French Park has a full-sized basketball court with fixed hoops. The court is in good
condition has surrounding benches for viewers. The court is also equipped to play pickle ball
with three pickle ball courts painted on the basketball court. This court is not lit. There is a full-
sized tennis court that is not lit but has many rules and regulation signs and is frequently used.
This court is also painted with two pickle ball courts as well. This court is in very good
condition. There is one full sized softball/baseball field. There is a temporary seasonal fenced
area in the outfield to create a perimeter around the field. This field equipped with bleachers, a
equipment shed (that is also used as a concession stand that is maintained and owned by youth
baseball), a back stop, and two dugouts. The field is also used as a multipurpose field for soccer
practicing and other informal sporting events when it is not baseball/softball season. All these
features are in good condition. There is also horse shoe pits at this park. The pits are not in very
good condition. The surrounding landscaping is extremely over grown into the court and the
pits themselves are filled with leaves. There is also a sand volleyball court. This is also not
maintained very well; the landscaping is also encroaching a lot and there is an abundance of
leaves in the sand. There is one large wood chipped play structure area. This playground area is
equipped with swings, a play structure, and multiple free-standing play equipment. There is
equipment for both a tot-lot and a child-lot. There is lighting around this and benches.
This park is well equipped with picnic areas and for families and the
community to enjoy a day or an event at the park. There are benches
located around some of the courts in the park, but there is a main picnic
table area with a dozen or so tables. This picnic area surrounds a small
concrete stage and a barbeque area. There is a large barbeque pit as well
as a table to the side of the pit. The tables are in horrible and dangerous
condition and that they are being replaced although not all at the Figure 10a. Rusted picnic table
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same time. Figure 10a shows the tables rusted and falling apart. The style of the park furniture
is a blue expanded metal. Most of the benches and tables were of this material. The trash cans
had some very old outdated cans that included a few recycling cans and trash cans. There were
also the very common plastic bins.
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11. ISLAY PARK
Park Report
Address: 1151 Tank Farm Road, San Luis Obispo, CA 93401 | Collected By: Carrie Simmons
2/7/18
Islay Park is a neighborhood park located at the base of Islay Hill Open space on the south east
side of San Luis Obispo off Tank Farm Road. Islay Hill Park is secluded and has limited access
points. The main access point is off Tank Farm Road with vehicular access and a short segment
of side walk. There are a few other access points from the surrounding neighborhoods which
include one access point from Buckeye Court by use of a bridge, and another access point on
the south end of the park from Wavertree Street by use of a bridge. The closest bus stop to the
bark is on the corner of Tank Farm Road and Wavertree Street The main parking lot is located
at the entrance of the park which holds an estimated 30 parking spots and 2 ADA spots. There
is no stripping in this lot. There is no on-street in the close vicinity of this park except on the
neighboring street access point areas. There is one bike rack with a capacity to park seven
bicycles. There is little to no lighting in this park besides one light source at the parking lot/bike
rack. There is a lot of natural area throughout this park. The northern front area of the park is
where the structures courts, fields, and play ground is located and the southern area of the park
is all-natural area with an unlit walking pathway which loops around. This is a potential safety
concern, especially with such a large area of the park in a dark shaded area. Due to the sloped
areas and uneven pavement of the pathway it is non-ADA. Around 50% of the park in shaded,
mainly in the natural areas. Islay Park has a large concrete entrance sign depicting the name of
the park as you enter with some landscaping around it. There are other landscaped areas in the
front of the park in small patches.
There are many activity features in Islay Park. There is one full sized fixed hoop basketball
court. The court is in good condition and it not lit. There is one full size tennis court in good
conditions with many rules and regulation signs. There is one full sized sand volleyball court. It
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is in good condition but there is some slight over growth of grass. There is one full size softball
field equipped a back stop, a storage facility, and a
fully functional infield. These features are all in good
condition except for the storage facility located near
the backstop which has a very large hole in the metal
door, this is currently on the list for maintenance to
replace. There is a tot lot and a child lot at Islay Park.
There are play structures, freestanding, and swings at
these play grounds (Figure 11a). They are very
accessible and there are benches surrounding the area
for watching the children.
There are a lot of spread out picnic table and trash can areas throughout the park, mainly spread
out following the pathway in the park. There is a dumpster area in the parking lot of the park,
although there is no dumpster currently there. Mutt-Mitts are also sparingly spread out across
the parks, mainly at the access points. There were no recycling bins within the park. There is
one public restroom located at the entrance of the park with a male and female stall, both ADA
compliant. There is only one water fountain in the park. Because there are a lot of sport
facility’s here, it may be a good idea to put in more fountains or hydration stations. In general,
all the features here are in good shape. The benches and picnic tables are majority if not all
concrete style benches and the trash cans are a majority plastic cans.
Figure 11a. Play structure
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12. JACK HOUSE AND GARDENS
Park Report
Address: 563 Marsh Street, San Luis Obispo, CA 93401 |
Collected By: Jena Van Gerwen & Keara Amble 2/15/18
Jack House and Gardens is a community park located in
downtown San Luis Obispo. An ADA compliant access
point can be found on Marsh Street along with a clear park
entrance sign (Figure 12a). The park itself has well
maintained lawns and historic buildings. Jack House and
Gardens provides docent-led tours and features special
events, typically weddings. The urban location provides
several proximal bus stops including Nipomo at Marsh,
Marsh at Broad, Nipomo at Higuera, and Nipomo at Pismo.
There is no directly associated parking lot, but metered
parking can be found on the street or in nearby parking structures.
The park has safety lighting since there are some special events
that are permitted until 10 PM, although usual park hours are from
dawn to dusk. The park is a well preserved and maintained
historic site in San Luis Obispo, which explains why all the
features are in great condition. The downtown area does
commonly have a transient community presence, which
compromises the safety feel of the park.
This park is primarily used for historic tours and weddings
rather than sports or games. Due to its intended use, Jack
House and Gardens does not have any play structures, courts/fields, or any other sport-related
features. It has a luscious community garden that is a large part of the overall appeal of the
park.
Figure 12a. Jack House and
Gardens Entrance sign
Figure 12b. Front of historic
Jack House
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Jack House and Gardens has one barbeque, multiple trash can storage area (which are hidden
behind the main bridal suit/kitchenette), ten wooden benches and a paved trail that extends
from the main house to the barn. There is a gift shop, a bridal suit/kitchenette that is separated
but connected to ADA bathrooms, and a barn area that is used for storage. The benches provide
seating for people to sit and enjoy the luscious lawn and community garden. There is a Gazebo
as well as a fountain that is functional but only used for events. All amenities are in great
condition and had a 3 rating. An American Flag is located at the entrance of the main house.
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13. JOHNSON PARK
Park Report
Address: 1020 Southwood Drive, San Luis Obispo, CA 93401 | Collected By: Kingston Chen
2/20/18
Johnson Park is approximately a neighborhood park that is located between Sinsheimer Park
and the San Luis Obispo County YMCA. Onsite parking is lacking due to use by YMCA
members, however, there is street parking on both Augusta Street and Southwood Drive.
Additional parking is also available in the Sinsheimer parking lot. The closest bus stop is
Augusta at Laurel which is approximately 500 feet away. Additional lighting should be added
to the park because there is virtually none within the park. Some ways to renovate this park
would be to improve the concrete trail or provide more accessible parking because the off-street
parking lot is mostly used by YMCA members. Some features that received a rating of 1 and
must be looked at immediately are a faded stop sign and destroyed wooden bench (Figure 13a,
Figure 13b.)
Johnson Park has several activity features including a medium sized basketball court, two play
structures, one for toddlers, one for children, and most of the park consists of open turf. The
Figure 13a. Faded Stop sign
Figure 13b. Broken park bench
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basketball court is round and therefor is not for regulation use. There is also a short bike path
included spanning the length of the park.
One of the most iconic features of this park is the large barbeque area with over a dozen picnic
tables that would be great for hosting outdoor events. There are also multiple electrical outlets
(which are only permitted for City use), and plastic trash bins included in this outdoor event
area, which dramatically improves the functionality of events. Additionally, the park has an
onsite restroom and two mutt mitts to maintain the cleanliness of the facility. Lastly, a water
fountain perfectly accompanies all the outdoor activities. The overall theme of the park is that
there is a vast amount of open turf and would be great for a family picnic.
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14. LAGUNA HILLS
Park Report
Address: 890 Mirada Drive, San Luis Obispo, CA 93405 | Collected By: Allison Cleary 2/2/18
Laguna Hills is a neighborhood park. It is located at 890 Mirada, and there are 4 main access
points from San Adriano Court, Valecito Court, and Mirada Drive. At
the San Adriano access point there are bollards that need to be
refurbished (Figure 14a). There is no off-street parking at this site,
however, there is plentiful on street residential parking on the three
streets mentioned before. This park can be accessed through SLO
transit at the bus stop of Del Rio at Descano.
In terms of amenities this park provides 2 play structures, one for kids
(5-12 years old) and one for toddlers. The rules of use for these
structures are each indicated by a sign in good condition. One of the
most important features is the vast amount of open space in the form of natural features, and
informal multi use field space.
This park has three items with a rating of 1, indicating that it needs to be addressed
immediately. The first is a cement drinking fountain that is leaking and has exposed rebar
(Figure 14b). Almost all the water that enters the drain comes right
back out onto the pavement below. Additionally, two plastic trash
cans need to be replaced because they are damaged beyond
conventional use (Figures 14c & 14d).
Improvements that can be made to the park include adding bike
racks and additional lighting that will increase access and the overall
functionality to the park.
Figure 14a. Paint
chipping on bollards
Figure 14b. Leaking cement
drinking fountain
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Figures 14c & 14d. Broken and dirty trash cans
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15. LAGUNA LAKE
Park Report
Address: 504 Madonna Road, San Luis Obispo, CA 93405 | Collected By: Danny Han 2/12/18
Laguna Lake is a Community Park that is the largest in SLO. It is located at 504 Madonna
Road and resides directly next to Laguna Lake. The main entrance road to the park is on
Dalidio Drive, a small street off the main street Madonna Road. A small road at the entrance
leads to two separate parts of the park: the Laguna Lake Off Leash Dog Area and the Laguna
Lake Park. There is a connection to the Laguna Lake open space at the end of the park which
leads to several trails (including a newly created ADA trail). At the Laguna Lake Off Leash
Dog Area, there are approximately 14 parking spaces total, although residents can park on the
side of the road leading up to the dog area. The boundaries to the dog area noted by a fence that
borders the front of the dog area and a boundary noted by boulders on the opposite end. At
Laguna Lake Park, there are two separate parking lots to accommodate for park visitors. There
are two bike racks between the two parks for those who wish to bike to the park, both of which
are in acceptable conditions. Street parking is not a problem and widely available. The closest
bus stop is the Promenade located in the Madonna Plaza. Lighting at the Park was limited and
can most optimally be used during the day.
In terms of activity features Laguna Lake there were two playgrounds in good condition, a tot
lot, and an area for 5-year old children, both with a wood chip base. The most important
activity feature is the open space for human and dog use. There is a sand volley ball court as
well as a large disc golf course that runs across the entire park. Additionally, there is a
running/walking pathway throughout the park that features 10 adult exercise stations. There is a
memorial tree grove that runs through the front of the park and extends along the side of the
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park in which trees can be planted with a plaque noting who
planted them and what they are. There is also a Gazebo area
located in the center of the park.
The Park Features include several mutt mitts to accompany the
vast amounts of open space. Restrooms are also included on
site necessary to be used with the 12 functional barbeque pits
at the site. Of the 12 BBQ’s, two are large for events (use by
reservation) and the others are stand-alone for single use.
Furthermore, the cleanliness of the open space can be
attributed to the 23 trash cans scattered throughout. Some
improvements that can be made to the park are refurbishing the items that received a rating of
1, a barbeque with a hole in the bottom (Figure 15a), broken picnic tables (Figure 15b), and a
crushed trash can (Figure 15c). Additionally, there are two boat ramps located in the park
leading to the lake, and an ADA trail beyond the boat ramp.
Figure 15a. BBQ with hole in bottom
Figure 15b. Picnic Table with
exposed metal
Figure 15c. Crushed Trash
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Laguna Lake Golf Course Report
Laguna Lake Golf Course, 11175 Los Osos Valley Road
The Laguna Lake Golf Course is a 27-acre, 10-hole golf course located off Los Osos Valley
Road that was created in the 1960s/1970s. It is maintained and operated by Parks and
Recreation Department. The staff that work the course include 2 maintenance workers, 1
maintenance coordinator, 1 operations coordinators and 10 pro shop workers. Features of the
course include a pro-shop which includes a kitchen that serves breakfast and lunch, a rental
area, and a shop area; a practice green which was updated in 2016; a maintenance building; a
driving green that is fully netted all the way around; a bathroom which is ADA compliant and
was redone in 2016 that doubles as a cart storage; an outhouse located in a centralized area of
the course; a picnic area and a BBQ; and a 10 hole golf course. The course has 8 golf carts as
well as one of ADA cart. There is one walking path that runs near the front of the course, but
there is not a continuous path around the course. There are 3 access points around the course:
one maintenance path over the creek which runs through the course, and two pedestrian bridges
that connect the greens on either side of the course. There is one AED accessible at this facility.
The course is used primarily by youth and senior citizens daily and holds tournaments monthly.
There are both men’s and women’s clubs which come on a weekly basis. There was a garden
recently put in on the site of the golf course in April 2018, Kiwanis Centennial Garden, which
has plots available for community members to rent.
One continuous issue the course faces is the replacement of dying redwood trees due to the
water used to irrigate, which is 50/50 recycled water and well water. The dead trees are
removed and replaced with Cyprus trees. There were several tree replacements which three
years are around old. Another issue is the courses proximity to homes and stray balls breaking
windows of homes. Preliminary staff recommendations for improvements include:
• Creating a golf cart path throughout the course. Currently there is no road or pathway
for golf carts they simply drive over the greens.
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• Improving and updating the irrigation system which is over 50 years old. These systems
should usually be replaced every 25 years. Recently there have been a lot of instances of
bursting pipes.
16. MEADOW PARK
Park Report
Address: 2333 Meadow Street, San Luis Obispo, CA 93401 | Collected By: Carrie Simmons
2/5/18
Meadow Park is a community park located near the railroad district just south of the downtown
area. Meadow Park is connected to Exposition Park, Meadow Park occupies the eastern portion
of the park which is where the Meadow Park Neighborhood Center is, and Exposition Park
occupies the western half of the area. A review of the Meadow Park Neighborhood Center just
below. The main entrance to Meadow Park is along Meadow St, although the side of the park
bordered by South Street is also a large opening for pedestrian access. Additionally, there are
two other points of pedestrian, neither of which are ADA, from the parking lots of the
conjoining apartment complexes off King Street and King Ct. There is another pedestrian
access point on Woodbridge Street There is an off-street parking lot near the entrance to the
park with 22 spots and 6 ADA spots. This lot has a rating of 2 because there is a lot of
alligatoring in the asphalt. There is a dumpster bin located in the parking lot that is not
protected or in any sort of casing. There is an abundance of on-street parking on Meadow Street
and the surrounding streets. There are two bike racks with a capacity for approximately four
bikes at each rack. The closest bus stop is located on South Street directly in front of the park,
the stop is South at Meadow Park.
There is a good amount of lighting throughout the park due to the 2015 CIP project. There are
lights around most of the courts and fields, as well as security and pedestrian lights around the
parking lot and the walkway. There are safety concerns at this location with an abundant
transient community located within this park. There are not much specified landscaping areas,
and there are trees which follow the southern end of the park providing some shading. Overall,
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a very minimal amount of the park is shaded. Most of the park is turf area, taking up around at
least 70% of the park. There is a hardscaped pathway that goes throughout the park which leads
into Exposition Park. The path way follows a creek that run through the park.
There is one park identification sign located facing South Street, which is a wooden sign that
seems to be slightly deteriorating. There is good park rules and regulation signage for the other
park amenities besides this.
Meadow Park has many sport and recreation features. There is one full size youth
baseball/softball field. The turf area is also used for other sports informally throughout the
year. This field is equipped with bleachers, a water fountain, and dugouts. The water fountain
here is non-ADA and is in poor condition (Figure 16a). This is an unlit field. There are also
two full-sized sand volleyball court which is lit. The court is in
good condition. There is also a full-sized basketball court which is
also lit. The court is multiuse and is also painted to be used for
pickle ball. There are three pickle ball courts painted. There is also
a horseshoe court here that also has overhead lighting. The court is
in very good condition and has a few benches for spectators. There
are a couple play structure areas located next to the main building.
There is equipment for both tots and children, with both swings,
free standing equipment, and a play structure. One tot-lot and one
child lot. Outside of the main building there is a large hardscaped
area with no long functional bocce ball or shuffle board courts. A
potential idea which staff suggested would be to put
a mini-golf area here to better use the area. Meadow
is also home to one of SLOs community gardens
and is located on the South Street side of the park.
The garden has 40 plots for city residents to lease.
The garden is sponsored by the Rotary Club of SLO
Figure 16a. Drinking
fountain located near dugout
(rated 1)
Figure 16b. “Roots of the Community”
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and has many garden rules and entrance signs. There is also a piece of public art outside of the
garden titled Roots of the Community.
There are quite a few picnic tables accompanied by trash cans throughout the park. There is one
main picnic table area with a small single barbeque pit. The majority of park furniture here is
expanded metal tables. There is a bridge feature at this park which connects the parking lot to
the main hardscaped area of the park where the facility is located. There is one public restroom
at this park which was one male and one female stall, both ADA compliant. There is also a
water fountain located outside the restroom. There are few mutt-mitts located around entrances
to the park. The park furniture here is in over all good condition.
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Meadow Park Neighborhood Center Facility Report
Meadow Park Neighborhood Center, 233 Meadow
The Meadow Park Neighborhood Center is a 3,400-square foot building in the middle of
Meadow Park. Features of the building include a kitchen area, concession area, main hall, a
janitor closet and a storage area.
The building also has four large
swinging panels that are no longer
used, but open to a non-functional
sink area, some cabinets, and some
storage areas. These areas are
currently locked or used for
informal storage. The facility has
limited counter space, one
functional sink, 10 tables, and 80
chairs (Figure 16d). The building
itself is ADA compliant, although
access to the kitchen from the main
area of the building is stair access
only (Figure 16c). The exterior of
the building is in good shape. The
doorways and the windows are in
good shape. The public restroom
located inside the park is not
connected to the building. The bathrooms are male and female and have one stall in each, both
of the restrooms are ADA compliant.
Figure 16c. Storage of chairs and tables
Figure 16d. Ramp leading up to platform, access to storage and janitor
closet (not access to kitchen)
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The building main hall is surrounded by windows and is a very open gathering space. The
building can hold 80 people, but usually holds events around 45 people. The building is
primarily used for events such as youth and teen center, birthday parties, and church events. It
is generally occupied over the weekends during the day.
One continuous issue with the building is the risk of flooding during high rain months. Since
the building is set in lower than the ground around it, when it rains, the water tends to come up
through the cement cracks in the ground with the ability to flood.
The facility is in a high density
transient area and often the
overhang locations around the
building are used for shelter,
which is identified as a potential
safety issue. Some of the
amenities around the building are
no longer functional or are very
outdated, such as a completely
broken bench and a non-ADA compliant water fountain by the restroom.
Preliminary staff recommendations for improvements include:
• Create a private patio area outside and connected to the building.
• Raise the building to meet ground level.
• Add separate restrooms, connected to the facility itself.
Figure 16e. Kitchen Area
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Figure16g. One of four of the inside of
the opening wooden doors
Figure 16f. View of concession area
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17. MISSION PLAZA
Park Report
Address: 989 Chorro Street, San Luis Obispo, CA 93401 | Collected By: Jena Van Gerwen
2/12/18
Mission plaza is considered a community park. It serves primarily as a quaint city square and is
located off Chorro Street. Mission plaza is the home of Mission San Luis Obispo and is a top
tourist attraction in the city. There is signage on the west end of the park that provides history
on the mission, as well as signage that provides park rules. It lies along the San Luis Obispo
Creek. There are two access points to the park, one on Broad Street and another on Chorro
Street. There is no parking lot dedicated to the plaza; however, there is meter parking located
on both sides of the park. The downtown Transit Center is a short 0.2 miles away and allows
pedestrians access to 9 separate bus routes that go around San Luis Obispo. There are three
separate bike racks located throughout the park that each accommodate multiple bikes. This
park also had multiple pedestrian-scale parks throughout that kept the park well-lit in the
evenings. The overall safety in the park is comprised by a strong presence of transient
community.
There are no areas in the park related to
sports or games. However, the plaza hosts
approximately 60 community events per
year in front of the mission. There is also a
small amphitheater located on the east end
of the park
The park has 23 different benches located
throughout. This number included benches
near the mission, as well as along the
creek pathway. Some benches along the creek pathway needed a paint job, while others were
falling apart and had caution tape on it. This can be better seen in Figure 17a & b.
Figure 17a & b. Benches needing repair along the creek
pathway
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The public restroom was in great condition and had two male stalls and
two female stalls. There were two other buildings in the park, one
which had a sheltered outdoor space, and another that seemed to be a
space for storage. The total acreage of buildings and structures in the
park, not including the mission. There was one water fountain, and one
public fountain near the east entrance of the park. There were also three
flags on tall poles. These flags included the United States of America
flag, the California flag, and the San Luis Obispo City flag. There
were many trash cans, both waste and recycling, located throughout
the park. Some were not in the best condition and needed new top pieces. An example of one of
these trash cans can be seen in Figure 17c, where the top piece is missing entirely. There are art
pieces that have been dedicated by groups like the Cal Poly San Luis Obispo Rotary Club, as
well as public art pieces like Tequski was Sua, Qiqsmu & Yach ka.
Figure 17c. Trash can
requiring maintenance
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18. MISSION PLAZA EXTENSION
Park Report
Address: 989 Chorro Street, San Luis Obispo, CA 93401 | Collected By: Jena Van Gerwen
2/12/18
Mission Plaza Extension is an extended walkway from Mission Plaza that lies between
Monterey St and Higuera Street and runs from Broad Street to Nipomo Street. There are three
access points to the park, one on Nipomo St, one through a parking lot, and the other on Broad
Street. The park runs along a creek and is parallel to multiple dining options, like Old San Luis
Barbecue Company and The Natural Cafe. There are no parking accommodations for this park
other than metered parking on the crossing streets. There are multiple city busses that stop at
the Downtown Transit Center, which is only 0.4 of a mile away. Of those, the 2A bus has a stop
located between Broad Street and Nipomo St that is very close to the park entrances. There are
no bike racks in the small park and is only lit by two pedestrian-scale lights. The park did not
seem to have any transient community and despite the minimal lighting, still seemed safe. The
walkway going through the park is not ADA accessible as there are unavoidable stairs on the
east end, but aside from this, the park has ramps that allow more accessibility if one chooses to
enter and exit from the same end. There are two signs in the center of the park; one in which
states the park hours, the other stating “Consumption of Alcohol Unlawful”.
Mission Plaza Extension has no features related to sports or games. The park is very small and
consists of only a walkway through a well landscaped area/natural area.
The park does not offer many amenities. Aside from the pathway and two pedestrian-scale
lights, there are three trashcans in the park. Additionally, there is a piece of public art titled
“Globe of Life”.
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19. MITCHELL PARK
Park Report
Address: 1400 Osos Street, San Luis Obispo, CA 93401 | Collected By: Danny Han & Kingston
Chen 2/2/18
Mitchell Park is a neighborhood park located at 1400 Osos Street, adjacent to the Senior
Citizens Center of San Luis Obispo. Access to the park is located all around however, the main
entrance is located at the corner of Pismo and Santa Rosa Street. Onsite parking is permitted for
use by the visitors of the Senior Center. Off street metered parking is located all around the
park on Pismo Street and Buchon Street. Public transportation is not an issue with multiple bike
racks located throughout and the closest bus stop located at Santa Rosa and Pismo. At the time
the data was recorded there was a high volume of transient individuals, and even a
confrontational one. Additionally, lighting within the
park was extremely limited.
Mitchell Park includes many amenities specifically, a
public restroom located adjacently to 2 high quality
play structures. Furthermore, another unique feature
of Mitchell Park is the flagpole that can be seen
proudly displaying the American flag. The majority of
the 13 picnic tables and 17 benches within the park
are also located within or near shade. The vast amount
of open space make it the perfect area for picnics.
Mutt Mitts stations are included.
Figure 19a. Gazebo located in center of
park
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20. POINSETTIA PARK
Park Report
Address: Poinsettia Street, San Luis Obispo, CA 93401 | Collected By: Allison Cleary 2/16/18
Poinsettia Park is a park consisting mainly of a paved trail and a grass lawn. Most of the park is
natural and landscaped areas. These are actually two different areas (creek walk and mini park).
Creek Walk is the concrete trail leading to the tunnel under the railroad tracks and the mini-
park is further down Poinsettia Street on the left-hand side. The mini park has 1 picnic table,
one trash can and +/- 700 sq./ft. of turf surrounded by a small planting area.
Access points to the park are located at the intersection of Poinsettia
Street and Rosemary Street as well as along Spanish Oaks Rd, but there
is no park identification sign. The park is well kept. The closest bus
stop is Tank Farm at Brookpine, only a couple blocks away. There is
no designated parking lot, but nearby street parking is available. There
are several pedestrian scale lights along the walkway that transects the
park. They provide sufficient lighting to the park, improving the safety
of the park at night. Most of the park is a well-maintained grass lawn
commonly used for garden games.
Poinsettia Park also includes a paved trail way that connects the
two mentioned access points. The trail is in decent condition, but
there are several areas which have needed maintenance (Figure
20a). A set of stairs leads the trail to a tunnel, which allows
pedestrians to cross the railroad safely (Figure 20b).
Poinsettia Park does not contain any sport fields or courts of any
kind. There is an open grass field, which can be used for pick-up
sports. The grass field is adjacent to the lit walkway, which would
allow the field to be mildly lit at night. Figure 20b. Stairs leading
sidewalk to tunnel
Figure 20a. Sidewalk
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There are two city trash cans located near two of the picnic tables within the park, both in good
condition. The park contains three picnic tables along the paved trail providing option for
picnics in shaded areas. The lawn area contains a mutt mitt dispenser and a fence lining the
perimeter.
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21. PRIOLO MARTIN PARK
Park Report
Address: 890 Vista Del Collados, San Luis Obispo, CA 93405 | Collected By: Danny Han
2/2/18
Priolo-Martin, a mini park located on Vista Del Collados, resides serenely next to a quiet
neighborhood and Laguna Lake. The park is in area and is a thin strip of land. Due to the length
of the park, there is enough street parking to accommodate those who wish to visit it.
Unfortunately, for those who wish to travel in a more environmentally friendly manner, there
are no bicycle racks located close to the park. There are pedestrian lights which are used to
illuminate the neighborhood, as well as the park. North of the park is Laguna Lake. The closest
bus stops to Priolo Martin Park is LOVR at Diablo and LOVR
at Descandso. There are no signs within the park.
There is no designated field for sports, however, most of the
park is an open area. This open area is not likely to be used for
any large recreational activities, but rather it is likely to be
used for casual enjoyment for residents and their pets. No
other structures or facilities are present.
In general, the park and its amenities were in acceptable
condition. There were five wooden benches. These benches
were not simply made of wood but seemed to have been
comprised of compressed wood. There was a total of three
trash cans, all of which were for trash and not recycling. One trash can had the incorrect size
bin as shown in (Figure 21a). There was one Mutt Mitt station which was in excellent
condition. The amenities within the park were all rated a 3.
Figure 21a. Incorrectly sized trash bin
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22. RODRIGUEZ ADOBE PARK
Park Report
Address: Brookpine Drive and Purple Sage Lane, San Luis Obispo, CA 93401 | Collected By:
Danny Han 2/6/18
Rodriguez Adobe Park is tucked away in a neighborhood off Tank Farm Rd and consists
primarily of an open grass field. The park can be accessed along Purple Sage Lane. The closest
bus stop is Tank Farm at Brookpine, only a couple blocks away. There is no designated parking
lot, but sufficient nearby street parking is available. Most of the
park is a grass lawn commonly used for garden games. A paved
trail transects the park, which is about 400 feet, and stretches from
the park boundary along Purple Sage Lane to the start to Poinsettia
Park. The Rodriguez Adobe is in this park.
The park does not have any official courts, fields, or sport-related
features. However, the lawn is large enough to play casual park
games, such as tag, Frisbee, or a pickup game of soccer. No
playgrounds or any other similar structures are located within park
boundaries.
Rodriguez Adobe Park contains one metal
bench and one mutt mitt dispenser, which is
dented but still functional (Figure 22a). There
are two signs, one distinguishing a “Fire Lane”
and the other is unidentifiable (See Figures 22b
& 22c). The metal bench is in great condition
and is in a sparsely vegetated natural area.
Figure 22a: Dented mutt
mitt dispenser
Figure 22b.
Unidentifiable signage
Figure 22c. Faded
“Fire Lane” sign
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23. SANTA ROSA PARK
Park Report
Address: Santa Rosa Street and Oak Street, San Luis Obispo, CA 93401| Collected By: Team
1/31/18
Santa Rosa Park is located on Santa Rosa Street and contains three main access points from
Casa Street, Stenner Street, and Oak Street. The adjacent areas
consist primarily of neighborhoods, but the west side of the park
lines Santa Rosa Street, a heavily trafficked road. There are
several nearby bus stops with
locations including: Santa Rosa at
Oak, Santa Rosa at Murray, Foothill at
Casa, and Santa Rosa at Foothill. The
park contains two designated parking
lots providing roughly 125 parking
spots and 7 ADA compliant spots for
park users. Santa Rosa Park has 3 bike racks with a total capacity
of 18 bikes. The transient community has a noticeable presence,
which can influence the safety feel of the park. Street and field
lights are spread throughout the park providing sufficient light when necessary. A paved
walkway connects the Oak Street access point with the Casa Street access point. One of the
biggest features in Santa Rosa Park is the large grass field located on the east end of the park.
This includes a baseball field and softball field that is surrounded by bleachers, an equipment
shed, a restroom, and another building just behind home plate of the baseball field. These two
sheds are also used as one scorekeeper shed (concession stand) and one service building (also
at ballfields). This field is well lit with many sports field lights surrounding it. Two features
that are unique to Santa Rosa are the large skate park (Figure 23a) and the full roller hockey
rink that can doubles as two basketball courts. This park also has a horseshoe court that looks
Figure 23b. Horseshoe court
Figure 23a. Skate Park
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very old and run down and not very well maintained (Figure 23b). It is still used by members
of the community and hosts horseshoe tournaments throughout the year. Community members
who regularly use the horseshoe courts would like to see improvements in the court surfacing
and mentioned that they typically do court maintenance themselves. There is also a playground
designed for children between the ages of 5 and 12 that looks very new and well-maintained,
which was updated in 2014. In addition, there is an open grassy area that can be used as an
informal recreation field.
Santa Rosa has a wide variety of amenities throughout the park including 4 water fountains
(some of which are hydration stations), 5 Barbeque pits (two which are by reservations and
three which stand alone), 33 picnic tables, and 12 benches. Adjacent to the horseshoe play area
there is a concentration of newly renovated picnic tables that can function as an outdoor event
area. Additionally, there are enough amenities to maintain the cleanliness of the park, such as 3
mutt mitts and 47 trash cans (includes recycling). Additionally, there is one public art piece
“Concrete Jungle” located near the Skate Park in Santa Rosa Park.
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24. SINSHEIMER PARK
Park Report
Address: 900 Southwood Drive, San Luis Obispo, CA 93401| Collected By: Team 2/14/18
Sinsheimer Park is located at 900 Southwood Drive. The main entrance to the park is located in
the off-street parking lot on Southwood Drive. This parking lot contains approximately 150
parking spots including. The parking lot for the park is shared between the other facilities at
this location which include the SLO Swim Center and Sinsheimer Stadium. Another entrance
consisting of limited on street residential parking is on Helena Street. However, if necessary,
public transportation is not a problem with the following bus stops proximal to Sinsheimer
Park: Augusta at Gerda, Johnson at Sydney, and Augusta at Bishop. Additionally, there is
adequate signage throughout the park indicating park and activity rules. There are 12 lights
within the park, however, they are only stadium lights for the baseball fields and street lights in
the parking lot. Because there are no pedestrian lights within the park, it is optimally used
during the day unless utilizing the baseball field.
Sinsheimer Park is a Community Park with several official sport facilities and elaborate, newly
constructed play structures. The park includes two full sized baseball fields and 6 hardcourt
tennis courts. These sport facilities are in good
condition and lined with stadium lights, allowing
them to be used both during the day and at night. A
full-sized sand volleyball court can be found
directly adjacent to the play structures. The two play
structures are newly remodeled as of November
2017 and cater uniquely to various age groups. The
smaller play structure is designed for 2-5-year-old
children while the larger structure is primarily
designed for children above the age of 5 (Figure 24a). There is also a large turf hill to the side
Figure 24a. Play structure designed for
children ages 5+
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of the playground that is largely utilized by children and adults of all ages for sliding down on
cardboard. The most substantial activity feature in the park is over 10 acres of natural areas.
Sinsheimer has a vast amount of seating throughout the park 13
benches, 4 bleachers, and 17 picnic tables that all are in moderate
condition. The park contains two water fountains, one of which was a
fiberglass lion donated by the Lions Club of San Luis Obispo (Figure
24b). Sinsheimer has 5 barbeques all in good condition and scattered
along the path between the baseball fields and play structures. There is
one rentable and four standalone BBQs.
Figure 24b.
Fiberglass lion water
fountain donated by
Lions Club of SLO
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Sinsheimer Stadium Facility Report
Sinsheimer Stadium, 900 Southwood Dr.
Figure 24c. View of Sinsheimer Stadium Field
Sinsheimer Stadium is located at
Sinsheimer Park proximate to
Sinsheimer Elementary School and
the SLO Swim Center. The Stadium
opened in the early 1970’s, and is
located on San Luis Unified School
District land, though the Stadium is
owned and maintained by the City of
San Luis Obispo. The Stadium is
composed of a field, a scoreboard, a
BBQ area, male and female restrooms, a concession stand, an upstairs press box with areas
Figure 24d. View of middle entrance and concession stand. This is where
tickets are usually sold.
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used during the Blues season for VIP ticket holders, an upstairs patio area, and a couple rooms
for storage. The facility is equipped for amplified sound (with written permission), field
lighting, and on-site parking. The field is an official 90-foot base path stadium with stadium
seating for 600 and a maximum capacity of 1,000 persons. There is both stadium seating and
lawn seating at the facility.
The Stadium is utilized by a variety of organizations including a semi-professional baseball
team (SLO Blues), Men’s Baseball, Youth Baseball, Cal Poly Club Baseball, and SLO High
School Baseball. The stadium is strictly used for games only, as practice sessions are not
permitted.
The stadium is open for use January through September and is highly impacted from May till
August. On average there are games four days a week that run
during the later afternoon to night times.
There are a couple access points to the stadium which are locked
when not in use. There is one for maintenance from the parking
lot, one for ticket sales, and one in the middle of the stadium
area. Although there is a ticket booth area, usually the middle
entrance is opened and that is where ticket sales occur (Figure
24d).
Park maintenance does a good job of maintaining the stadium
daily. In 2015, the left field stairs to the field replaced an aging
and dangerous stairwell. The backstop at the stadium is planned for a replacement in the Fall of
2018. Small upgrades are funded and completed by the Blues baseball team such as repainting
the dug-out area (Figure 24g). The dug-out areas are in fairly good condition. There are water
fountains in there that should be replaced in the near future. The facility itself has drinking
fountains that could be upgraded to a hydration station given its high use during the summer
months.
Figure 24e. Potentially dangerous
railing for children
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There is a BBQ area with multiple
large BBQ pits available to rent in
conjunction with the stadium use.
They are all in good condition,
although the over-hang area seems
to need some maintenance.
The facility at the stadium is, for the
most part, well-maintained by the
groups who use the concession
areas. On the lower level there is a
concession area and small prep area which has refrigeration, ice machine, and sinks. There are
some storage areas as well. The press box is locations upstairs and has the PA system, chairs,
scoreboard reader, and a view of the entire stadium.
Figure 24f. ADA accessible seating (3)
Figure 24g. Announcer seating and inside
VIP area
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Recommendations for improvements:
The seating in the stadium has seats that were donated from a
professional baseball team a couple decades ago. Since the seats
are old and outdated it is difficult to replace seats or find parts
for broken seats. There are a couple safety concerns with the
seating area. There is a lack of protection around the railing of
the seats which allows for the potential for children to fall
through and off the ledge of the bleacher area (Figure 24e)
There is also a lack of ADA accessibility to the lower seating
area. Although there are three ADA accessible seats behind the
bleacher area, they are often blocked by viewers seated on the
lawn are and are kept separate from the rest of the bleacher area
(Figure 24f). The stadium itself is overall not ADA compliant.
The bathroom has male and female restrooms with multiple
stalls in each. During regular hours the restrooms are available
to the public park users, but during games there is fencing that
restricts them from the park and only allows to the stadium users.
One complaint about restrooms is that there are no on field “player
only” restrooms. To avoid players from having to go all the way to
the public restrooms, two temporary bathrooms are usually brought
in for players to use during the SLO Blues season. It is
recommended to add permanent on field restrooms for staff and
player access.
A couple more complaints and recommendations include the
following:
Figure24i. Dugout area for
players
Figure 24h. View of the lawn area of the
stadium on a busy game day
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• Storage is an issue for the Blues, and they usually must bring in large temporary storage
areas during their season. Provision of a permanent storage area would be ideal.
• Parking can also be an issue, especially when all three park amenities are at peak times,
parking can spill out into the neighboring areas.
• As for the field itself, some of the side board paneling along the edge of the field are
falling apart or chipping.
• Additionally, the material along the fencing which blocks the views from the outside is
ripping and has many holes. This is usually from people attempting to get an outside
view. It happens frequently and is expensive to replace.
• A final recommendation would to be put in some sort of permanent beverage area in the
facility. Usually a beverage truck comes to park in the parking lot, so a useful idea
would be to install a permanent area for stadium goers.
Page 540 of 845
PARK INVENTORY
Page 74
25. STONERIDGE PARK
Park Report
Address: 535 Bluerock Drive, San Luis Obispo, CA 93401 | Collected By: Danny Han 2/15/18
Stoneridge Park is a mini park located at 535 Bluerock Drive, adjacent to the South Hills Open
Space Preserve. Access is indicated by the “Stoneridge Park” sign and residential street parking
is located on Bluerock Drive. This park offers access to trail entrances into South Hills Open
Space Area. The closest bus stop to this park is located .3 miles away at the stop Broad at
Humbert. The park is composed of a large grassy area, natural area, and hardscaped area in the
form of an asphalt walking path through the park. Lighting in this park is non-existent and
functionality of this park is limited to daytime use. A recommendation to improve the
functionality of the park would be to include water fountains because the main use would
typically be basketball related.
The main feature of this park is half-court basketball that is in the center of the park. The
features that improve the functionality
of the park include two picnic tables
and 4 benches that are not ADA
accessible, located conveniently under
shade. Also, to maintain the cleanliness
of the park a Mutt Mitt and trash can
are located within the park. Overall the
park is very well maintained all features
received a rating of 3 and located in a
quiet residential area (Figure 25a).
Figure 25a. Picture of Stoneridge Park
Page 541 of 845
PARK INVENTORY
Page 75
26. THROOP PARK
Park Report
Address: 510 Cerro Romauldo, San Luis Obispo, CA 93405 | Collected By: Danny Han &
Kingston Chen 2/2/18
Throop Park is located adjacent to Pacheco Elementary
School on 525 Cerro Romauldo Avenue. The park is has
with multiple access points from private residences and
two public access points--one from Cuesta Drive and one
from Cerro Romauldo Avenue. Parking at Throop is not an
issue with 47 off street parking spaces including 2 ADA
spaces, and a plethora of on street parking alongside
Cuesta Drive and Cerro Romauldo Avenue. The parking
lot is the responsibility of the school district. Other
transportation options are also accommodated for with
the closest bus stop, Foothill at Cuesta (W) one block
away and a bicycle rack (U-Rack). Lighting throughout
the park was limited to the parking lot and the youth baseball field. A welcome sign designated
the entrance of the park at the corner of Cuesta Drive and Cerro Romauldo Avenue (Figure
26a). Overall, the park felt safe because it was in a quiet residential area.
There is plenty of open space that can be used for a wide range of activities such as throwing
around a Frisbee or lawn games. The physical features
include a youth baseball field that is well lit and
accompanied by a dugout, bleachers, and one equipment
storage shed. Additionally, there are two play areas one for
5-12 year old and another for 3-5 year old (Figure 26b)
covered with a wood chip surface. Two unisex restrooms
were also included within the park.
Throop features 7 picnic tables, 8 trash cans, 6 benches
most of which were in excellent condition. 2 mutt mitts,
and a water fountain located adjacently to the baseball field.
Figure 26a. Throop Park entrance sign
Figure 26b. Play structure designed for
children ages 3-5
Page 542 of 845
PARK INVENTORY
Page 76
27. TRIANGLE PARK
Park Report
Address: 1701 Osos Street, San Luis Obispo, CA 93401 | Collected By: Danny Han 2/2/18
Triangle Park is a mini park located between Osos Street and Santa Barbara Avenue and can be
accessed at any point along both roads. There is no park ID feature or any park rule signs. A
bus stop is located directly adjacent to park at Santa Barbara Avenue at Church Street There are
no lights within the park, but there are street lights on adjacent roads. There are no bike racks or
associated parking besides street parking.
The park does not have any officially marked sports fields. However, there is a lawn that could
be used for small scale field games or sports. Because the park has no lights in it, the field itself
does not have unique lighting.
There is one trash can in addition to two picnic tables and two benches throughout the park. All
amenities were in good condition and received a rating of 2 or 3.
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PARK INVENTORY
Page 77
28. VISTA LAGO PARK
Park Report
Address: 1269 Vista Del Lago, San Luis Obispo, CA 93405 | Collected By: Kingston Chen
2/20/18
Vista Lago is a small neighborhood park located at 1269 Vista Del Lago, in a quiet residential
area. The park can only be accessed from the street Vista Del Lago. Parking is limited to only
residential off-street parking; however, it is plentiful. Additionally, the closest bus stop is the
SLO Transit LOVR at Laguna Lake stop which is approximately 0.2 miles away. Lighting for
the park is non-existent and this park can be most optimally used during the daytime. The
overall impression of Vista Lago is that it functions as an outdoor place for local children to
play. The signage was limited to a welcome sign that designated the age requirements for the
play structure. The only activity feature in Vista Lago is a play structure for 5-12 year old, with
a minimal amount of open space. The features are limited to a single mutt mitt, several picnic
tables, trash cans, and most uniquely a community library (Figure 28a). The picnic tables have
warped and can be renovated to improve the quality of the park (Figure 28b).
Figure 28a. Community library
Figure 28b. Warped picnic table
Page 544 of 845
CONCLUSION
Page 78
Conclusion
Assumptions
There were a few assumptions made throughout data collection. There was previous data
collected that was available and used for certain features. This data was from the SLO GIS
database. This data is from 2009 and was collected by a City GIS intern. This data was
obtained from the City GIS manager who stated that the data needed to be rechecked but should
be accurate enough. I did my best to recheck data using Ariel imagery. The data that was used
solely from the City database was the surface type data, the tree data, and the utility data. Not
all the parks had data collected on them in 2009, the parks that I collected surface type data on
were Buena Vista Park, Jack House, Mission Plaza Extension, Poinsettia Mini Park and Creek
Walk, and the Rodriguez Adobes. The data I collected, since it was by Arial imagery, is a lot
more estimated.
Utilities
Due to a lack of knowledge on utilities, these data points were not altered. Additionally,
because a lot of the utilities did not appear to correlate with public use, there isn’t mention of
them in the inventory, only in the GIS data.
Signage
Signage was originally going to be collected based on park entrance sign, rule signs, and other.
This was found to be very difficult to collect data for rules and other signs since there could be
hundreds of repeating rule or other signs in a park. Although entrance sign data is complete,
rules and other signs are very inconsistent, so I have removed them from the tables, although
there is some data is still in GIS for rules and other signs since some students collected and
some students didn’t. If this is necessary to have, it can be recollected once we identify what
actual signage needs to be collected.
Page 545 of 845
CONCLUSION
Page 79
Ratings
Some of the GIS data we collected that we initially gave ratings too, I ended up deciding that
they didn’t necessarily need a rating because I don’t believe there was a cohesive way to rate
them. Some of the not rated data may have ratings in GIS because some students rated that
feature, and some didn’t because it was a challenging thing to assess and rate. The “Rated/Non-
Rated” table gives a clear idea of what we ended up consistently giving a rating to or not.
ADA
ADA was challenging information to collect. Initially the plan was to use the ADA transition
plan to insert data on all the park features. After completing several parks, it was apparent that
the transition plan did not completely cover all the features that were being examined for the
inventory. The ADA data is not comprehensive. If this is a necessary piece of the inventory that
is needed, this data can be re-examined and through the ADA transition plan. In general, if it
was labeled ADA, or it clearly was not ADA then it was noted as such. If not, it was left blank.
Page 546 of 845
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150 SLO Parks + Recreation Blueprint for the Future: 2021-2041 Page 548 of 845
151
Appendix
APPENDIX
APPENDIXCCPARKS INVENTORY +
ASSESSMENTPage 549 of 845
Page 550 of 845
SAN LUIS OBISPO PARKS + RECREATION MASTER PLAN
Community Needs Assessment
June 2019
Page 551 of 845
Page 552 of 845
SAN LUIS OBISPO PARKS + RECREATION MASTER PLAN
Community Needs Assessment
June 2019
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ii SLO Parks + Recreation Master Plan: Community Needs Assessment Page 554 of 845
iii
EXECUTIVE SUMMARY
Introduction to the Community Needs Assessment ............................................................................................................... page 3
Key Findings ........................................................................................................................................................................................................... page 4
Preliminary Recommendations ................................................................................................................................................................ page 8
1 POPULATION AND DEMOGRAPHICS
1.1 Population ......................................................................................................................................................................................... page 17
1.2 Demographic Characteristics .............................................................................................................................................. page 19
2 PARKS AND FACILITIES ASSESSMENT
2.1 Park and Facilities ........................................................................................................................................................................ page 25
2.2 Level of Service: Park Acreage and Access ............................................................................................................. page 49
2.3 A View from Benchmark Cities .......................................................................................................................................... page 53
3 RECREATION TRENDS AND PROGRAM ASSESSMENT
3.1 Recreation Trends ........................................................................................................................................................................ page 59
3.2 Program and Services Assessment ................................................................................................................................ page 73
4 MAINTENANCE ASSESSMENT
4.1 Park Maintenance Assessment ........................................................................................................................................... page 83
4.2 Key Recommendations ........................................................................................................................................................... page 89
5 COMMUNITY ENGAGEMENT AND COMMUNITY FEEDBACK
5.1 Background ...................................................................................................................................................................................... page 93
5.2 Foundational Public Outreach and Community Engagement ................................................................. page 94
5.3 Needs Assessment Survey ................................................................................................................................................. page 107Table of ContentsPage 555 of 845
iv SLO Parks + Recreation Master Plan: Community Needs Assessment Page 556 of 845
vList of Figures + Tables1 POPOLATION AND DEMOGRAPHICS
Tables:
1-1 San Luis Obispo Population Trends .............................................................................................................................. page 17
1.2 Demographic Characteristics ............................................................................................................................................... page ...
Figures:
1-1 Population Density ..................................................................................................................................................................... page 18
1-2 City Age Distrubution, 2010 ................................................................................................................................................ page 19
1-3 San Luis Obispo County Racial And Ethnic Composition, 2010 .............................................................. page 20
1-4 San Luis Obispo County Racial AndEthnic Composition, Projected, 2025 ..................................... page 20
1-5 San Luis Obispo Median Household Income (2012-16) .................................................................................. page 21
2 PARKS AND FACILITIES ASSESSMENT
Tables:
2-1 San Luis Obispo Parks And Recreation Facilities ................................................................................................ page 26
2-2 San Luis Obispo Joint Use Facilities ............................................................................................................................... page 28
2-3 Features Rated And Not Rated In Condition Assessment ........................................................................... page 40
2-4 Condition Assessment of Park Features ...................................................................................................................... page 42
2-5 Planned Park And Facility Improvements, 2019-21 ............................................................................................. page 48
2-6 San Luis Obispo Park Acreage Standards And Level Of Service ............................................................. page 50
2-7 Park Types By Typical Size, San Luis Obispo And Benchmark Cities ................................................... page 54
2-8 Park Acreage Standards And Current Level Of Service (Los), San Luis Obispo And
Benchmark Cities .......................................................................................................................................................................... page 55
2-9 Park Access Standards, San Luis Obispo And Benchmark Cities ............................................................ page 55
Figures:
2-1 San Luis Obispo Parks And Recreation System .................................................................................................... page 27
2-2 Play Area and Child Lots ........................................................................................................................................................ page 30
2-3 Picnic Tables and BBQ ............................................................................................................................................................. page 31
2-4 Baseball and Soccer Fields .................................................................................................................................................. page 32
2-5 Informal Multi-use Fields ......................................................................................................................................................... page 33
2-6 Basketball and Tennis Courts ............................................................................................................................................. page 34
2-7 Other Recreational Facilities ............................................................................................................................................... page 35
2-8 Dog Areas and Community Gardens ............................................................................................................................ page 36
2-9 Trail Network ................................................................................................................................................................................... page 38
2-10 Bike Network .................................................................................................................................................................................... page 39
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vi SLO Parks + Recreation Master Plan: Community Needs Assessment
2-11 Planned Parks and Park Improvements ...................................................................................................................... page 46
2-12 Downtown Parks and Open Spaces, Existing and Proposed ...................................................................... page 47
2-13 Access to Neighborhood Parks and Service Area Gaps ................................................................................. page 51
2-14 Access to Existing and Planned Neighborhood Parks and Service Area Gaps ............................ page 52
3 RECREATION TRENDS AND PROGRAM ASSESSMENT
Tables:
3-1 National Participatory Trends - General Sports .................................................................................................... page 61
3-2 National Participatory Trends - General Fitness .................................................................................................. page 62
3-3 National Participatory Trends - Outdoor/ Advanture Recreation ........................................................... page 63
3-4 National Participatory Trends - Aquatics ................................................................................................................... page 64
3-5 National Participatory Trends - Water Sports/ Activities ............................................................................... page 65
3-6 Top 5 Most Offered Core Program Areas (Offered by Parks and Recreation Agencies) ...... page 67
3-7 Top 5 Most Offered Core Program Areas
(Targeting Children, Seniors, and/or People with Disabilities) ................................................................... page 69
3-8 Core Program Areas .................................................................................................................................................................. page 74
3-9 Age Segment Analysis – Current Segments Served ........................................................................................ page 76
3-10 Recreation Program Lifecycle Analysis - Current Distribution ................................................................... page 77
3-11 Summary of The Recommended Actions ................................................................................................................. page 79
Figures:
3-1 2017 Participation by Generation .................................................................................................................................... page 66
3-2 Core Program Areas Offered by Parks and Recreation Agencies .......................................................... page 68
3-3 Core Program Areas Targeting Children, Seniors and/or People with Disabilities ................... page 69
3-4 Market Potential Index for Feneral Sports ............................................................................................................... page 71
3-5 Market Potential Index for Fitness .................................................................................................................................. page 71
3-6 Market Potential Index for Outdoor Activity .......................................................................................................... page 71
3-7 Recreation Programs Respondent Households Have Used in the Past 12 Months .................. page 75
3-8 Age Segment Analysis – Current Segments Served ........................................................................................ page 76
4 MAINTENANCE ASSESSMENT
Tables:
4-1 Righetti Ranch Neighborhood Park .............................................................................................................................. page 85
4-2 Third-Party Contracting of Services ................................................................................................................................ page 86
4-3 In-house Maintenance ............................................................................................................................................................. page 88List of Figures + TablesPage 558 of 845
vii
5 COMMUNITY ENGAGEMENT AND COMMUNITY SURVEY
Tables:
5-1 “Report Card” Grades for San Luis Obispo Parks and Facilities ......................................................... page 102
5-2 Programs and Activities That Should Be A Focus in the Years to Come ....................................... page 103
5-3 Ideas for Events in Parks ...................................................................................................................................................... page 104
5-4 Dreams for Parks and Facilities ...................................................................................................................................... page 105
5-5 Getting to Parks - Sites Needing Improvements ............................................................................................. page 106
Figures:
5-1 Level of Satisfaction with Facilities .............................................................................................................................. page 108
5-2 Recreation Programs Respodent Households Have Used in the Past 12 Months .................. page 109
5-3 Programs That Are Most Important to Households ....................................................................................... page 109
5-4 Amenities That Respodent Households Have A Need for ....................................................................... page 110
5-5 Amenities That Are Most Important to Households ..................................................................................... page 110
5-6 Top Priorities for Investment for Recreation Amenities ............................................................................... page 111
5-7 Respondents’ Top 4 Choices for Improving Repurposing, or Expanding Parks and Facilities ... page 112
List of Figures + TablesPage 559 of 845
Page 560 of 845
EXECUTIVE
SUMMARY
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2 SLO Parks + Recreation Master Plan: Community Needs Assessment Page 562 of 845
3Executive Summary
INTRODUCTION TO THE COMMUNITY NEEDS ASSESSMENT
This Community Needs Assessment
is the culmination of the first phase
of work on the San Luis Obispo
Parks and Recreation Master Plan
Update. Chapter 1 presents the
demographic characteristics and
population trends of the community.
Chapter 2 describes and maps
the City’s existing park system.
Park acreage and distribution are
evaluated based on the standards in
the current Parks Master Plan, and
these standards are compared to a
set of benchmark cities. Chapter 3
provides an overview of recreational
trends in the U.S. and in the region
and makes observations about what
San Luis Obispo’s demographics
suggest in terms of local recreational
preferences. The chapter also
summarizes and evaluates the Parks
Department’s current recreational
offerings. Chapter 4 describes
the City’s parks maintenance
practices and considers potential
improvements. Finally, Chapter 5
summarizes the themes heard during
community engagement activities
and the community preferences
reflected in the statistically-valid
survey.
Key findings of each of these
chapters are presented in the
COMMUNITY
NEEDS
ASSESSMENT EXIST IN G PARK S
Y
S
T
EMDEMOGRA P H I C CHARA
C
T
ERISTICSLOCAL REC R E A TIONAL P
R
E
FERENCESCOMMU N IT Y ENGAG
E
MENTMAINTE N A N CE PRA
C
T
I
CES section that follows, giving readers
one place to look to quickly gain
an understanding of the setting.
These are preliminary in nature, to
be refined in the final master plan.
The Community Needs Assessment
will serve as the foundation for the
City’s next generation of parks and
guide the management of recreation
programs and assets for the years
ahead. Recommendations range
from strategic enhancements to big
ideas that propel the system forward.
The Executive Summary concludes
by offering a set of preliminary
recommendations for the Plan
Update.
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4 SLO Parks + Recreation Master Plan: Community Needs Assessment
KEY FINDINGS
POPULATION AND
DEMOGRAPHICS
As of 2017, San Luis Obispo had
a population of 46,724, gaining
an estimated 2,545 people since
2000, the year before the Parks
and Recreation Master Plan
was last updated. The San Luis
Obispo General Plan anticipates a
population of 56,686 by 2035. This
would represent a substantially
higher growth rate than the City has
recently experienced and add 9,960
people to the community.
Young adults age 18-24 comprised a
remarkable 35 percent of the City’s
population in 2010, a proportion
mainly attributed to the large student
population. For San Luis Obispo
County as a whole, the proportionate
population between the ages of
20 and 29 grew significantly, along
with major growth in adults between
the ages of 50 and 70. The relative
population of children under 14 and
adults between 35 and 44 declined.
One-third of City households were
earning less than $25,000 in 2010, a
high percentage due in large part to
the student population.
PARKS AND FACILITIES
The San Luis Obispo park system
includes a diverse mix of some
28 parks and recreation facilities
covering approximately 206 acres.
There are five school sites where
recreational facilities are available
to for youth recreation and classes
through joint-use agreements. The
City also has a joint-use agreement
for the baseball/softball fields at El
Chorro Regional Park.
The City’s parks include a broad
range of recreational features. Some,
like multiuse fields, softball/baseball
fields, and basketball courts, are
distributed in several parks. Others
are concentrated primarily at one
park, including soccer fields (Damon-
Garcia), tennis courts (Sinsheimer
Park), and pickleball courts (French
Park) or located only at one or two
parks (the skate park at Santa Rosa
Park; disc golf courses at Laguna
Lake and Sinsheimer.)
San Luis Obispo owns and manages
16 open spaces and recreational
trails covering nearly 3,800 acres.
These are vitally important assets in
the community, but are not covered
by the Parks and Recreation Master
Plan Update.
Planned Parks and Park
improvements
Some 25 new parks of a variety
of types and sizes are defined
in specific or master plans, to
be provided as part of planned
development around the urban
periphery. The Downtown Concept
Plan identifies several park and
public space opportunities that
could support a vibrant urban core.
More immediately, a number of
park and facility improvements or
enhancements are scheduled for
2019-21 in the City’s current Capital
Improvements Program, along with
one new neighborhood park on
North Broad Street.
Condition Assessment
A Park and Facility Condition
Assessment completed in 2018
evaluated nearly all of the City’s
current parks and recreation facilities.
This analysis provides a narrative
describing conditions at each site,
and rates the condition of specific
features within each site (compliance
with the Americans with Disabilities
Act was not included in this analysis.)
Over three quarters of park features
were found to be in generally
good condition; the most typical
exceptions were horseshoe pits,
picnic tables and drinking fountains.
Anholm Park, Cheng Park, Throop
Park, and Jack House and Gardens
contain features that were found
to be in the best condition overall.
Parks whose features were found
to be in generally poorer condition
included Santa Rosa and Emerson.
Separately, facility assessments
were conducted on the Parks and
Recreation Administration Building,
the Ludwick Community Center, the
Senior Center, and the SLO Swim
Center. The assessments identified
needed improvements at all sites,
while recommending the Community
Center be replaced by a new facility
and affirming the Department’s
vision for a new ranger station in the
City.
Page 564 of 845
5Executive Summary
Level of Service: Park
Acreage and Access
The current Parks and Recreation
Element and Master Plan calls on
the City to develop and maintain
a park system at the rate of
10 acres of parkland per 1,000
residents. As applied to residential
development or annexation, five
acres per 1,000 are to be dedicated
as neighborhood park serving the
development, while the remaining
five acres may be located anywhere
within the City’s park system as
deemed appropriate.
As of 2017, the City’s parks inventory
translates to approximately 4.4 acres
per 1,000 residents. With growth
anticipated under the General Plan,
San Luis Obispo would need another
361 acres of park land overall,
including 249 acres of neighborhood
parks, in order to meet current
standards. This standard for
neighborhood parks alone would
mean the need for 25 more 10-acre
parks like French—or 2,490 Anholm
Parks.
The Capital Facilities Fee Nexus
Study completed in 2018 establishes
a maximum in-lieu fee and potential
park development impact fee based
on a calculated ratio of 4.18 acres
per 1,000 residents and 2.69 acres
per 1,000 service population. While
the City currently only charges the
in-lieu fee under the Quimby Act,
it may consider newly applying
a parks development impact fee
to a broader set of development
categories, following the Parks
Master Plan Update.
Access to Parks
The current Master Plan also sets
a standard for access to parks,
calling for City residents to be
within a 1/2- to 1-mile walking
distance of a neighborhood park.
Four neighborhoods or portions of
neighborhoods are currently out of
this range, including the north side
neighborhood directly south of Cal
Poly; the neighborhood off South
Broad Street south of Meadow Park;
and two neighborhoods along South
Higuera Street. Some of these park
gaps would be addressed by future
parks in specific or master plan areas.
A view from Benchmark
Cities
Level of service standards vary
significantly amongst San Luis
Obispo and five benchmark cities
evaluated for this analysis. At 10
acres per 1,000 residents, San Luis
Obispo has the highest overall park
land standard, followed by Paso
Robles at 7 acres per 1,000; Santa
Cruz at 4.5 acres per 1,000; Davis at
3.8 acres per 1,000; and Santa Maria
at 3.0 acres per 1,000 (or higher,
if the City surpasses 3.0 acres per
1,000, up to 5.0 acres per 1,000.)
Both San Luis Obispo and Santa Cruz
currently use a 1/2-mile standard
for neighborhood parks, while the
Davis Parks and Recreation Facilities
Master Plan Update (2012) strives for
a park within 3/8 mile of all residents.
RECREATION TRENDS,
RECREATION PROGRAMS
Recreation Trends
As of 2017, the sports most heavily
participated within the United States
were Golf and Basketball, which have
participation figures well in excess
of the other activities within the
general sports category. Since 2012,
Rugby and other niche sports, like
Boxing, Lacrosse, and Roller Hockey
have seen strong growth, as have
fitness activities and, in particular,
Fitness Swimming, which has broad,
multigenerational appeal.
San Luis Obispo has relatively strong
participation rates when it comes
to almost all recreational activities,
resulting in a high “market potential
index” indicating demand for sports,
fitness, and outdoor recreation.
Program and Services
Assessment
The San Luis Obispo Parks and
Recreation Department has a
professional staff that is delivering
quality programs, services and
events to the community. The
analysis of programs done for
this report features a ranking of
programs in terms of priority for
improvement, based on both
quantitative and qualitative data.
These rankings indicate that the
City should prioritize expanding
programs in Recreational Swimming,
Lap Swimming, Swim Lessons,
Yoga, Personal Training and Fitness
Classes, Sun & Fun and Club Star
programs, and Tennis. The rankings
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6 SLO Parks + Recreation Master Plan: Community Needs Assessment
also indicate several program areas
that should be continued, and
programs that should be offered
strategically and evaluated.
COMMUNITY
ENGAGEMENT FEEDBACK
Beginning in April 2018, City staff
have led a comprehensive public
engagement effort—a critical
component of the Parks and
Recreation Master Plan Update. The
kit of tools builds on the existing
community engagement culture in
San Luis Obispo. Over the course
of the summer, Staff conducted
some 25 “pop-up” outreach
events. Community members also
provided comments by email and
on the Open City Hall online portal;
on comment cards distributed at
the Administration office and at
recreation facilities; and through
direct communications. Supported
by this extensive outreach, over 600
people attended a participatory
three-hour drop in interactive
engagement workshop held at the
Ludwick Community Center on
September 13, 2018. Input from
these engagement activities is
summarized here.
Parks and Facilities
Of all of the City’s existing parks,
Sinsheimer Park was the subject of
the most comments from community
members, and was also rated the
highest. Sinsheimer was noted for its
“wonderful” play area and hill slide;
several people noted the need for
more shade.
Laguna Lake Park was also the
subject of a large number of
comments; here, the park received
poor reviews and people saw the
need for a fully-fenced or improved
dog park or dredging of the lake.
Community members also weighed
in on what types of parks and
facilities they wanted to see in
the future. Pickleball and some
variation on a water park or splash
pad were popular responses. Many
people also weighed in on the
need for enhancements to the SLO
Swim Center; a new dog park or
fenced dog area; new facilities for
diamond sports and field sports;
new neighborhood and pocket
parks; and a new indoor recreation
center/community center. Children’s
responses included new and
improved play equipment and
unique features like ziplines, foam
pits, climbing trees, and giant chess
sets.
Programs, Activities and
Events
Recreation programs identified as
high priority by the most people at
the workshop included swimming,
pickleball, yoga, kids’ programs,
environmental education, and
gardening. People also expressed
enthusiasm for the idea of more
concerts and music in parks. Other
popular types of events focused on
food, sports, movies, arts, cultural
festivals, and community picnics and
barbeques. Community members
supported the idea of more special
events at Mitchell Park, Laguna Lake
Park, and Mission Plaza in particular.
Access to Parks
People’s comments showed an
overwhelming desire to access the
parks and recreation system by
biking and walking. Among the many
references to biking, there were
numerous requests for safer biking
routes for all ages, more robust
bike infrastructure, and system-
wide bike networks linking parks
throughout the city. Community
members were especially aware of
the need for access improvements
at Sinsheimer Park, where parking,
trail connections, transit access, and
the railroad tracks are consistent
challenges. The Bob Jones and
Railroad trails also emerged as
priorities.
Page 566 of 845
7Executive Summary
COMMUNITY SURVEY
RESULTS
A parks and recreation needs
assessment survey was conducted
during late summer/early fall of
2018. The survey was professionally
administered and designed to
achieve a statistically-significant
number of responses from a random
sampling of households in San Luis
Obispo. Results are summarized
here.
Parks and Facilities
Overall the City of San Luis Obispo
Parks and Recreation Department
is doing an excellent job providing
services to the community. Most
survey respondents (79%) reported
being either “very satisfied” or
“satisfied” with the Department, and
70% reported high satisfaction with
the parks and facilities themselves.
The most highly-rated parks and
facilities were Sinsheimer Park, Jack
House and Gardens; Santa Rosa
Park; and Anholm Park, while Mission
Plaza, Sinsheimer, Meadow, and
Laguna Lake parks were deemed the
most important. Almost every survey
responded reported having visited
at least one of the City’s parks and
recreation facilities over the past
year.
Amenities
The survey found that types of
amenities with the highest level
of unmet need in the City are
swimming pools, nature parks/
botanical gardens, adventure areas,
and shaded areas. Meanwhile, the
types of amenities most important
to households are open space trails,
park trails, swimming pools, and
open space that can be passively
enjoyed.
Taken together—along with other
information from the survey—this
resulted in a finding that swimming
pools, open space trails, park trails,
passive enjoyment of open space
conservation areas, shaded play
areas, dog parks, and nature park/
botanical gardens should be the
City’s highest priorities.
Programs and Activities
In terms of recreational
programming, the survey found that
three program areas were used by
about a quarter of San Luis Obispo
households: community special
events, recreational swimming, and
lap swimming. These were also
the programs identified as most
important by survey respondents—
and identified in the survey as the
programs that households have the
greatest need for.
Page 567 of 845
8 SLO Parks + Recreation Master Plan: Community Needs Assessment
PRELIMINARY RECOMMENDATIONS
What do all these findings suggest in
terms of future improvements to San
Luis Obispo’s parks and recreation
programs? This section provides
early guidance meant to start the
conversation and inform the Plan
Update.
PARKS AND FACILITIES
Rethink Park Classification and
Define Downtown Public Space.
The Plan Update is an opportunity to
redefine park types in a robust way
that serves the City’s vision.
Downtown Public Spaces. In
particular, the Plan should define
and describe urban public spaces
that support interaction in a highly-
walkable, mixed-use downtown,
consistent with the Downtown
Concept Plan. The farmers’
market, the creek, privately-owned
public open spaces (POPOS), roof
gardens, and temporary plazas, can
be leveraged as part of the park
system and be recognized as “park
equivalencies.” In other words, they
may be counted toward meeting City
standards even if the space is not
a traditional park. The Plan should
develop a standard and metric
accordingly.
Rethink Park Acreage Standards.
San Luis currently provides 4.4 acres
of park land per 1,000 residents–
substantially less park land than the
current Parks and Recreation Master
Plan and Element call for. While San
Luis Obispo has demonstrated that
a high-quality park system can be
achieved within a smaller footprint
than the current 10 acres per 1,000,
the City retains this aspirational
standard. The Master Plan Update
should add more specific aspirational
standards for each park type.
Rethink Park Access Standards
and How to Fill Access Gaps.
The current ½ to 1-mile standard
for neighborhood parks should
be adjusted to (a) move the City
toward a higher standard for park
space within walking distance, using
network analysis and a single ½-mile
threshold and (b) recognize that
community parks are also valuable
for local use and should be counted.
The Plan should also provide
neighborhood-specific guidance
on strategies to address gaps. For
example, the south side of Loomis
Street may provide an opportunity
for a new linear park to serve the
City’s northeast neighborhoods.
Stoneridge Park may have potential
to be expanded from a mini
park to better serve its southside
neighborhood. Signalized crossings
and safe routes to Santa Rosa
Park will give better access to the
neighborhood west of Santa Rosa
Street on the north side.
Focus on Key Facilities and
Amenities. The new Parks and
Recreation Master Plan should
provide clear direction on achieving
recreation facility priorities revealed
Page 568 of 845
9Executive Summary
PRELIMINARY RECOMMENDATIONS
through the Community Needs
Assessment process. These include
swimming pools; pickleball and
tennis courts; urban and park trails;
shaded play areas; dog parks; and
a nature park/botanical garden.
The Plan will articulate the needs,
program, and geography of need.
Implement High-Quality Design.
The community’s expectation for
high quality design and innovative
features has increased. SLO Parks
should better reflect our time
including preservation of natural
features, use of drought-tolerant
plantings, incorporation of public art,
and the relationship between park
zones and surrounding uses. The
Department should become more
nimble to test new programming
ideas and implement public art as a
placemaking tool.
Walking and Biking in Parks and to
Parks. Community members clearly
communicated the importance
of being able to walk and bike to
parks and the value they place on
walking paths and trails. The Parks
Master Plan will identify specific
priority park access improvements,
such as signalized crossings of
busy streets and overcrossings of
rail lines. The Plan will prioritize
extending the City’s system of
multiuse trails, and ensure that
walking paths are recognized as an
important park amenity. There are
many opportunities to create safer
access to parks for people of all
ages traveling on foot or by non-
motorized means. The Department
should be part of San Luis Obispo’s
active transportation planning
program.
Open Space Access. Passive
enjoyment of open space is a
clear priority for San Luis Obispo
residents. Trailheads provide access
to the City’s treasured open space
areas, but these trailheads are also
often located in neighborhoods
and have limited or no dedicated
parking. The City should prioritize
the development of pedestrian and
bike routes that connect to open
space trailheads to enhance access
while minimizing impacts.
Swimming and Multipurpose
Indoor Facilities. Swimming comes
through as a high-priority need
in San Luis Obispo. Significant
improvements are needed to make
the SLO Swim Center more usable.
That facility should also be expanded
to provide more capacity, or a new
facility should be developed to meet
community need.
This new facility could be developed
jointly or separately from a
multipurpose recreation center
developed to replace the Ludwick
Community Center. A versatile
new facility that can support a
combination of activities (fitness
and community classrooms, gym,
rentable spaces), paired with
aquatics, could be a vital addition.
Tennis and Pickleball Courts.
San Luis Obispo has demand for
both more tennis courts and more
pickleball courts. These demands
should both be addressed and not
be forced to compete. Currently,
tennis courts are concentrated at
Sinsheimer Park and pickleball courts
at French Park. Future courts should
be developed in the northern and
western parts of the City.
Shaded Play Areas. The Community
Needs Assessment shows a desire
for more shaded play areas. Existing
play areas should be evaluated
systematically, and enhancements
scheduled based on need. The
City should strive for shaded play
areas within a short walk (1/2-mile)
of all residents: this should be a
core feature of all parks, including
mini-parks. Shade trees and shade
structures also contribute to
distinctive identity and sustainability.
Page 569 of 845
10 SLO Parks + Recreation Master Plan: Community Needs Assessment
Dog Parks. San Luis Obispo
currently has one dog park, at
Laguna Lake Park. Community
members are strongly advocating for
more dog facilities, and this is borne
out as a priority in the Community
Needs Assessment. Future dog
facilities should be designed in a
way that draws on community input,
and distributed to be accessible to
residents in other parts of the City.
Investments in new facilities should
be paired with reinvestment in the
existing facility at Laguna Lake to
ensure equity and to balance use.
Nature Park/Botanical Garden.
This facility type was indicated in
the Community Needs Assessment,
and could be a good match for
environmental education and
gardening programs that were also
found to be desired.
Quiet, Meditative Areas. Many
residents expressed the need for
more quiet, meditative areas in
parks. The Plan should incorporate
this as a desired character zone to be
included in future parks and look for
opportunities to create these spaces
in existing parks. A “zen garden” was
specifically requested by residents.
Mitchell and Emerson Parks.
Mitchell and Emerson need to
function more successfully to serve
their evolving neighborhoods, while
also being part of an ecosystem of
downtown-area parks that support
events and public art. Programming
may be a critical element to maintain
a feeling of comfort and security for
neighborhood residents. These two
parks should be subject to more
focused design and programming
consideration. (See Community
Events recommendation below.)
Sinsheimer Park. Sinsheimer Park
is an important and favorite park for
many San Luis Obispo residents.
This is remarkable, because it has
potential to be much better than
it is. A master planning process for
this park can show how its various
elements can be tied together to
create synergy; how space can be
used to accommodate additional
use; how access can be improved for
all modes of travel, including walking
and biking access across the railroad;
and how parking issues can be
resolved and the creek can become
an asset. The adjacent school, school
district bus yard, and Johnson Park
should also be part of the discussion.
Can these parts be rearranged in
a way that creates lasting, positive
impact?
Laguna Lake Park. Laguna Lake
Park also has significant untapped
potential—that was being explored
by a Cal Poly landscape architecture
studio. Those ideas and others
should inform future direction and
provide inspiration for how the City
can get the most out of this site.
Laguna Lake Park may have space
for recreational facilities, space to
accommodate large events, and
unique opportunities to support
enjoyment of the water and the open
space preserve beyond.
RECREATION PROGRAMS
Expand Programs and Services in
the Areas of Greatest Demand.
Ongoing analysis of the participation
trends of programming and
services in San Luis Obispo is
significant when delivering high
quality programs and services. By
doing so, staff will be able to focus
their efforts on the programs and
services of the greatest need and
reduce or eliminate programs and
services where interest is declining.
Based on the Community Needs
Assessment, Recreational Swimming,
Lap Swimming, Swim Lessons,
Yoga, Personal Training and Fitness
Classes, and Tennis programs should
all be expanded.
Continue to Support Sun n Fun
and Club Star. The Sun n Fun and
Club Star programs are critical for
parents and youth. These will remain
PRELIMINARY RECOMMENDATIONS
Page 570 of 845
11Executive Summary
a high priority for Department
support.
Program Evaluation. Implement
the program assessment and
evaluation tool as recommended.
Assessment and evaluation tool is
provided as an Excel spreadsheet as
a stand-alone separate document.
Certain programs were identified as
being important to evaluate. These
included Gymnastics, Lifeguard
Training & Junior Guards, Golf,
Drop-in Sports, LEGO Camps,
Junior Ranger Activity Camps, Junior
Giants, Youth Futsal, Tennis Lessons,
Ultimate Pick-up, Surfing Lessons,
and Youth Fitness & Wellness
programs. These programs may have
a limited, targeted audience and
may be ideal to offer strategically
in terms of frequency, days of week,
times of day and time of year.
Community Events. San Luis Obispo
residents have shown a clear interest
in more community events in parks.
Community members focused on
three parks as good sites for events:
Mission Plaza, Laguna Lake, and
Mitchell. Emerson Park should also
be included in this list. The Plan
should help the Department identify
specific facility needs to support
event use, and niches for each event
site.
Park Activation. Activating parks
with informal food truck pods,
community picnics, fitness classes
and yoga in the park, etc.., is a
great way to bring new energy to
parks and ensure that parks feel
welcoming to all.
MAINTENANCE
ACTIVITIES
Implement a Work Order
Management System. A work
order system should be used to
track maintenance requirements
that are tied to daily, weekly,
monthly, seasonal and annual work
orders based on the established
maintenance standards. This will
assist staff in staying on top of the
preventative maintenance of both
the built (playgrounds, structures,
infrastructure, etc.) and natural (turf,
trees, etc.) assets of the park system.
Further, utilizing a work order
management system will provide
staff the necessary “actual cost” data
for work being performed.
Systematic Approach to
Contracting Services. Through
the development of management
processes, the Department must
continually evaluate the private
sector to determine if the financial
PRELIMINARY RECOMMENDATIONS
resources dedicated to parks
maintenance are sufficient as well as
effective and efficient. It should be
expected that the cost for third-party
contracted services will rise in the
future.
Management of Contract
Services. Continue to provide
the necessary resources for the
management and oversight of all
third-party contractors that provide
maintenance services for the City of
San Luis Obispo’s parks and grounds.
Update Work Plans Based on
Maintenance Standards. SLO’s
maintenance standards follow
best practices as established by
the National Recreation and Park
Association. Still, the Department
should continually update and
customize the standards based on
the park and recreation values of
the San Luis Obispo community.
These standards and need to be
implemented regardless of whether
work is performed by City staff or
third-party contractors.
Page 571 of 845
12 SLO Parks + Recreation Master Plan: Community Needs Assessment
SUSTAINABILITY
Design and Maintain for Energy
Efficiency. Existing parks should
be evaluated for their resource use
and modified through changes in
maintenance practices, material and
plant selections. New parks should
be designed for low energy use.
Water Efficient Initiatives.
Stormwater systems should be
designed into parks, especially
where there is room for treatment,
detention and storage of stormwater.
Working landscape features can
be incorporated into existing
and proposed parks to help filter
pollutants and capture stormwater.
Low water use planting and
xeriscaping should be incorporated
into new and existing parks where
turf is not needed in order to
decrease water use. Gray and
recycled water systems should be
explored and expanded. The details
of these practices should be further
developed in the Master Plan.
Reduce and or Eliminate Chemical
Use. In landscape areas, replace
chemical herbicides, pesticides, and
fertilizers with non-toxic treatments,
including Low Impact Development
(LID) practices for improving soil
health. Use organic fertilizer with
humic acid and mycorrhizea fungi
when possible. Support use of
Integrated Pest Management (IPM)
which focuses on pest prevention
through biological control (such
as the introduction of a natural
predator), habitat manipulation,
and modification of cultural
practices including site monitoring,
cleanliness, routine maintenance,
installing pest barriers, physical
removal of pests, and as a last resort
chemical control. In facilities, replace
chemical cleaning products with
non-toxic alternatives.
Select Low-Allergen Trees. The
selection of trees that produce less
airborne pollen will allow allergy-
PRELIMINARY RECOMMENDATIONS
Page 572 of 845
13Executive Summary
sensitive families to better enjoy
City parks. One local resource for
guidance on tree species may be
found at https://selectree.calpoly.
edu/search-trees-by-characteristics.
PRELIMINARY RECOMMENDATIONS
Page 573 of 845
14 SLO Parks + Recreation Master Plan: Community Needs Assessment Page 574 of 845
151. Population and Demographics
POPULATION
AND
DEMOGRAPHICS
1
Page 575 of 845
16 SLO Parks + Recreation Master Plan: Community Needs Assessment Page 576 of 845
171. Population and Demographics
1.1 Population
San Luis Obispo experienced
relatively slow growth between 2000
and 2010, never exceeding a one
percent annual growth rate. Between
2000 and 2017, the city grew at an
average annual rate of about 0.4
percent, significantly lower than the
statewide annual growth rate. The
SLOCOG 2050 Regional Growth
Forecast for San Luis Obispo County
assumes a slightly higher annual
growth rate of 0.5 percent. The San
Luis Obispo General Plan anticipates
growth of approximately one
percent annually, and a population
reaching 56,686 by 2035. The Parks
and Recreation Master Plan Update
will use that projection for planning
purposes.
Table 1-1
SAN LUIS OBISPO POPULATION TRENDS
YEAR 2000 2010 2017 (ESTIMATED)2035 (PROJECTED)
Population 44,179 45,119 46,724 56,686
Sources: US Census, 2010; California Department of Finance, 2017; San Luis Obispo General Plan,
2014.
POPULATION DENSITY
San Luis Obispo has a population
density of approximately 3,500
persons per square mile Citywide.
Three census tracts—two in the
northern part of the City and one
centered on Orcutt Road in the
southeast—feature some higher-
density housing and have over
10,000 people per square mile.
Several other central San Luis
Obispo neighborhoods exceed
5,000 people per square mile,
contributing to a general pattern
that describes a denser core with less
densely populated neighborhoods
interspersed with open spaces
around the periphery. See Figure 1-1.
Page 577 of 845
18 SLO Parks + Recreation Master Plan: Community Needs Assessment
Figure 1-1
POPULATION DENSITY
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POPULATION DENSITY
City Boundary
Rail Lines
Creeks
Water
Population Density (people/sqmi)
0 - 1000
1,001 - 2,000
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California
Polytechnic
State
University
Data Source:
U.S. Census Bureau, 2012-2016 American Community Survey 5-Year Estimates
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POPULATION DENSITY
City Boundary
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Creeks
Water
Population Density (people/sqmi)
0 - 1000
1,001 - 2,000
2,001 - 5,000
5,001 - 10,000
10,001 - 16,000
California
Polytechnic
State
University
Data Source:
U.S. Census Bureau, 2012-2016 American Community Survey 5-Year Estimates
Page 578 of 845
191. Population and Demographics
San Luis Obispo is notable for its
large student population, owing
to the presence of Cuesta College
and California Polytechnic State
University. The City’s ethnic makeup
is shifting, with the historically
above-average percentage of white
residents declining as percentages
of Latino/Hispanic and Asian/Pacific
Islander residents rise. Median
income in the City is also growing,
though it remains lower than County
income levels.
This demographic analysis is based
on US Census data, as well as
California Department of Finance
(2010) projections and the 2018
San Luis Obispo Community and
Economic Profile produced by
the San Luis Obispo Chamber of
Commerce. It should be noted that
the most detailed demographic
data available dates to the 2010
US Census, and may not be fully
descriptive of the City’s population
today.
Figure 1-2
CITY AGE DISTRIBUTION, 2010
Source: California Dept. of Finance, 2010
POPULATION BY AGE
Young adults aged 18-24 comprised
a remarkable 35 percent of the city
population in 2010, a proportion
mainly attributed to the large
student population. Other age
demographics, namely children,
teens, and adults aged 25-44, fall
below County and State averages
for those age groups. In 2010, 12
percent of the City’s population was
aged 65 and older, comparable to
the State average, but lower than the
County population rate. For San Luis
Obispo County as a whole, changes
in percentage of age cohorts
between 2000 and 2010 indicate
a decline in children under 14, a
significant rise in young adults aged
20-29, an equally significant decline
in adults aged 35-44, and major
growth in adults aged 50-70 and 80
and over. While the 2010 Census
is now considerably out-of-date, it
remains the most accurate source of
demographic data for the City.
RACE AND ETHNICITY
In 2010, residents of the City of San
Luis Obispo were approximately
76 percent non-Hispanic white,
15 percent Hispanic or Latino, 5.2
percent Asian or Pacific Islander, and
1 percent black/African-American.
San Luis Obispo County’s 2010
ethnic makeup had a slightly lower
proportion of non-Hispanic white
and Asian/Pacific Islander residents
compared to the City (71.1 percent
1.2 Demographics
Page 579 of 845
20 SLO Parks + Recreation Master Plan: Community Needs Assessment
and 3.1 percent, respectively), and
a greater proportion of Hispanic/
Latino residents (20.8 percent).
Both the City and the County are
significantly less diverse than the
state population as a whole.
The City’s non-Hispanic white
population fell by three percent as a
percentage of the total population
between 2000-2010. Conversely,
the Hispanic and Latino percentage
of the population grew by three
percent between 2000–2010. These
trends are expected to continue. The
California Department of Finance
projects that by 2025 the County
population will be approximately
64 percent non-Hispanic white,
27 percent Hispanic or Latino, 4.3
percent Asian or Pacific Islander, 1.8
percent Black or African American
and 0.5 percent Native American.
See Figures 1-3 and 1-4.
HOUSEHOLD INCOME
In 2010, median household income
in the City was $42,461, while the
County’s median household income
was $56,967. Median household
income in both the City and County
increased significantly between 2000-
2010 such that the City’s median
household income remained at
around 75 percent of the County’s.
One-third of City households qualify
as extremely low income, earning
less than $24,999 annually, a high
percentage due in large part to
the student population. Figure 1-5
shows median household income by
census tract, including a pattern of
lower-income areas adjacent to the
University.
Figure 1-3
SAN LUIS OBISPO COUNTY RACIAL AND ETHNIC COMPOSITION, 2010
Figure 1-4
SAN LUIS OBISPO COUNTY RACIAL AND ETHNIC COMPOSITION, PROJECTED, 2025
Source: U.S. Census Bureau, 2010
Page 580 of 845
211. Population and Demographics
Figure 1-5
SAN LUIS OBISPO MEDIAN HOUSEHOLD INCOME (2012-16)
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State
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Data Source:
U.S. Census Bureau, 2012-2016 American Community Survey 5-Year Estimates
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Polytechnic
State
University
Data Source:
U.S. Census Bureau, 2012-2016 American Community Survey 5-Year Estimates
Page 581 of 845
Page 582 of 845
PARKS AND
FACILITIES
ASSESSMENT
2
Page 583 of 845
24 SLO Parks + Recreation Master Plan: Community Needs Assessment
What does San Luis Obispo’s park system look
like today? How is it serving today’s population
based on the standards the City uses today to
measure level of service, and how is population
projected to change over the coming years?
What can be learned from peer cities?
This chapter includes a park and facility
inventory and assessment; population and
demographics; an analysis of existing level of
service in terms of acreage and access; and
comparison of existing level of service to the
standards in the current Parks Master Plan.
The memo concludes with a comparison of
San Luis Obispo’s park classification system,
standards, and level of service with those of five
benchmark cities.
Page 584 of 845
252. Parks and Facilities Assessment
2.1 Park and Facilities
The San Luis Obispo park system
includes 28 city parks and 15 special
features and recreation facilities
covering approximately 206 acres. In
addition to mini, neighborhood and
community parks, the city provides
recreational features including a
golf course, a sports complex, a
stadium, a swim center, a recreation/
community center, a senior center, a
skate park, community gardens, the
multipurpose trail, and the historic
Jack House. There are also five
school sites where athletic fields,
multipurpose rooms/gymnasiums,
and childcare rooms are available
to the community through a Joint
Use Agreement with the San Luis
Coastal Unified School District
(SLCUSD). Additional softball fields
are available for community use at El
Chorro Regional Park through a joint
use agreement with San Luis Obispo
County. Finally, San Luis Obispo
owns and manages 12 open spaces
and recreational trails covering
nearly 4,000 acres. These open
spaces are not the subject of the
Parks and Recreation Master Plan.
The park and recreation inventory,
including park type and acreage,
is provided as Table 2-1. The park
system is shown geographically as
Figure 2-1. The sections that follow
describe the four park or facility
types described in the 2001 San
Luis Obispo Parks and Recreation
Element and Master Plan. This
classification system may be
reconsidered as part of the Master
Plan Update.
COMMUNITY PARKS
Community parks in San Luis Obispo
have unique features and include a
wide range of amenities which attract
users from throughout the City. The
City has seven community parks
totaling approximately 100 acres.
Community parks are diverse in
character, ranging from downtown’s
Mission Plaza to the combination of
active and passive open spaces and
off-leash dog area at Laguna Lake
Park.
NEIGHBORHOOD PARKS
Neighborhood parks provide
convenient and accessible active
and passive recreation to residents
within one-half to one-mile walking
distance. Basic elements could
include a turf playfield, playground
equipment, and landscaped picnic/
seating area. Other elements
may include hard-surfaced courts,
restrooms, group barbecue,
incorporation of natural or cultural
features, and on-site parking. San
Luis Obispo has 10 neighborhood
parks totaling approximately 35
acres.
MINI-PARKS
Mini-parks, as defined in the 2001
Parks and Recreation Element
and Master Plan, serve residents
of the immediate area or those
frequenting the area. Basic elements
are comprised of passive amenities.
Currently, San Luis Obispo has 11
mini parks totaling 11.5 acres. These
parks range in size from the postage-
stamp-sized Anholm Park to the two-
acre meandering Poinsettia Creek
Walk.
RECREATION CENTERS AND
SPECIAL FEATURES
The Damon-Garcia Sports Complex,
Laguna Lake Golf Course, SLO
Senior Citizen Center, SLO Swim
Center, Sinsheimer Stadium, and
Jack House, among other sites, are
classified as “Recreation Centers
and Special Features,” again
following the categories described
in the current Parks and Recreation
Master Plan. See Table 2-1. Notably,
the Capital Facilities Fee Nexus
Study (2018) classifies these sites
under“Recreation Facilities.”
Page 585 of 845
26 SLO Parks + Recreation Master Plan: Community Needs Assessment
PARKS AND RECREATION FACILITIES ACRES1
COMMUNITY PARKS
Exposition Park 7.2
Jack House Gardens 0.8
Laguna Lake Park 40.0
Meadow Park 16.0
Mission Plaza 3.0
Santa Rosa Park 11.0
Sinsheimer Park2 21.7
SUBTOTAL 99.7
NEIGHBORHOOD PARKS
Anholm Park 0.1
De Vaul Park 0.9
Emerson Park 3.3
French Park 10.0
Islay Hill Park 6.0
Johnson Park 5.0
Laguna Hills Park 3.2
Mitchell Park 3.0
Throop Park 3.0
Vista Lago Park 0.2
SUBTOTAL 34.7
MINI PARKS
Buena Vista Park 0.5
Cheng Park 0.3
Ellsford Park 1.0
Eto Park 0.2
Las Praderas Park 0.4
Mission Plaza Extension 0.4
Poinsettia Creek Walk and Park 2.0
Priolo-Martin Park 0.5
Rodriguez Adobe Park 1.4
Stoneridge Park 1.0
Triangle Park 0.2
PARKS AND RECREATION FACILITIES ACRES1
SUBTOTAL 7.9
RECREATION CENTERS & SPECIAL FEATURES
Broad Street Community Gardens 0.9
Damon-Garcia Sports Complex3
22.0
Emerson Park Community Gardens4
NA
Jack House 0.1
Kiwanis Centennial Garden4
NA
Laguna Lake Golf Course 27.0
Laurel Lane Community Gardens 0.3
Ludwick Community Center 1.0
Meadow Park Center4 0.1
Railroad Bike Path 10.0
Rotary Garden at Meadow Park NA
Sinsheimer Stadium 1.8
SLO Senior Citizen Center 0.4
SLO Skate Park4 NA
SLO Swim Center4 NA
SUBTOTAL 63.3
TOTAL 205.6
Table 2-1
SAN LUIS OBISPO PARKS AND RECREATION FACILITIES
Sources: WRT, 2019; City of San Luis Obispo
Capital Facilities Fee Nexus Study, 2018; City
of San Luis Obispo Parks and Recreation
Element and Master Plan, 2001.
Notes:
1. Acreage is consistent with Capital Facilities
Fee Nexus Study (2018), except for sites that
were not covered in that Study. For those
sites, calculations were made in GIS for this
report.
2. Sinsheimer and Throop Parks are owned
by San Luis Coastal Unified School District
(SLCUSD) and subject to a Joint Use
Agreement for park and recreational facilities
developed and managed by the City.
3 Damon-Garcia Sports Complex was
classified as a Community Park in the 2001
Parks and Recreation Element and Master
Plan, but as a permit-only sports complex is
better placed in the “Recreation Centers and
Special Features” category.
4 These facilities are located within parks, and
acreage is reported for the underlying park.
Page 586 of 845
272. Parks and Facilities Assessment
Figure 2-1
SAN LUIS OBISPO PARKS + RECREATION SYSTEM
Waddell
Ranch
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Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyon
Natural Reserve
Laguna Lake
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South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Islay Hill
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Filipponi
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Open Space
Railroad
Recreational
Trail
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Laguna Lake
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Middle
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San Luis Obispo
High School
San Luis
Coastal
Adult School
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PARKS + RECREATION SYSTEM
City Boundary
Rail Lines
Creeks
Water
Schools
Residential Area
Other Urbanized Area
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Other Special Use Facilities
Joint Use Facilities
California
Polytechnic
State
University
Railroad Bike Path
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyon
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Islay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
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French
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Santa Rosa
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Johnson
Park
Mitchell
Park
Throop
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De Vaul
Park
Emerson
Park
Laguna Hills
Park
Ellsford
Park
Stoneridge
Park
Jack House
Gardens
Mission Plaza
Extension
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Vista Lago
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Las Praderas
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Anholm
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Triangle
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Mission
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Laguna Lake
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Middle
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San Luis Obispo
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San Luis
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Bishop Peak
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School
Teach
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Pacheco
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PARKS + RECREATION SYSTEM
City Boundary
Rail Lines
Creeks
Water
Schools
Residential Area
Other Urbanized Area
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Other Special Use Facilities
Joint Use Facilities
California
Polytechnic
State
University
Railroad Bike Path
Page 587 of 845
28 SLO Parks + Recreation Master Plan: Community Needs Assessment
Table 2-2
SAN LUIS OBISPO JOINT USE FACILITIES
JOINT USE SITES PARTNER ATHLETIC FIELDS MULTIPURPOSE ROOMS/GYMNASIUMS
CHILDCARE ROOMS
PARK AND RECREATION AMENITIES
Bishop's Peak/Teach Elementary School SLCUSD √√√
C.L. Smith Elementary School SLCUSD √√√
Hawthorne Elementary School SLCUSD √√√
Pacheco Elementary School SLCUSD √√√
Sinsheimer Elementary School SLCUSD √√√
Sinsheimer Park SLCUSD √
Throop Park SLCUSD √
El Chorro Regional Park SLO County √
Source: Joint Use Agreement Between the City of San Luis Obispo and the San Luis Coastal Unified School District for the Joint Use of Facilities and
the Provision of Programs, 2013; Joint Use Agreement Between the City of San Luis Obispo and the County of San Luis Obispo for Improvements and
Use of the El Chorro Regional Park – Softball Fields, 2002; City of San Luis Obispo, 2019.
JOINT USE FACILITIES
The City of San Luis Obispo
maintains a Joint Use Agreement
with San Luis Coastal Unified School
District (SLCUSD), which currently
establishes the terms for District and
City use at specified school sites
and at Sinsheimer Park. At each of
the school sites where the Joint Use
Agreement is currently effective, the
City operates affordable childcare
programs, and facilitates use of
gymnasiums and athletic fields for
youth sports. At Sinsheimer and
Throop Parks, the School District
may use athletic facilities (the
baseball stadium, tennis courts,
swim center) without a charge for
maintenance, repair, or utilities, in
consideration for making the land
available on which these facilities are
constructed.
At El Chorro Regional Park,
the County owns, maintains,
and operates the park for
recreational use, while the City has
contributed financially to softball
field improvements including
lighting, irrigation, renovation,
enlargement, paving, and planting.
The City receives first priority
for use of the softball fields for
organized recreational use, and is
responsible for supporting increased
maintenance of the fields that results
from that use. The facilities covered
at each site currently subject to Joint
Use Agreements are summarized in
Table 2-21.
1. While the Joint Use Agreement with
SLCUSD also names certain other sites, those
sites are not currently used and not included
here.
Page 588 of 845
292. Parks and Facilities Assessment
PARK FEATURES AND AMENITIES
Traditionally, City Parks are
comprised of a range of features
and amenities, including passive use
features like grass areas and walking
trails; play equipment for children;
picnic tables, barbecues, and
restrooms that facilitate gatherings.
Active recreational facilities like
soccer fields and basketball courts;
and special features like a skate
area or off-leash dog area are often
considered facilities with some
required permits for use.
In the spring of 2018, Cal Poly
students conducted an inventory
for the Parks and Recreation
Department of the City’s parks as
well as Sinsheimer Stadium, Meadow
Park Center, and Laguna Lake
Golf Course. The underlying data
from this report is the basis for the
summary of San Luis Obispo’s park
features and amenities below and
shown on Figures 2-2 through 2-8. In
some cases these maps also reflect
the assessed condition of facilities.
Park facility conditions are discussed
in the Condition Assessment section
of this report.
PLAYGROUNDS AND PICNIC
AREAS
Currently there are 26 play areas,
or tot lots at 14 parks, including
10 neighborhood parks and four
community parks. The city has
approximately 189 picnic tables
distributed among 16 parks, with
the greatest number at Laguna Lake
(37), Santa Rosa (30), and French (21).
Currently, 27 barbeque facilities are
available at eight parks, with 12 of
these at Laguna Lake Park.
RECREATIONAL FACILITIES
A broad range of recreational
facilities exist in San Luis Obispo
These are summarized below.
• The City has seven ballfields for
softball and baseball at six parks.
This includes one ballfield each
at French, Islay Hill, Meadow,
Sinsheimer, and Throop Parks,
and two at Santa Rosa Park.
Two additional softball fields are
available for San Luis Obispo use
at El Chorro Regional Park under
the Joint Use Agreement.
• The City has four regulation size
soccer fields at Damon-Garcia
Sports Complex.
• The City has nine informal multi-
use fields at eight parks. They
are used for activities including
sports practice (rugby, flag
football) and pick-up games, as
well as for simply enjoying.
• There are nine full basketball
courts at seven parks, including
1 court each at DeVaul, French,
Islay Hill, Johnson, and Meadow
Parks, and two courts each at
Emerson and Santa Rosa Parks.
(The courts at Santa Rosa Park
are shared with the hockey rink.)
• The City has eight tennis courts,
concentrated at Sinsheimer Park
(six courts), with one each at
French and Islay Hill Parks.
• The City has ten pickleball
courts, including seven at French
Park and three at Meadow Park.
None of these are designated for
pickleball only; rather, they are
striped on basketball and tennis
courts. As of Summer 2019, there
will be three dedicated pickleball
courts at French Park.
• The City has five volleyball
courts, with two at Meadow Park
and one each at French, Islay Hill
and Sinsheimer Parks.
• Santa Rosa Park is home to
the SLO Skate Park and also
features a lighted roller hockey
rink (also striped for basketball,
as noted above).
• Disc golf courses are located
at Laguna Lake Park and
Sinsheimer Park.
• There are 16 horseshoe courts,
including 10 at Santa Rosa Park
and two each at Sinsheimer,
French and Meadow Parks.
• Emerson Park has two bocce
courts.
DOG AREAS
San Luis Obispo has one off-leash
dog area located at Laguna Lake
Park. El Chorro Regional Park
features a dog park, operated by
the County for use of all County
residents.
COMMUNITY GARDENS
Community gardens are located
at Emerson and Meadow Parks, as
well as at Laguna Lake Golf Course
(the Kiwanis Centennial community
garden), Broad Street, and Laurel
Lane.
Page 589 of 845
30 SLO Parks + Recreation Master Plan: Community Needs Assessment
Figure 2-2
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Page 590 of 845
312. Parks and Facilities Assessment
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CaliforniaPolytechnicStateUniversity
Page 591 of 845
32 SLO Parks + Recreation Master Plan: Community Needs Assessment
Figure 2-4
BASEBALL AND SOCCER FIELDS
#*#*#*#*
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Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Baseball Fields
Functional but flawed
Good condition
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#*Functional but flawed
#*Good condition
California
Polytechnic
State
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#*#*#*#*
Waddell
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Good condition
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#*Good condition
CaliforniaPolytechnicStateUniversity
Page 592 of 845
332. Parks and Facilities Assessment
Figure 2-5
INFORMAL MULTI-USE FIELDS
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Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
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CaliforniaPolytechnicStateUniversity
Page 594 of 845
352. Parks and Facilities Assessment
Figure 2-7
OTHER RECREATIONAL FACILITIES
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Page 595 of 845
36 SLO Parks + Recreation Master Plan: Community Needs Assessment
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CaliforniaPolytechnicStateUniversity
Page 596 of 845
372. Parks and Facilities Assessment
TRAILS AND BIKE NETWORK
The City of San Luis Obispo
manages the Railroad Recreational
Trail, which currently extends
approximately 10 miles in two
segments along railroad right-of-
way traversing the city from north to
south. A segment of the Bob Jones
Bike Trail follows San Luis Obispo
Creek on the City’s southwest side;
while this trail is not a City facility, it
provides an important recreational
resource for City residents and
visitors.
Several of San Luis Obispo’s parks
feature walking and multi-use
paths, including Meadow Park and
Laguna Lake Park. Beyond the parks
themselves, San Luis Obispo has
an extensive network of walking or
multi-use trails in its open spaces .
While these trails are not the subject
of the Parks Master Plan, the Plan
seeks to connect with the larger
system.
San Luis Obispo also has a robust
network of bike lanes and bike
routes. The Railroad Safety Trail and
Bob Jones Trail provide level, Class I
off-street paths. Buffered bike lanes
exist along Madonna Road, Los Osos
Valley Road, Laurel Lane, and a short
segment of Chorro Street downtown,
while a network of Class II (bike
lanes), Class III (shared bike streets),
and special “bike boulevards”
complete the network. Current plans
call for the City’s bike network to be
expanded substantially.
Existing and planned trail and bike
networks are shown on Figures 2-9
and 2-10.
Laguna Lake Park connects with the adjacent open space
trails (top). The Railroad Trail connects Sinsheimer Park
to neighborhoods north and south (bottom).
Page 597 of 845
38 SLO Parks + Recreation Master Plan: Community Needs Assessment
Figure 2-9
TRAIL NETWORK
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Parks and Recreation Facilities in San Luis Obispo
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California
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CaliforniaPolytechnicStateUniversity
Data source: County of San Luis Obispo GIS
Open Data, trails as proposed by the 2006
SLO County Parks and Rec Element.
Page 598 of 845
392. Parks and Facilities Assessment
Figure 2-10
BIKE NETWORK
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyon
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
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Open Space
Bishop Peak
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Class II
Class III
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Proposed Bikeways
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Class I
Class II
Class III
California
Polytechnic
State
University
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyon
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
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Bike Blvd.
Bikeway Access
Buffered Lane
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Class II
Class III
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Proposed Bikeways
Bike Blvd.
Class I
Class II
Class III
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Polytechnic
State
University
Waddell
Ranch
Let it Be
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Emerson
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Laguna Hills
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Las Praderas
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Data source: City of San Luis Obispo, Bicycle Transportation Plan, 2013
Page 599 of 845
40 SLO Parks + Recreation Master Plan: Community Needs Assessment
The San Luis Obispo Parks Inventory
and Assessment, produced in
2018 with support from Cal Poly
students, provided a park-by-park
narrative summary of park features
and general conditions. The feature
ratings have been used to identify
trends that reflect the system as a
whole.
PARK INVENTORY AND ASSESSMENT
Table 2-3
FEATURES RATED AND NOT RATED IN CONDITION ASSESSMENT
RATED NOT RATED
Adult Exercise Area Access Points
Baseball Field AED
Basketball Court Cell Tower
BBQ Child Lot
Bench Community Garden
Bicycle Rack Compost Area
Bleachers Flag Pole
Bocce Ball Hardscape area
Concession Stand Jack House Main House
Disc Golf Landscaped Area (Shrub Area)
Drinking Fountain Meadow Park Nbhd. Building
Dumpster Natural Area
Equipment Shed Off-Leash Dog Area
Garden Shed Parks and Rec Office Building
Gazebo Perimeter Fencing
Horseshoe Pit Rodriguez Adobe
ID & Entrance Senior Citizen Center
Informal Multi-Use Field Structure/Building
Lighting Tot Lot
Multi-Use Informal Field Trail/Walkway
Mutt-Mitt Turf
Off-Street Parking Waterbody
Other Court Public Art
Pickleball Court Public Fountain
Picnic Table Trees
Recycling Can
Restroom
Roller Hockey
Skate Park
Stage Area
Tennis Court
Trash Can
Volleyball Court
Source: City of San Luis Obispo, San Luis Obispo Parks Inventory and Assessment, 2018; WRT, 2019.
Page 600 of 845
412. Parks and Facilities Assessment
PARK FEATURES AND
RATINGS
Some 33 individual types of park
features were evaluated, including
several types of recreation facilities
as well as parking areas, restrooms,
drinking fountains, benches, and
lighting. Several other features
were not evaluated. These included
buildings; fencing; hardscape area;
turf; trees; and trails. Features
that were rated and not rated are
identified in Table 2-3. It should be
noted that some features in the
“Rated” category were not rated in
all parks where they were found.
The team used a three-class general
assessment rating system, as follows:
1. Needs replacement or non-
functional (e.g. missing pieces or
beyond repair). Not serving its
primary purpose or functionality.
2. Needs repair or damaged
or in state of disrepair but it
can be restored to working
order (functional but flawed).
Only partially adequate for its
intended use.
3. Good condition; in good repair
and its functioning as intended
For several individual features, more
detailed definitions were developed
to describe a condition assessment
of (1), (2), or (3). These more detailed
definitions are provided in the
San Luis Obispo Parks Inventory
Assessment report.
FINDINGS
Over three quarters of rated park
features were found to be in
generally good condition, with 78
percent given a rating of (3). Fifteen
percent of the features evaluated
were rated (2) and six percent were
rated (1). Informal multi-use fields,
tennis courts, bicycle racks and
lighting were found to be in the best
condition across all parks. Almost all
these features were rated 3 in the
assessment.
Meanwhile, horseshoe pits, picnic
tables and drinking fountains were
found to be in the worst condition:
only 60 percent of drinking fountains,
66 percent of picnic tables, and 25
percent of horseshoe pits were rated
3, with nearly two-thirds of horseshoe
pits given a rating of 1.
Anholm Park, Cheng Park, Troop
Park, Jack House Gardens contain
features that were found to be in the
best condition overall. Parks whose
features were found to be non-
functional or in need of replacement
included Santa Rosa and Emerson
(see Table 2-4). It is important to note
that not all park features were rated
by the students.
The condition assessment identified
specific potential improvements
at each park, including potential
1. The San Luis Obispo Parks Inventory and Assessment includes some general observations
about accessibility but does not fully assess compliance with the Americans with Disabilities Act
(ADA). A separate review of ADA compliance at 24 San Luis Obispo parks was conducted by
Disability Access Consultants in 2017.
improvements for features that
were assessed but not rated. The
recommendations show some
general themes:
• Landscaped and hardscaped
area need better maintenance.
This includes areas in Buena
Vista Park, Las Praderas Park,
and Cheng Park.
• Park furnishings (benches, picnic
tables, trash cans, drinking
fountains) are in need of
replacement or repair in most
parks, especially in Vista Lago
Park, French Park and Johnson
Park.
• Several parks were observed to
lack full accessibility on walkways
and trails due to slope, paving,
or other conditions. These
include Mission Plaza Extension,
Islay Hill Park, Exposition Park,
Mission Plaza and Emerson
Park.1
• Some parks lack sufficient
lighting. These parks include
Ellsford, Emerson, Islay Hill,
Exposition and Sinsheimer Parks.
• Most sports facilities are in good
condition. Horseshoe pits are
a notable exception, including
those in French Park and Santa
Rosa Park.
See Appendix A: Site Assessment
Summary and Needs for more detail.
Page 601 of 845
42 SLO Parks + Recreation Master Plan: Community Needs Assessment
Table 2-4
CONDITION ASSESSMENT OF PARK FEATURES
RATED PARK FEATURE
NUMBER OF FEATURES BY CONDITION ASSESSMENT RATING
1 (NEEDS REPLACEMENT OR NON-FUNCTIONAL)
2 (FUNCTIONAL BUT FLAWED)
3 (GOOD CONDITION)TOTAL
Adult Exercise Area 1 1
Baseball Field 2 5 7
Basketball Court 1 1 9 11
BBQ 4 5 17 26
Bench 6 26 173 205
Bicycle Rack 2 24 26
Bleachers 2 16 18
Bocce Ball 2 2
Concession Stand 1 1
Disc Golf 1 1
Drinking Fountain 2 7 13 22
Dumpster 1 1 2
Equipment Shed 1 10 11
Garden Shed 1 1
Gazebo 4 4
Horseshoe Pit 10 2 4 16
ID & Entrance 1 1 14 16
Multi-Use Field 2 2 4
Lighting 1 1 131 133
Multi-Use Informal Field 9 9
Mutt-Mitt 9 23 32
Off-Street Parking 3 13 16
Pickleball Court 8 8
Picnic Table 11 53 128 192
Recycling Can 8 20 28
Restroom 13 13
Roller Hockey 1 1
Skate Park 1 1
Stage Area 1 1
Tennis Court 8 8
Trash Can 25 30 126 181
Volleyball Court 1 5 6
TOTAL 64 155 784 1003
In addition, facility assessments
were conducted in 2018 by Ten Over
Studio on the Parks and Recreation
Administration Building, the Ludwick
Community Center, the Senior
Center, and the SLO Swim Center.
The Ludwick Center was observed
to have a combination of building
condition and programmatic
deficiencies that need to be
addressed. Recommendations
included:
• Easing the space deficiency and
improving access control at the
Administration Building;
• Consolidating the equipment,
vehicles, and workspaces of
rangers into a new ranger
station;
• Potentially replacing Ludwick
Community Center with a new
facility that better supports the
Department’s vision;
• Addressing security issues
around the Senior Center;
• Making significant improvements
to the SLO Swim Center,
including a new tot and therapy
pool, a replacement pool, new
shower and changing rooms,
a new dedicated multipurpose
room, a separate fitness room.
FACILITIES ASSESSMENT
Source: City of San Luis Obispo, 2019; WRT,
2019.
Note: Table 3-4 summarizes all park features
that were rated in the San Luis Obispo Parks
Inventory and Assessment. Not all park
features were rated.
Page 602 of 845
432. Parks and Facilities Assessment
San Luis Obispo has added five
new parks and facilities to the
system since the current Parks and
Recreation Master Plan was adopted
in 2001, as follows. Certain other
parks existed in 2001 but were not
documented in the Plan.
Cheng Park: Cheng Park is a 0.14-
acre mini park featuring a Chinese-
style gate and pavilion, located at
Marsh and Santa Rosa streets.
Damon-Garcia Sports Complex:
Damon-Garcia Sports Complex,
covering approximately 22 acres
in the City’s southeast, is home to
all four of the San Luis Obispo’s
regulation-size soccer fields.
CHANGES TO THE SYSTEM SINCE 2001
De Vaul Park: This 0.93-acre
neighborhood park on Spooner
Drive features a playground,
basketball court, picnic tables, paved
path, and large grassy area used for
pick-up style games.
Kiwanis Centennial Garden:
The City’s fifth community garden
opened in 2018 on ¼ acre of land at
the entrance to the Laguna Lake Golf
Course. The 42-plot garden will be
the first in San Luis Obispo County to
use recycled water.
SLO Skate Park: The SLO Skate Park
is a 15,500-square foot in-ground
concrete park that provides a high-
quality, safe skate experience while
also providing space for the broader
community to enjoy, including a
flexible plaza, stage, and perimeter
walk and seating. The Skate Park
is crowned by four 25-foot tall tree
sculptures created by local artists.
SLO Skate Park and Cheng Park are key additions
to the City’s park system since the time of the last
Master Plan Update.
Page 603 of 845
44 SLO Parks + Recreation Master Plan: Community Needs Assessment
Some 25 new parks, park expansion
or facility improvements are defined
in specific or master plans, as
follows. In some cases, Development
Agreements specify maintenance,
ownership and operation of future
parks.
AVILA RANCH
Neighborhood Park, Pocket
Parks and Mini Parks: A 9.5-acre
neighborhood park will serve the
Avila Ranch development. The
neighborhood park is planned to
include group BBQs, basketball
courts, tot lots, baseball diamonds,
soccer fields, pickleball courts, tennis
courts, a dog park, a skate park, and
a community meeting pavilion area.
Avila Ranch will also feature eight
mini-parks and a pocket park. Each
will be one-half to 2.5 acres in size.
MADONNA-FROOM
The Madonna-Froom Specific Plan
area is identified in the General Plan.
The City is currently reviewing a
Specific Plan request for this area.
NEW PARKS AND PARK IMPROVEMENTS ASSOCIATED WITH RESIDENTIAL DEVELOPMENT
MARGARITA AREA SPECIFIC
PLAN
Neighborhood Park, Greenway
and Sports Fields: The Margarita
Area Specific Plan meets the City’s
park land standard by providing a
10-acre Neighborhood Park and a
16-acre improved sports field site.
The Neighborhood Park will include
trees, benches, picnic tables and
small cooking stands, children’s
play equipment, game courts, a
restroom, and play fields. Greenways
are primarily for cycling and walking
paths within linear, landscaped
open areas. The Sports Fields will
accommodate active recreational
use and will include on-site parking.
ORCUTT AREA SPECIFIC PLAN
Neighborhood Park, Pocket Park
and Trail Junction Park: The Orcutt
Area Specific Plan features a
neighborhood park, several pocket
parks, a linear park and bicycle/
pedestrian paths. The neighborhood
park will serve as a community
gathering place for casual recreation
and sports events. The linear park
will double as a passive recreation/
viewing area and stormwater
management area. The pocket parks
provide access points to the railroad
bike path and passive recreation
facilities such as seating for wildlife
viewing.
SAN LUIS RANCH SPECIFIC
PLAN
Central Neighborhood Park, Fitness
Loop and Parkway, Pocket Parks
and Preserve and Trailhead: The
San Luis Ranch Specific Plan’s park
system is intended to provide
active recreation, add to the natural
beauty of the area, and create a
neighborhood with a high quality
of life. San Luis Ranch will include a
central neighborhood park, pocket
parks, an active linear park, green
space, greenways, pedestrian and
bike paths, and sports fields.
Page 604 of 845
452. Parks and Facilities Assessment
PARKS AND OPEN SPACES IN
THE DOWNTOWN CONCEPT
PLAN
The Downtown Concept Plan
presents the community’s high-
level vision for how downtown San
Luis Obispo should be developed
over the next 25 years, and
includes principles, goals, and an
implementation plan with prioritized
major public programs and projects
actions. The Downtown Concept
Plan envisions the creation of new
parks, enhancement of existing parks
and facilities, and improvements to
the San Luis Creek Walk to provide
plentiful and safe public spaces in
the city’s core.
Cheng Park Expansion. Cheng
Park is envisioned expanding across
the creek onto the existing surface
parking lot, with a paseo providing
connections from Marsh and Pacific
Streets.
Courthouse Park. The large lawn at
the County building is envisioned as
a demonstration garden with seating
and interactive public art. Given
County ownership, this may not be a
City-operated park.
Diagonal Paseo. A diagonal plaza
is envisioned through the block
bounded by Marsh, Broad, Pacific,
and Nipomo streets, providing a
connection between Emerson Park
and the downtown core as well as
additional outdoor dining, event,
and public art opportunities.
Higuera Street Plaza. The City-
owned parking lot at Higuera and
Nipomo streets is envisioned as a
public plaza with seating, interactive
elements, and positive activity at
this prominent downtown corner
adjacent to San Luis Creek.
Mission Plaza Expansion. An
expanded Museum of Art is shown
connecting to Mission Plaza, with a
Creek Walk extension underneath
the Broad Street bridge.
Monterey Street Plaza. A small
plaza area with outdoor seating is
shown on Monterey Street.
Emerson Park. Improvements
are envisioned at Emerson Park
to provide more opportunities for
outdoor recreation for neighborhood
residents.
Ludwick Community Center. The
Ludwick Center would enhanced
to include a full-sized gymnasium,
multi-purpose rooms, and
underground parking.
Old Gas Works Site. The Old
Gas Works building on Pismo
Street could be rehabilitated and
incorporated into a mid-block
pocket park.
Rosa Butron Adobe. The City-
owned Rosa Butron Adobe property
would be opened to the public
and managed as a park. A new
connection from Dana Street is
shown crossing San Luis Creek.
Toro/Marsh Pocket Park. A small
pocket park is envisioned on the
corner of Marsh and Toro Streets.
Page 605 of 845
46 SLO Parks + Recreation Master Plan: Community Needs Assessment
Figure 2-11
PLANNED PARKS AND PARK IMPROVEMENTS
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyon
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Islay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
UV1
UV227
£¤101
Á
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Neighborhood ParkMargarita SP
Neighborhood ParkPacific Beach
HS site
Emerson Park
Avila Ranch SP
Neighborhood Park
San Luis Ranch SP
Preserve and
Trailhead
Margarita SP Greenways
San Luis Ranch SP
Fitness Loop & Parkway Orcutt Area SP
Trail Junction Park
Avila Ranch SP
Pocket Park, Mini-Parks (8)
Diagonal
Paseo
Rosa
Butron
Adobe
Orcutt Area SP
Pocket Parks (3)
San Luis Ranch SP
Pocket Parks
Orcutt Area SP
Pocket Park
Monterey
Street Plaza
Old Gas
Works
Toro/March
Pocket ParkMission Plaza
Expansion
Higuera
Street
Plaza
Cheng Park
Expansion
Ludwick Community
Center
San Luis Ranch SP
Central Neighborhood Park
Courthouse
Park
North Broad Street
Neighborhood Park
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Serrano Dr
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Higuera Stel Camino RealLos O
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Stenner Creek0 0.5 10.25 Miles¯
Planned Parks and Park Improvements
City Boundary
Rail Lines
Creeks
Water
Schools
Residential Area
Other Urbanized Area
Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Planned Parks and Park Improvements*
New Parks
Existing Park Expansion
Existing Park Improvements
California
Polytechnic
State
University
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Plan
General Plan
Specific Plan Boundaries
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area Orcutt AreaSpecific Plan Area
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyon
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Reserve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Islay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
UV1
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Á
Broad
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Pocket ParkMission Plaza
Expansion
Higuera
Street
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Cheng Park
Expansion
Ludwick Community
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San Luis Ranch SP
Central Neighborhood Park
Courthouse
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North Broad Street
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ta
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Industri
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Goldenrod LnBeebee StK
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Bridge St
Lawrence Dr
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Margarita A
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Village Dr
Serrano Dr
Birc
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Wavertree StTanglewo
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ho
r
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Hathway AveMitchell Dr
Corrida Dr
S Perimete
r
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d
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Isabella Way
Mission StStenner Creek RdKendall R
d
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Phillips Ln
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c
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Felton Way
Vis
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Aero DrMeadow StMcMillan AveFox Hollow Rd
Rachel StZac
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Canyon Cir
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San Carlos Dr Wil
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Dr
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Los Palos DrVis
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l
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a
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Noll RdCordova
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Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Planned Parks and Park Improvements*
New Parks
Existing Park Expansion
Existing Park Improvements
California
Polytechnic
State
University
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Plan
General Plan
Specific Plan Boundaries
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area Orcutt AreaSpecific Plan Area
Waddell
Ranch
Let it Be
Natural Reserve
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Natural Reserve
Reservior Canyon
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Laguna Lake
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South Hills
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Natural Reserve
Cerro San Luis
Natural Reserve
Islay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
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Recreational
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Planned Parks and Park Improvements
City Boundary
Rail Lines
Creeks
Water
Schools
Residential Area
Other Urbanized Area
Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Planned Parks and Park Improvements*
New Parks
Existing Park Expansion
Existing Park Improvements
California
Polytechnic
State
University
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Plan
General Plan
Specific Plan Boundaries
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area Orcutt AreaSpecific Plan Area
#*#*#*#*
Waddell
Ranch
Let it BeNatural ReserveIrish Hills
Natural Reserve
Reservior CanyonNatural ReserveLaguna LakeNatural Reserve South HillsNatural Reserve
Johnson Ranch
Open Space
Bishop PeakNatural Reserve Cerro San LuisNatural Reserve
Islay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace HillOpen SpaceRailroadRecreationalTrail£¤101UV1 UV227 £¤101ÁBroad
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US Hwy 101State Rte 1el Camino RealBr
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Suburban Rd
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Airport Dr
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PinePartner RdFixlini St
Jespersen RdLizzie StBalboa St Industrial Way Sequoia Dr
Spanish Oaks
Dr
Truckee RdGathe DrRoyal WayNasella Ln Church StLong StIris StMcCollum StFerrini RdIronbark S
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Kentucky StBridge St Lawrence Dr Hays StMargarita Ave Village DrSerrano Dr
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Sage St Upham StHawk Hill RdHansen LnHopkins LnArcher St Lawton AveJohe Ln Deer RdBond St Sierra WayAl Hil DrStoneridge Dr
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Vicente DrGalleon Way Albert DrSkyline DrTonini Dr Corralitos AveLaguna LnClover Dr
Map
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Mello LnQuail DrPereira Dr Parker StEmily StN Perimeter Rd Graves AveFel Mar Dr S Poly View Dr Smee Ln
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Esperanza LnCoral StAtascadero St Story StFiero Ln
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Canyon Cir Binns CtFroom Ranch WayLos Cerros Dr San Carlos Dr Wilding Ln
Horizon LnStanford Dr Meinecke AveDaly Ave Cll LupitaThelma DrSterling Ln
Los Palos DrRustic WayVis del Collados Mountain View StNoll RdCordova Dr Via la PazOakridge DrCollege AvePortola StHollyho
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Los Verdes DrVerde DrMontrose DrSlender Rock Pl
Creekside DrMail Pouch Ln
Marip
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Chuparrosa DrKaren DrBonetti DrWalker St
Su
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W
a
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a P
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Baseball and Soccer Fields
City Boundary
Rail Lines
Creeks
Water
Schools
Residential Area
Other Urbanized Area
Open Spaces
Parks (Mini/ Neighborhood/ Community Parks)
Recreation Centers & Special Features
Baseball Fields
Functional but flawed
Good condition
Soccer Fields
#*Functional but flawed
#*Good condition
CaliforniaPolytechnicStateUniversity
Page 606 of 845
472. Parks and Facilities Assessment
Figure 2-12
DOWNTOWN PARKS AND OPEN SPACES, EXISTING AND PROPOSED
Cerro San Luis
Natural Reserve
San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
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Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
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Recreation Centers & Special Features
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Proposed Parks and Park Improvements in Downtown Concept Plan
New Parks
Existing Park Expansion
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California
Polytechnic
State
University
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Plan
General Plan
San L u isObispoC re e kCerro San Luis
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City Boundary
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Rail Lines
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Schools/ Joint Use Facilities
Residential Area
Other Urbanized Area
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Open Spaces
Proposed Parks and Park Improvements in Downtown Concept Plan
New Parks
Existing Park Expansion
Existing Park Improvements
California
Polytechnic
State
University
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Plan
General Plan
San L u isObispoC re e k
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C
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e
k
0 0.1 0.20.05 Miles¯
DOWNTOWN AREA PARKS
City Boundary
Downtown Concept Plan Area
Rail Lines
Creeks
Water
Schools/ Joint Use Facilities
Residential Area
Other Urbanized Area
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Open Spaces
Proposed Parks and Park Improvements in Downtown Concept Plan
New Parks
Existing Park Expansion
Existing Park Improvements
California
Polytechnic
State
University
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific Plan
Avila Ranch Development Plan
Downtown Concept Plan
General Plan
San L u isO bispoC re e k
Cerro San Luis
Natural Reserve
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* Source:
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Mini
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California
Polytechnic
State
University
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
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Avila Ranch Development Plan
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City Boundary
Downtown Concept Plan Area
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Creeks
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Schools/ Joint Use Facilities
Residential Area
Other Urbanized Area
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Mini
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CaliforniaPolytechnicStateUniversity
* Source:
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Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific Plan
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Downtown Concept Plan
General Plan
San L u isO bispoC re e k
Page 607 of 845
48 SLO Parks + Recreation Master Plan: Community Needs Assessment
The City’s current Capital
Improvement Plan, subject to
approval by the City Council,
earmarks funding for numerous
improvements to San Luis Obispo’s
parks and recreation facilities.
Projects address park maintenance;
public art; recreational amenities;
building and infrastructure
renovations; and—most notably—a
new park on North Broad Street.
In addition to these projects, Parks
staff report that three designated
pickleball courts will be constructed
at French Park; this will involve
relocating a basketball court and
removing a volleyball court. CIP
Projects are identified in Table 2-5.
PARK IMPROVEMENTS PLANNED FOR 2019-21
Table 2-5
PLANNED PARK AND FACILITY IMPROVEMENTS, 2019-21
CATEGORY/ SITE PROJECT
PARKS MAINTENANCE
Mission Plaza Restroom Replacements & Enhancements
Cheng Park Revitalization
Mission Plaza Railing Upgrade
Various Play Surfacing
Sinsheimer Park Irrigation
Sinsheimer Park Stadium Drainage
Various Water Stations & Supply Lines
Emerson Park Parking Lot Maintenance
French Park Parking Lot Maintenance
Emerson Park Fitness Equipment Replacement
Islay Hill Park Playground Equipment Replacement
Meadow Park Par Course
Vista Lago Park Playground Equipment Replacement
Various Urban Forest Maintenance
RECREATIONAL SPORTS
Various Development-Related Park Improvements
Laguna Lake Park Laguna Lake Improvements
Laguna Lake Golf Course Golf Course Maintenance
North Broad Street Neighborhood Park New Park Development
NATURAL RESOURCES
Laguna Lake Park Dredging
Laguna Lake Park Docks, Ramp, Shoreline
BUILDING MAINTENANCE
SLO Swim Center Olympic Pool Thermal Blankets
SLO Swim Center Bath House Roof
SLO Swim Center Bath House Ceiling
SLO Swim Center Re-Plaster Therapy Pool
SLO Swim Center Therapy Pool Boiler
SLO Swim Center Shower System Repair
SLO Swim Center Therapy Pool Chemical Pumps
Source: City of San Luis Obispo Capital Improvements Plan, 2019; City of San Luis Obispo, 2019.
Page 608 of 845
492. Parks and Facilities Assessment
2.2 Level of Service: Park Acreage and Access
How well does San Luis Obispo serve
its residents recreation and parks
needs? This section reports on two
measures that are used as standards
in the current San Luis Obispo Parks
Master Plan: park acreage level of
service and park access level of
service. The section then goes on
to consider potential changes to the
park classification system and park
acreage and access standards, based
on practices from peer cities and
The current Parks and Recreation
Element and Master Plan calls on
the City to develop and maintain
a park system at the rate of
10 acres of parkland per 1,000
residents. As applied to residential
development or annexation, five
acres per 1,000 are to be dedicated
as neighborhood park serving the
development, while the remaining
five acres may be located anywhere
within the City’s park system as
deemed appropriate.
As of 2017, San Luis Obispo
has 205.6 acres of City park and
recreation facilities serving a
population of 46,724. The City’s parks
inventory translates to 4.4 acres per
1,000 residents.
San Luis Obispo would need another
361 acres of park land to meet its
overall park acreage standard of
10 acres per 1,000 in 2035, for a
projected population of 56,686. Of
this additional park land, 249 acres
would need to be Neighborhood
Parks, to meet the current 5
acres/1,000 standard. See Table 2-6.
1. The Nexus Study did not account for some parks and facilities which are included in the inventory for this report: Exposition Park, Eto Park, Mission
Plaza Extension, Broad Street Community Gardens, Laurel Lane Community Gardens, and Sinsheimer Stadium. For all other parks and facilities, this
report uses the Nexus Study as the source for park acreage.
Parkland in-Lieu Fee and
Parks and Recreation
Development impact Fee
San Luis Obispo’s most recent
Capital Facilities Fee Nexus Study,
completed in 2018, establishes
the maximum parkland in-lieu fees
under the Quimby Act and the
maximum development impact fees
that can be charged for parks and
recreation improvements under the
Mitigation Fee Act. The Nexus Study
calculated the current park level
of service at 4.18 acres per 1,000
residents1 or 2.69 acres per service
population (taking into account both
city residents and jobs.) Maximum
fees are then calculated using
assumptions about land value and
the costs to develop recreational
space.
Currently, the City applies an in-
lieu fee to new single-family and
condominium development, under
the Quimby Act, for the creation
of new parks. The City does not
currently have a park development
impact fee under the Mitigation Fee
Act. This fee could be applied to
rental multifamily and non-residential
development in addition to the
categories currently subject to the
in-lieu fee.
ACREAGE STANDARDS AND LEVEL OF SERVICE IN SAN LUIS OBISPO
observations about what’s working
and what’s not in San Luis Obispo.
Page 609 of 845
50 SLO Parks + Recreation Master Plan: Community Needs Assessment
The current Master Plan also
establishes the following access
standard: San Luis Obispo residents
shall have access to a neighborhood
park within one-half to one-mile
walking distance of their home.
Specific service areas are not
identified for other park types.
GAPS IN PARK ACCESS
As shown on Figure 2-13, much
of San Luis Obispo and most City
residents are within a one-half or one
mile walk to a neighborhood park.
Four neighborhoods or portions of
neighborhoods are currently out
of this range from a neighborhood
park, including the neighborhood
directly south of Cal Poly; the
neighborhood off South Broad
Street south of Meadow Park; and
two neighborhoods along South
Higuera Street.
ACCESS STANDARDS AND LEVEL OF SERVICE
Development of parks indicated
in the Margarita and Avila Ranch
specific plans may be expected to fill
gaps in the southern part of the city,
while parks planned as part of the
San Luis Ranch, Froom Ranch, and
Orcutt Area specific plans should
create parks within walking distance
of new development in those areas.
See Figure 2-14. Our analysis of
walking distance from future parks
uses simple radii instead of the street
grid, since data on future streets are
not readily available. In reality, these
radii are overly generous in their
assessment of walking distance. At
least two service area gaps would
remain, using current standards:
in the neighborhood south of Cal
Poly and the neighborhood south of
Meadow Park.
Table 2-6
SAN LUIS OBISPO PARK ACREAGE STANDARDS AND LEVEL OF SERVICE
PARK OR RECREATION FACILITY TYPE ACRES (2019)ACRES/1000 (2018)STANDARDS IN 2001 PRMP (ACRES/1,000)ADDITIONAL ACRES NEEDED (2035)
Community Parks1 99.7 2.1 NA NA
Neighborhood Parks 34.7 0.7 5 249
Mini Parks 7.9 0.2 NA NA
Recreation Centers & Special Features 63.3 1.4 NA NA
TOTAL 205.6 4.4 10 361
Note: 1. Laguna MS Joint-Use Facility is counted as Community Park in 2001 PRMP. For 2018, this facility is included among joint-use facilities.
Source: San Luis Obispo Parks and Recreation Master Plan, 2001; San Luis Obispo General Plan, 2015; California Department of Finance, 2017; City of
San Luis Obispo Capital Facilities Fee Nexus Study, 2018; City of San Luis Obispo, 2019; WRT, 2019.
Page 610 of 845
512. Parks and Facilities Assessment
Figure 2-13
ACCESS TO NEIGHBORHOOD PARKS AND SERVICE AREA GAPS
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Parks and Recreation Facilities in San Luis Obispo
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Neighborhood
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Service Area
1/2 mile walkshed
1 mile walkshed
California
Polytechnic
State
University
0 1,200
Population Density (people/ sq mile)
Access to Neighborhood Parks
Page 611 of 845
52 SLO Parks + Recreation Master Plan: Community Needs Assessment
Figure 2-14
ACCESS TO EXISTING AND PLANNED NEIGHBORHOOD PARKS AND SERVICE AREA GAPS
Waddell
Ranch
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Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
1 mile walkshed
California
Polytechnic
State
University
Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
1 mile radius from planned neighborhood parks 0 1,200
Population Density (people/ sq mile)
Access to Neighborhood Parks, Existing and Planned
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area
Orcutt AreaSpecific Plan Area
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific Plan
Avila Ranch Development Plan
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Stenner Creek0 0.5 10.25 Miles¯
Neighborhood Parks Service Area Gap
City Boundary
Rail Lines
Creeks
Water
Schools
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
1 mile walkshed
California
Polytechnic
State
University
Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
1 mile radius from planned neighborhood parks 0 1,200
Population Density (people/ sq mile)
Access to Neighborhood Parks, Existing and Planned
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area
Orcutt AreaSpecific Plan Area
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific Plan
Avila Ranch Development Plan
1 mil
e
0.5 mile
San LuisRanch SP
Central Neighborhood Park
Avila Ranch SP
Neighborhood Park
Margarita SPNeighborhood Park
Orcutt Area SP
Neighborhood Park
Page 612 of 845
532. Parks and Facilities Assessment
2.3 A View from Benchmark Cities
San Luis Obispo has identified
five cities to serve as relevant
“benchmarks” in terms of their
approach to creating and managing
park systems. These cities—Santa
Maria, Paso Robles, Davis, Santa
Cruz, and Santa Barbara—are
comparable to San Luis Obispo for a
variety of reasons. Each is a distinct
small city with a natural and/or
agricultural setting in California. The
cities range in population from about
31,000 (Paso Robles) to 106,000
(Santa Maria). Paso Robles and
Santa Maria share a specific central
California coastal geographic region
with San Luis Obispo, while Davis,
Santa Cruz and Santa Barbara share
San Luis Obispo’s characteristic of
having large public universities.
This section reports on the way each
of the benchmark cities defines
park types in their relevant planning
documents, and what standards they
set for parks in terms of acreage and
access.
PARK TYPE DEFINITIONS
San Luis Obispo and the five
benchmark cities define park types
to categorize their parks in terms of
size, amenities, and targeted users.
These park types vary somewhat
between cities—each city does
not define a park type in each
category—but there are significant
overlaps. In general, there is a
consistent relationship between park
type and size, and approximate size
ranges can be observed, as follows:
• Mini Parks: 0-5 acres
• Neighborhood Parks: 3-10 acres
• Community and District Parks: 10
to 25 acres
• Regional Parks: largest area,
often undefined
Table 2-7 summarizes park types as
defined by San Luis Obispo and each
benchmark city, in terms of park size
and other characteristics.
ACREAGE STANDARDS
Level of service standards vary
significantly amongst San Luis
Obispo and the benchmark cities.
At 10 acres per 1,000 residents,
San Luis Obispo has the highest
overall park land standard, followed
by Paso Robles at seven acres per
1,000; Santa Cruz at 4.5 acres per
1,000; Davis at 3.8 acres per 1,000;
and Santa Maria at three acres per
1,000 (or up to the City’s existing
acreage level of service, up to 5.0
acres/1,000).
San Luis Obispo currently has a
separate acreage standard for
Neighborhood Parks (five acres
per 1,000). This compares to
Neighborhood Park standards of
two acres per 1,000 (Santa Cruz),
1.8 acres per 1,000 (Davis), and
approximately one acre per 1,000
(Santa Maria). Again, San Luis
Obispo’s acreage standard far
exceeds those of benchmark cities.
Santa Cruz and Davis also provide
acreage standards for Community
Parks: 2.5 and 1.8 acres per 1,000,
respectively. Only Davis provides
an acreage standard for Mini Parks,
at 0.2 acres per 1,000. Acreage
standards are not used for other park
types (e.g. Regional Parks) defined
by any of the benchmark cities.
Of the benchmark cities, Davis is
the only one to reach its park land
level of service, and this only after
including a planned 100-acre sports
complex. Santa Cruz meets its target
for community parks, but has an
overall deficit of park acreage. Santa
Maria’s total park acreage falls short
of its target for new development.
Table 2-8 compares each city’s
acreage standards with current level
of service.
ACCESS STANDARDS
The Davis Parks and Recreation
Facilities Master Plan Update (2012)
describes one-half mile as a standard
radius for neighborhood parks.
Indeed, both San Luis Obispo and
Santa Cruz currently use a one-half-
mile standard for neighborhood
parks. At 3/8 mile, Davis has the
highest access standard among
the benchmark cities, at 3/8 mile.
Meanwhile, both Davis and Santa
Cruz set a 1.5 mile access standard
for community parks.
Table 2-9 compares San Luis
Obispo’s access standards with those
of benchmark cities.
Page 613 of 845
54 SLO Parks + Recreation Master Plan: Community Needs Assessment
Table 2-7
PARK TYPES BY TYPICAL SIZE, SAN LUIS OBISPO AND BENCHMARK CITIES
PARK TYPE CITY
SAN LUIS OBISPO DAVIS PASO ROBLES SANTA BARBARA SANTA CRUZ SANTA MARIA
Mini < 1 acre, typ. < 5 acres < 3 acres NA NA NA
Serve residents of immediate area; passive amenities
Recreation/aesthetic benefit, especially in areas of high population density.
Serve concentrated or limited population. Often for unique/single purpose, i.e. recreation facility, plaza, or natural feature preservation
NA City does not currently diffierentiate.
NA
Neighborhood 3-5 acres, typ. Min. 5 acres 3-10 acres Not stated 0 – 6 acres 4-6 acres
Convenient and accessible for active and passive recreation
Meet needs of the neighborhood; playgrounds, picnic areas, fields, natural areas.
Landscaped park; limited size; passive recreation with designated active areas; scenic/aesthetic value; sports fields/facilities.
Often adjacent to elementary school and serving approximately same service area
Meet needs of those within ½ mile; playgrounds, picnic areas, fields, natural areas.
Provide a balanced system of parks and recreation facilities accessible to all residents
District NA NA 8-12 acres NA NA NA
NA NA NA NA NA NA
Community 0.75 – 40 acres (approx. 10-25 acres, typ.)
Min. 15 acres
Pref. 25 acres
> 30 acres Not stated 1.25 – 100 acres (approx. 10-15 acres, typ.)
Unique features; wide range of facilities attracting users from throughout the City
Designed to meet needs of entire community and to meet specialized needs; sports facilities.
--Coincide with high school or junior high school, with complementary facilities
Designed to serve entire community; unique facilities; recreation facilities; community events.
Regional NA NA Not stated Not stated > 150 acres NA
NA NA Extensive park areas that provide service and facilities that are specialized or of Citywide or regional interest.
Combination of Special Use Park and Recfreational facility
Serve regional population’s needs; active and passive recreation; unique amenities not found in other parks
--
Special Use Not stated Not stated
Respond to specific needs or desires for specialized facilities or landscapes.
e.g. golf course, tennis courts, bird refuge, beach areas.
Source: City of San Luis Obispo Parks and Recreation Element and Master Plan (2001); City of Davis Parks and Recreation Facilities Master Plan Update
(2012); City of El Paso de Robles General Plan (2003); City of Santa Barbara Open Space, Parks and Recreation Element (2011); City of Santa Cruz Parks
Master Plan 2030 (2018, DRAFT); City of Santa Maria General Plan, Resources Management Element (1996, 2001).
Note: Some of the benchmark cities’ planning documents also define other types of recreation facilities, joint-use facilities, and open spaces. These
are not included here.
Page 614 of 845
552. Parks and Facilities Assessment
Table 2-8
PARK ACREAGE STANDARDS AND CURRENT LEVEL OF SERVICE (LOS), SAN LUIS OBISPO AND BENCHMARK CITIES
LOS BY PARK TYPE CITY
SAN LUIS OBISPO DAVIS PASO ROBLES SANTA BARBARA SANTA CRUZ SANTA MARIA
OVERALL
Standard 10 ac/1000 3.8 ac/1000 7.0 ac/1000 Unavailable 4.5 ac/1000 3.0 to 5.0 ac/1000
Existing LOS 4.9 or 6.2 3.0 ac/1000 3.3 ac/1000 3.7 ac/1000 2.2 ac/1000
MINI
Standard NA 0.2 ac/1000 NA Unavailable NA NA
Existing LOS Not known
NEIGHBORHOOD
Standard 5 ac/1000 1.8 ac/1000 NA Unavailable 2.0 ac/1000 1.0 ac/1000a
Existing LOS 0.8 1.4 ac/1000 0.8 ac/1000 2.2 ac/1000
COMMUNITY
Standard NA 1.8 ac/1000 NA Unavailable 2.5 ac/1000 NA
Existing LOS 1.3 ac/1000 2.9 ac/1000
Sources: City of San Luis Obispo Parks and Recreation Element and Master Plan (2001); City of Davis Parks and Recreation Facilities Master Plan
Update (2012); City of El Paso de Robles General Plan (2003); City of Santa Barbara Open Space, Parks and Recreation Element (2011); City of Santa
Cruz Parks Master Plan 2030 (2018, DRAFT); City of Santa Maria General Plan, Resources Management Element (1996, 2001).
Notes: Santa Maria’s neighborhood park standards is 1 park per 5,000 residents. Assuming average neighborhood park size of 5 acres, this translates
to 1 acre per 1,000 residents.
Table 2-9
PARK ACCESS STANDARDS, SAN LUIS OBISPO AND BENCHMARK CITIES
LOS BY PARK TYPE CITY
SAN LUIS OBISPO DAVIS PASO ROBLES SANTA BARBARA SANTA CRUZ SANTA MARIA
Neighborhood ½ to 1 mile 3/8 mile NA Unavailable ½ mile NA
Community NA 1 ½ mile NA Unavailable 1 ½ mile --
Sources: City of San Luis Obispo Parks and Recreation Element and Master Plan (2001); City of Davis Parks and Recreation Facilities Master Plan
Update (2012); City of El Paso de Robles General Plan (2003); City of Santa Barbara Open Space, Parks and Recreation Element (2011); City of Santa
Cruz Parks Master Plan 2030 (2018, DRAFT); City of Santa Maria General Plan, Resources Management Element (1996, 2001).
Note: Only park types for which San Luis Obispo or any of the benchmark cities provide access standards are included in Table 2-7.
Page 615 of 845
Page 616 of 845
RECREATION
TRENDS AND
PROGRAM
ASSESSMENT
3
Page 617 of 845
58 SLO Parks + Recreation Master Plan: Community Needs Assessment Page 618 of 845
593. Recreation Trends and Program Assessment
3.1 Recreation Trends
The national recreation trends
analysis provides an understanding
of national, regional, and local
recreational trends. This analysis
examines participation trends,
activity levels, and programming
trends. It is important to note that all
trends are based on current and/or
historical patterns and participation
rates.
NATIONAL TRENDS IN
RECREATION
METHODOLOGY
The Sports & Fitness Industry
Association’s (SFIA) Sports, Fitness
& Recreational Activities Topline
Participation Report 2018 was
utilized in evaluating the following
trends:
• National Trends in Sport and
Fitness Participation
• Core vs. Casual Participation
• Activity by Generation
The study is based on findings
from surveys carried out in 2017
and the beginning of 2018 by the
Physical Activity Council, resulting
in a total of 30,999 online interviews
– both individual and household
surveys. A sample size of 30,999
completed interviews is considered
by SFIA to result in a high degree
of statistical accuracy. A sport with
a participation rate of five percent
has a confidence interval of plus or
minus 0.27 percentage points at
a 95 percent confidence interval.
NATIONAL RECREATION TRENDS ANALYSIS
Using a weighting technique, survey
results are applied to the total U.S.
population figure of 298,325,103
people (ages six and older). The
purpose of the report is to establish
levels of activity and identify key
participatory trends in recreation
across the U.S.
CORE VS. CASUAL
PARTICIPATION
In addition to overall participation
rates, SFIA further categorizes
active participants as either core
or casual participants based on
frequency. Core participants have
higher participatory frequency than
casual participants. The thresholds
that define casual versus core
participation may vary based on the
nature of each individual activity. For
instance, core participants engage
in most fitness and recreational
activities more than 50 times per
year, while for sports, the threshold
for core participation is typically 13
times per year.
In a given activity, core participants
are more committed and tend to
be less likely to switch to other
activities or become inactive (engage
in no physical activity) than causal
participants. This may also explain
why activities with more core
participants tend to experience less
pattern shifts in participation rates
than those with larger groups of
casual participants.
INACTIVITY RATES / ACTIVITY
LEVEL TRENDS
SFIA also categorizes participation
rates by intensity, dividing activity
levels into five categories based
on the caloric implication (i.e.,
high calorie burning, low/med
calorie burning, or inactive) and
the frequency of participation (i.e.,
1-50 times, 50-150 times, or above)
for a given activity. Participation
rates are expressed as ‘super active’
or ‘active to a healthy level’ (high
calorie burning, 151+ times), ‘active’
(high calorie burning, 50-150 times),
‘casual’ (high calorie burning, 1-50
times), ‘low/med calorie burning’,
and ‘inactive’. These participation
rates are then assessed based on the
total population trend over the last
five years, as well as breaking down
these rates by generation.
NATIONAL SPORT AND
FITNESS PARTICIPATORY
TRENDS
NATIONAL TRENDS IN GENERAL
SPORTS
The sports most heavily participated
in the United States were Golf (23.8
million in 2016) and Basketball (23.4
million), which have participation
figures well in excess of the other
activities within the general sports
category. The popularity of Golf
and Basketball can be attributed to
the ability to compete with relatively
Page 619 of 845
60 SLO Parks + Recreation Master Plan: Community Needs Assessment
small number of participants. Even
though Golf has experienced a
recent decrease in participation,
it still continues to benefit from
its wide age segment appeal
and is considered a life-long
sport. Basketball’s success can be
attributed to the limited amount of
equipment needed to participate
and the limited space requirements
necessary, which make basketball
the only traditional sport that can be
played at the majority of American
dwellings as a drive-way pickup
game.
Since 2012, Rugby and other niche
sports, like Boxing, Lacrosse, and
Roller Hockey have seen strong
growth. Rugby has emerged as the
overall fastest growing sport, as it
has seen participation levels rise
by 82.8% over the last five years.
Based on the five-year trend, Boxing
for Competition (42.6%), Lacrosse
(35.1%), and Roller Hockey (34.2%)
have also experienced significant
growth. In the most recent year,
the fastest growing sports were
Boxing for Competition (13.1%) and
Pickleball (11.3%).
During the last five years, the sports
that are most rapidly declining
include Ultimate Frisbee (-39.1%),
Touch Football (-22.8%), Tackle
Football (-16.0%), and Racquetball
(-13.4%). For the most recent year,
Ultimate Frisbee (-14.9%), Badminton
(-12.6%), Gymnastics (-10.7%), and
Volleyball-Sand/Beach (-9.9%)
underwent the largest declines.
In general, the most recent year
shares a similar pattern with the
five-year trends; suggesting that
the increasing participation rates in
certain activities have yet to peak
in sports like Rugby, Lacrosse, Field
Hockey, and Competitive Boxing.
However, some sports that increased
rapidly over the past five years have
experienced recent decreases in
participation, including Squash,
Ice Hockey, Roller Hockey and
Volleyball-Sand/Beach. The reversal
of the five-year trends in these
sports may be due to a relatively
low user base (ranging from one to
five million) and could suggest that
participation in these activities may
have peaked.
CORE VS. CASUAL TRENDS IN
GENERAL SPORTS
The most popular sports, such
as Basketball and Baseball, have
a larger core participant base
(engaged 13+ times annually) than
casual participant base (engaged
at least one time annually). Less
mainstream, less organized sports
such as Ultimate Frisbee, Roller
Hockey, Squash, and Boxing for
Competition have larger casual
participation. Although these sports
increased in participation over the
last five years, the newcomers were
mostly casual participants that may
be more inclined to switch to other
sports or fitness activities, resulting in
the declining one-year trends.
NATIONAL TRENDS IN GENERAL
FITNESS
Overall, national participatory
trends in fitness have experienced
strong growth in recent years. Many
of these activities have become
popular due to an increased interest
among Americans to improve their
health and enhance quality of life
by engaging in an active lifestyle.
These activities also have very few
barriers to entry, which provides a
variety of options that are relatively
inexpensive to participate in and can
be performed by most individuals.
The most popular fitness activity,
by far, is Fitness Walking, which had
about 110.8 million participants
in 2017, increasing 2.7% from the
previous year. Other leading fitness
activities based on total number of
participants include Treadmill (52.9
million), Free Weights (52.2 million),
Running/Jogging (50.7 million),
Weight/Resistance Machines (36.2
million), and Stationary Cycling (36.0
million).
Over the last five years, the activities
growing most rapidly are Non-
Traditional / Off-Road Triathlons
(74.7%), Trail Running (57.6%), and
Aerobics (32.7%). Over the same
time frame, the activities that have
undergone the most decline include:
Boot Camps Style Cross Training
(-11.3%), Stretching (-7.5%), and
Weight/Resistance Machines (-6.9%).
In the last year, activities with the
largest gains in participation were
Triathlon Non-Traditional/Off Road
(10.1%), Running/Jogging (7.1%),
and Trail Running (6.6%). From
2016-2017, the activities that had the
most decline in participation were
Traditional/Road Triathlon (-8.9%),
Cardio Kickboxing (-3.0%), and
Calisthenics/Bodyweight Exercise
(-2.6%).
Page 620 of 845
613. Recreation Trends and Program Assessment
Table 3-1
NATIONAL PARTICIPATORY TRENDS - GENERAL SPORTS
2012 2016 2017 5‐Year Trend 1‐Year Trend
Golf * (2011, 2015, and 2016 data)25,682 24,120 23,815 ‐7.3%‐1.3%
Basketball 23,708 22,343 23,401 ‐1.3%4.7%
Tennis 17,020 18,079 17,683 3.9%‐2.2%
Baseball 12,976 14,760 15,642 20.5%6.0%
Soccer (Outdoor)12,944 11,932 11,924 ‐7.9%‐0.1%
Softball (Slow Pitch)7,411 7,690 7,283 ‐1.7%‐5.3%
Football, Flag 5,865 6,173 6,551 11.7%6.1%
Badminton 7,278 7,354 6,430 ‐11.7%‐12.6%
Volleyball (Court)6,384 6,216 6,317 ‐1.0%1.6%
Football, Touch 7,295 5,686 5,629 ‐22.8%‐1.0%
Soccer (Indoor)4,617 5,117 5,399 16.9%5.5%
Football, Tackle 6,220 5,481 5,224 ‐16.0%‐4.7%
Volleyball (Sand/Beach)4,505 5,489 4,947 9.8%‐9.9%
Gymnastics 5,115 5,381 4,805 ‐6.1%‐10.7%
Track and Field 4,257 4,116 4,161 ‐2.3%1.1%
Cheerleading 3,244 4,029 3,816 17.6%‐5.3%
Racquetball 4,070 3,579 3,526 ‐13.4%‐1.5%
Pickleball N/A 2,815 3,132 N/A 11.3%
Ultimate Frisbee 5,131 3,673 3,126 ‐39.1%‐14.9%
Ice Hockey 2,363 2,697 2,544 7.7%‐5.7%
Softball (Fast Pitch)2,624 2,467 2,309 ‐12.0%‐6.4%
Lacrosse 1,607 2,090 2,171 35.1%3.9%
Wrestling 1,922 1,922 1,896 ‐1.4%‐1.4%
Roller Hockey 1,367 1,929 1,834 34.2%‐4.9%
Rugby 887 1,550 1,621 82.8%4.6%
Field Hockey 1,237 1,512 1,596 29.0%5.6%
Squash 1,290 1,549 1,492 15.7%‐3.7%
Boxing for Competition 959 1,210 1,368 42.6%13.1%
*2017 information not available for Golf. Information to be released by National Golf Foundation. Participation figures above reflect 2011,
2015, and 2016 data.
Activity Participation Levels % Change
Legend:Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to ‐25%)
Large Decrease
(less than ‐25%)
NOTE: Participation figures are in 000's for the US population ages 6 and over
Page 621 of 845
62 SLO Parks + Recreation Master Plan: Community Needs Assessment
CORE VS. CASUAL TRENDS IN
GENERAL FITNESS
It should be noted that many of the
activities that are rapidly growing
have a relatively low user base,
which allows for more drastic shifts
in terms of percentage, especially
for five-year trends. Increasing casual
participants may also explain the
rapid growth in some activities. For
instance, core/casual participation
trends showed that over the last five
years, casual participants increased
drastically in Non-Traditional/ Off
Road (119.6%) and Tai Chi (26.9%),
while the core participant base
of both activities experienced
significantly less growth.
Table 3-2
NATIONAL PARTICIPATORY TRENDS - GENERAL FITNESS
2012 2016 2017 5‐Year Trend 1‐Year Trend
Fitness Walking 114,029 107,895 110,805 ‐2.8%2.7%
Treadmill 50,839 51,872 52,966 4.2%2.1%
Free Weights (Dumbbells/Hand Weights)N/A 51,513 52,217 N/A 1.4%
Running/Jogging 51,450 47,384 50,770 ‐1.3%7.1%
Weight/Resistant Machines 38,999 35,768 36,291 ‐6.9%1.5%
Stationary Cycling (Recumbent/Upright)35,987 36,118 36,035 0.1%‐0.2%
Stretching 35,873 33,771 33,195 ‐7.5%‐1.7%
Elliptical Motion Trainer* 28,560 32,218 32,283 13.0%0.2%
Free Weights (Barbells) 26,688 26,473 27,444 2.8%3.7%
Yoga 23,253 26,268 27,354 17.6%4.1%
Calisthenics/Bodyweight Exercise N/A 25,110 24,454 N/A ‐2.6%
Choreographed Exercise N/A 21,839 22,616 N/A 3.6%
Aerobics (High Impact) 16,178 21,390 21,476 32.7%0.4%
Stair Climbing Machine 12,979 15,079 14,948 15.2%‐0.9%
Cross‐Training Style Workout N/A 12,914 13,622 N/A 5.5%
Stationary Cycling (Group)8,477 8,937 9,409 11.0%5.3%
Trail Running 5,806 8,582 9,149 57.6%6.6%
Pilates Training 8,519 8,893 9,047 6.2%1.7%
Cardio Kickboxing 6,725 6,899 6,693 ‐0.5%‐3.0%
Boot Camp Style Cross‐Training 7,496 6,583 6,651 ‐11.3%1.0%
Martial Arts 5,075 5,745 5,838 15.0%1.6%
Boxing for Fitness 4,831 5,175 5,157 6.7%‐0.3%
Tai Chi 3,203 3,706 3,787 18.2%2.2%
Barre N/A 3,329 3,436 N/A 3.2%
Triathlon (Traditional/Road)1,789 2,374 2,162 20.8%‐8.9%
Triathlon (Non‐Traditional/Off Road)1,075 1,705 1,878 74.7%10.1%
*Cardio Cross Trainer is merged to Elliptical Motion Trainer
Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over
Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to ‐25%)
Large Decrease
(less than ‐25%)Legend:
Page 622 of 845
633. Recreation Trends and Program Assessment
NATIONAL TRENDS IN
OUTDOOR RECREATION
Results from the SFIA report
demonstrate a contrast of growth
and decline in participation
regarding outdoor/adventure
recreation activities. Much like
the general fitness activities,
these activities encourage an
active lifestyle, can be performed
individually or within a group,
and are not as limited by time
constraints.
In 2017, the most popular activities,
in terms of total participants, from
the outdoor / adventure recreation
category include: Day Hiking (44.9
million), Road Bicycling (38.8 million),
Freshwater Fishing (38.3 million), and
Camping within ¼ mile of Vehicle/
Home (26.2 million).
From 2012-2017, BMX Bicycling
(83.4%), Adventure Racing (56.3%),
Backpacking Overnight (38.3%), and
Day Hiking (30.1%) have undergone
the largest increases in participation.
Similarly, in the last year, activities
growing most rapidly include: BMX
Bicycling (10.0%), Backpacking
Overnight (8.1%), and Day Hiking
(6.6%).
The five-year trend shows activities
declining most rapidly were In-Line
Roller Skating (-20.7%), Camping
within ¼ mile of Home/Vehicle
(-16.5%), and Birdwatching (-9.2%).
More recently, activities experiencing
the largest declines were Adventure
Racing (-15.7%), Traditional Climbing
(-9.4%), and In-Line Roller Skating
(-2.1%).
CORE VS. CASUAL TRENDS IN
OUTDOOR RECREATION
Regarding the national trend of
outdoor activities participation is
on the rise, all activities, except
for In-Line Roller Skating and
Freshwater Fishing, underwent
increases in casual participation over
the last five years. Any decline in
participation over the last five years
was mainly ascribed to decreases
in core participants for activities
such as In-Line Roller Skating
(-32.6%), Skateboarding (-10.7%),
Road Bicycling (-10.4%), Camping
Recreational Vehicle (-10.0%), and
Archery (-3.2%).
Table 3-3
NATIONAL PARTICIPATORY TRENDS - OUTDOOR/ ADVENTURE RECREATION
2012 2016 2017 5‐Year Trend 1‐Year Trend
Hiking (Day) 34,519 42,128 44,900 30.1%6.6%
Bicycling (Road)39,790 38,365 38,866 ‐2.3%1.3%
Fishing (Freshwater)39,002 38,121 38,346 ‐1.7%0.6%
Camping (< 1/4 Mile of Vehicle/Home)31,454 26,467 26,262 ‐16.5%‐0.8%
Camping (Recreational Vehicle)15,903 15,855 16,159 1.6%1.9%
Fishing (Saltwater)12,000 12,266 13,062 8.9%6.5%
Birdwatching (>1/4 mile of Vehicle/Home)13,535 11,589 12,296 ‐9.2%6.1%
Backpacking Overnight 7,933 10,151 10,975 38.3%8.1%
Bicycling (Mountain)7,265 8,615 8,609 18.5%‐0.1%
Archery 7,173 7,903 7,769 8.3%‐1.7%
Fishing (Fly)5,848 6,456 6,791 16.1%5.2%
Skateboarding 6,227 6,442 6,382 2.5%‐0.9%
Roller Skating, In‐Line 6,647 5,381 5,268 ‐20.7%‐2.1%
Bicycling (BMX) 1,861 3,104 3,413 83.4%10.0%
Adventure Racing 1,618 2,999 2,529 56.3%‐15.7%
Climbing (Traditional/Ice/Mountaineering)2,189 2,790 2,527 15.4%‐9.4%
Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over
Legend:Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to ‐25%)
Large Decrease
(less than ‐25%)
Page 623 of 845
64 SLO Parks + Recreation Master Plan: Community Needs Assessment
NATIONAL TRENDS IN AQUATIC
ACTIVITY
Swimming is unquestionably a
lifetime sport, which is most likely
why it has experienced such strong
participation growth among the
American population. In 2017,
Fitness Swimming is the absolute
leader in overall participation
(27.1 million) for aquatic activities,
due in large part to its broad,
multigenerational appeal. In the
most recent year, Fitness Swimming
reported the strongest growth (2.0%)
among aquatic activities, while
Aquatic Exercise and Competitive
Swimming experienced decreases in
participation.
Aquatic Exercise has had a strong
participation base of 10.4 million,
however it also has recently
experienced a slight decrease in
participants (-1.1%). Based on
previous trends, this activity could
rebound in terms of participation
due largely to ongoing research that
demonstrates the activity’s great
therapeutic benefit coupled with
increased life expectancies and a
booming senior population. Aquatic
Exercise has paved the way as a less
stressful form of physical activity,
while allowing similar benefits
as land-based exercises, such as
aerobic fitness, resistance training,
flexibility, and balance. Doctors are
still recommending Aquatic Exercise
for injury rehabilitation, mature
patients, and patients with bone
or joint problems. Compared to a
standard workout, Aquatic Exercise
can significantly reduce stress placed
on weight-bearing joints, bones,
and muscles, while also reducing
swelling.
CORE VS. CASUAL TRENDS IN
AQUATIC ACTIVITY
While all activities have undergone
increases in participation over
the last five years, most recently,
casual participation (1-49 times) is
increasing much more rapidly than
core participation (50+ times). For
the five-year timeframe, casual
participants of Competition
Swimming increased by 56.2%,
Aquatic Exercise by 24.8%, and
Fitness Swimming by 21.0%.
However, core participants of
Competition Swimming decreased
by -6.5% and Aquatic Exercise
declined by -4.6% (from 2012 to
2017).
NATIONAL TRENDS IN WATER
SPORTS / ACTIVITIES
The most popular water sports /
activities based on total participants
in 2017 were Recreational Kayaking
(10.5 million), Canoeing (9.2 million),
and Snorkeling (8.3 million). It
should be noted that water
activity participation tends to vary
based on regional, seasonal, and
Table 3-4
NATIONAL PARTICIPATORY TRENDS - AQUATICS
2012 2016 2017 5‐Year Trend 1‐Year Trend
Swimming (Fitness)23,216 26,601 27,135 16.9%2.0%
Aquatic Exercise 9,177 10,575 10,459 14.0%‐1.1%
Swimming (Competition)2,502 3,369 3,007 20.2%‐10.7%
Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over
Legend:Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to ‐25%)
Large Decrease
(less than ‐25%)
Page 624 of 845
653. Recreation Trends and Program Assessment
environmental factors. A region with
more water access and a warmer
climate is more likely to have a
higher participation rate in water
activities than a region that has
long winter seasons or limited water
access. Therefore, when assessing
trends in water sports and activities,
it is important to understand that
fluctuations may be the result of
environmental barriers which can
greatly influence water activity
participation.
Over the last five years, Stand-
Up Paddling (138.9%) was by far
the fastest growing water activity,
followed by White Water Kayaking
(33.1%), Recreational Kayaking
(28.7%), and Sea/Tour Kayaking
(20.8%). Although the five-year
trends show water sport activities
are getting more popular, the most
recent year shows a different trend.
From 2016-2017 Stand-Up Paddling
Recreational Kayaking reflect much
slower increases in participation
(3.3% and 5.2%), while White Water
Kayaking (-2.0%), Sea/Tour Kayaking
(-5.4%) both show decreases in
participation numbers.
From 2012-2017, activities declining
most rapidly were Jet Skiing
(-22.6%), Water Skiing (-19.4%), and
Wakeboarding (-10.8%). In the most
recent year, activities experiencing
the greatest declines in participation
included: Boardsailing/Windsurfing
(-9.4%), Canoeing (-8.2%), and Scuba
Diving (-7.6%).
CORE VS. CASUAL TRENDS IN
WATER SPORTS / ACTIVITIES
As mentioned previously, regional,
seasonal, and environmental
limiting factors may influence the
participation rate of water sport and
activities. These factors may also
explain why all water-based activities
have more casual participants than
core participants, since frequencies
of activities may be constrained by
uncontrollable factors.
Table 3-5
NATIONAL PARTICIPATORY TRENDS - WATER SPORTS/ ACTIVITIES
2012 2016 2017 5‐Year Trend 1‐Year Trend
Kayaking (Recreational)8,187 10,017 10,533 28.7%5.2%
Canoeing 9,813 10,046 9,220 ‐6.0%‐8.2%
Snorkeling 8,664 8,717 8,384 ‐3.2%‐3.8%
Jet Skiing 6,996 5,783 5,418 ‐22.6%‐6.3%
Sailing 3,841 4,095 3,974 3.5%‐3.0%
Water Skiing 4,434 3,700 3,572 ‐19.4%‐3.5%
Rafting 3,756 3,428 3,479 ‐7.4%1.5%
Stand‐Up Paddling 1,392 3,220 3,325 138.9%3.3%
Wakeboarding 3,368 2,912 3,005 ‐10.8%3.2%
Kayaking (Sea/Touring)2,446 3,124 2,955 20.8%‐5.4%
Scuba Diving 2,781 3,111 2,874 3.3%‐7.6%
Surfing 2,545 2,793 2,680 5.3%‐4.0%
Kayaking (White Water)1,878 2,552 2,500 33.1%‐2.0%
Boardsailing/Windsurfing 1,372 1,737 1,573 14.7%‐9.4%
Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over
Legend:Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
Moderate Decrease
(0% to ‐25%)
Large Decrease
(less than ‐25%)
Page 625 of 845
66 SLO Parks + Recreation Master Plan: Community Needs Assessment
ACTIVITY BY GENERATION
Analyzing participation by age for
recreational activities reveals that
fitness and outdoor sports were the
most common activities across all
generations. Breaking down activity
level by generation shows a converse
correlation between age and healthy
activity rates.
Generation Z (born 2000+)
were the most active, with only
17.6% identifying as inactive.
Approximately 65% of individuals
within this generation where active
in 2017; with 26.3% being active to a
healthy level, 18.5% being active &
high calorie, and 20.1% being casual
active & low/med calorie.
Almost half (46.7%) of millennials
(born 1980-1999) were active to a
healthy level (35.4%) or active & high
calorie (11.3%), while 24.0% claimed
they were inactive. Even though
this inactive rate is much higher
than Generation Z’s (17.6%), it is
still below the national inactive rate
(28%).
Generation X (born 1965-1979)
has the second highest active to a
healthy level rate (35.0%) among all
generations, only being 0.4% less
than Millennials. At the same time,
they also have the second highest
inactive rate, with 28.1% not active
at all.
The Boomers (born 1945-1964)
were the least active generation, with
an inactive rate of 33.3%. This age
group tends to participate in less
intensive activities. Approximately
34% claimed to engage in casual &
low/med calorie (4.3%) or low/med
calorie (29.6%) burning activities.
Figure 3-1
2017 PARTICIPATION RATES BY GENERATION
US Population, Aged 6+
Active to a Healthy Level
Active & High Calorie
Casual & Low/ Med Calorie
Low/ Med Calorie
Inactive
Generation Z (2000+)
Generation X (1965 - 1979)
Times per year: Casual (1-50), Active (51-150), Active to Healthy Level (151+)
Millennials (1980 - 1999)
The Boomers (1945 - 1964)
26.3%
18.5%
20.1%
17.4%
17.6%35.4%
11.3%
13.0%
16.4%
24.0%
28.1%
35.0%
9.1%
9.1%
18.7%
33.3%
29.6%
4.3%
6.3%
26.5%
Page 626 of 845
673. Recreation Trends and Program Assessment
NATIONAL AND
REGIONAL
PROGRAMMING TRENDS
Programs Offered by Park
And Recreation Agencies
(Pacific Southwest Region)
NRPA’s Agency Performance Review
2018 summarize key findings from
NRPA Park Metrics, which is a
benchmark tool that compares
the management and planning of
operating resources and capital
facilities of park and recreation
agencies. The report contains data
from 1,069 park and recreation
agencies across the U.S. as reported
between 2015 and 2017.
The report shows that the typical
agencies (i.e., those at the median
values) offer 161 programs annually,
with roughly 60% of those programs
being fee-based activities/events.
According to the information
reported to the NRPA, the top
five programming activities most
frequently offered by park and
recreation agencies, both in the U.S.
and regionally, are described in the
table below.
When comparing Pacific Southwest
agencies to the U.S. average, team
sports, themed special events,
social recreation events, fitness
enhancement classes, and health
and wellness education were all
identified as top five most commonly
provided program areas offered
regionally and nationally.
Table 3-6
TOP 5 MOST OFFERED CORE PROGRAM AREAS
(Offered by Parks and Recreation Agencies)
US (% OF AGENCIES OFFERING)PACIFIC SOUTHWEST REGION (% OF AGENCIES OFFERING)
Team sports (86%)Team sports (88%)
Themed special events (84%)Themed special events (84%)
Social recreation events (81%)Fitness enhancement classes (83%)
Fitness enhancement classes (78%)Social recreation events (81%)
Health and wellness education (78%) Health and wellness education (81%)
TX
CA
MT
A
AK
HI
Z
ID
NV
NM
CO
IL
OR
UT
KS
WY
IA
NE
SD
MN
FL
ND
OK
WI
WA
MO
AL GA
LA
AR
MI
NC
IN
PA
NY
MS
VA
TN
KY
OH
SC
ME
MI
WV
VT NH
NJ
CT
MD
MA
DE
RI
Pacific Southwest Region
Page 627 of 845
68 SLO Parks + Recreation Master Plan: Community Needs Assessment
In general, Pacific Southwest park
and recreation agencies offered
programs at a slightly higher rate
than the national average. Based
on a discrepancy threshold of 5% or
more, Pacific Southwest agencies are
offering fitness enhancement classes,
safety training, aquatics, martial arts,
performing arts, and cultural crafts
at a higher rate than the national
average. Contradictory, the Pacific
Southwest Region is trailing the
national average in regards to trips
and tours and natural and cultural
history activities. A complete
comparison of regional and national
programs offered by agencies can be
found below.
Figure 3-2
CORE PROGRAM AREAS OFFERED BY PARKS AND RECREATION AGENCIES
(Percent of Agencies)
US Pacific Southwest
Team sports
Themed special events
Social recreation events
Fitness enhancement classes
Health and wellness education
Safety training
Aquatics
Individual sports
Trips and tours
Racquet sports
Martial arts
Performing arts
Cultural crafts
Visual arts
Natural and cultural history activities
Golf
86%
70%
61%
84%
69%
58%
81%
68%
56%
78%
64%
53%
78%
61%
62%
47%
88%
77%
71%
84%
74%
65%
81%
66%
60%
83%
57%
45%
81%
75%
58%
44%
Page 628 of 845
693. Recreation Trends and Program Assessment
Targeted Programs For
Children, Seniors, And
People With Disabilities
For better understanding of targeted
programs by age segment, the NRPA
also tracks program offerings that
cater specifically to children, seniors,
and people with disabilities, on a
national and regional basis. This
allows for further analysis of these
commonly targeted populations.
According to the 2018 NRPA Agency
Performance Review, approximately
79% of agencies offer dedicated
senior programming, while 62%
of park and recreation agencies
provide adaptive programming for
individuals with disabilities.
Based on information reported to
the NRPA, the top three activities
that target children, seniors, and/
or people with disabilities most
frequently offered by park and
recreation agencies are described in
the table below.
Agencies in the Pacific Southwest
tend to offer targeted programs at
a significantly higher rate than the
national average. This is especially
evident when looking at specific teen
programs, after school programs,
and preschool school programs. A
complete comparison of regional
and national programs offered by
agencies can be found below.
Table 3-7
TOP 3 MOST OFFERED CORE PROGRAM AREAS
(Targeting Children, Seniors, and/or People with Disabilities)
US (% OF AGENCIES OFFERING)PACIFIC SOUTHWEST REGION (% OF AGENCIES OFFERING)
Summer camp (84%)Summer camp (80%)
Senior programs (79%)Senior programs 78%)
Teen programs (63%)Teen programs (70%)
Figure 3-3
CORE PROGRAM AREAS TARGETING CHILDREN, SENIORS AND/OR PEOPLE WITH DISABILITIES
(Percent of Agencies)
US Pacific Southwest
Summer camp
Specific senior programs
Specific teen programs
Programs for people with disabilities
After school programs
Preschool
Before school programs
Full daycare
84%
63%
55%
21%
79%
62%
36%
8%
80%
70%
67%
25%
78%
62%
47%
10%
Page 629 of 845
70 SLO Parks + Recreation Master Plan: Community Needs Assessment
The following charts show sport and
leisure market potential data from
ESRI. A Market Potential Data (MPI)
measures the probable demand for
a product or service within the City
and its surrounding service area.
The MPI shows the likelihood that
an adult resident of the target area
will participate in certain activities
when compared to the US National
average. The national average
is 100, therefore numbers below
100 would represent a lower than
average participation rate, and
numbers above 100 would represent
higher than average participation
rate. The service area is compared
to the national average in three (3)
categories – general sports, fitness
and outdoor activity.
Overall, San Luis Obispo
demonstrates extremely high market
potential index (MPI) numbers.
Looking at the three categories
(general sports, fitness and outdoor
activity), even though they each
have a few activities with MPI
LOCAL SPORT AND MARKET POTENTIAL
scores below the national averages,
the majority of the activities’ MPI
scores fall well above 100+. These
overall MPI scores show that San
Luis Obispo has relatively strong
participation rates when it comes
to almost all recreational activities.
This becomes significant for
when the City considers building
new facilities or starting up new
programs, giving them a strong tool
to estimate resident attendance. It
must be noted that San Luis Obispo
is a college-town and that the high
MPI numbers are likely influenced
by California Polytechnic State
University’s student body population.
High index numbers (100+) are
significant because they demonstrate
that there is a greater potential
that residents of the service area
will actively participate in offerings
provided by the City.
MARKET POTENTIAL INDEX FOR GENERAL
SPORTS
102% above national average
72% above national average
71% above national average
68% above national average
64% above national average
VOLLEYBALL
PING PONG
BASKETBALL
FOOTBALL
DISC GOLF
MARKET POTENTIAL INDEX FOR GENERAL
FITNESS
43% above national average
42% above national average
42% above national average
YOGA
WEIGHT LIFTING
JOGGING
Page 630 of 845
713. Recreation Trends and Program Assessment
MARKET POTENTIAL INDEX FOR
OUTDOOR ACTIVITY
71% above national average
61% above national average
61% above national average
BACKPACKING
BICYCLING (MOUNTAIN)
BICYCLING (ROAD)
Figure 3-4
MARKET POTENTIAL INDEX FOR GENERAL SPORTS
Figure 3-5
MARKET POTENTIAL INDEX FOR FITNESS
Figure 3-6
MARKET POTENTIAL INDEX FOR OUTDOOR ACTIVITY
130
171 172
130
168 164 149 137
202
200
150
100
50
Baseball Football Ping Pong SoftballBasketballFrisbee/
Disc Golf
Soccer Tennis Volleyball
0
113
142
89
143
134 127
142
117
80
60
40
20
100
120
140
Aerobics Pilates Walking for
Exercise
YogaJogging/
Running
Swimming Weight
Lifting
Zumba0
San Luis Obispo National Average 100
San Luis Obispo National Average 100
San Luis Obispo National Average 100
108
171
143 140
161
148
94 98
80
60
40
20
100
120
140
160
Archery Bicycling
(Mountain)
Bicycling
(Road)
Canoeing/
Kayaking
Fishing
(Fresh Water)
Hiking Horseback
Riding
Target
Shooting
Backpacking0
117
Page 631 of 845
72 SLO Parks + Recreation Master Plan: Community Needs Assessment
SUMMARY
It is critically important for the San
Luis Obispo Parks and Recreation
Department to understand the local
and national participation trends in
recreation activities. In doing so, the
Department can gain general insight
into the lifecycle stage of recreation
programs and activities (emerging,
stable and declining) and thereby
anticipate potential changes in
need and demand for the programs
and activities that it provides to the
residents of San Luis Obispo. Here
are some major takeaways for local
and national recreation trends:
• Golf remained the most popular
sport both nationally and locally.
• Nationally, rugby has emerged
as the overall fastest growing
sport over the past five years
and though it has yet to make its
presence felt in San Luis Obispo.
• Ultimate Frisbee, tackle football
and touch football are losing
participants both nationally.
• All listed aquatic activities have
experienced strong participation
growth nationally. Swimming on
a team saw significant increases
in casual participation.
• Fitness walking remained the
most popular fitness activity
nationally and will likely grow in
popularity in San Luis Obispo
given the strength of the trail
system in the City.
• Outdoor recreational activities
are on the rise nationally. Hiking
is extremely popular both
nationally and locally.
• Based on national
measurements, income level has
a negative impact on inactivity
rate. Lower income households
tend to have higher inactivity
rate. Age is also a significant
factor to inactivity level.
Generation Z (age 6-17) had
the lowest inactivity rate while
the boomers (age 55+) had the
highest inactivity rate.
• Besides income and age factors,
non-participants are more likely
to join sports or fitness activities
if a friend accompanies them.
• Ownership of health and fitness
tracking devices has increased in
recent years.
Page 632 of 845
733. Recreation Trends and Program Assessment
3.2 Program and Services Assessment
The San Luis Obispo Parks and
Recreation Department has a
professional staff that d meets
the parks and recreational needs
of its community through wide
array of programs and services.
Department staff are responsible for
the management and production
of recreation programs including
community and neighborhood
events, and the operation of multiple
facilities including pools, a golf
course, baseball stadium, sports
fields, skate park, roller hockey
rink and more. Employees are
engaged year-round in planning,
managing, producing, conducting,
and evaluating programs and
events. The functions within the
Department combine to provide
hundreds of offerings in the areas of
youth activities and camps, outdoor
adventure, aquatics, sports, health,
fitness, activities geared to seniors,
and special events. In addition
to the programs and activities
provided directly by the Department,
partnerships with other organizations
are utilized to enhance recreational
offerings to the community
particularly in the areas of youth and
adult activities. Through formal and
informal cooperative relationships
with the San Luis Coastal School
District and nonprofit agencies,
partners assist with delivering select
programs and indoor space required
for programs provided by the
Department.
CORE PROGRAM
APPROACH
It is the opinion of PROS Consulting
that publicly produced recreation is
challenged by the premise of being
all things to all people, especially
in a community such as San Luis
Obispo with a an active, engaged
population with a diversity of
recreational needs. The philosophy
of the “Core Program Area” is
to assist staff, policy makers, and
the public focus on what the most
important recreational programs are
in the San Luis Obispo community.
As defined by PROS Consulting,
program areas are considered as
Core if they meet a majority of the
following categories:
• The program area has been
provided for a long period of
time (over 4-5 years) and/or is
expected by the community.
• The program area consumes a
relatively large portion (5% or
more) of the agency’s overall
budget.
• The program area is offered 3-4
seasons per year.
• The program area has wide
demographic appeal.
• There is a tiered level of skill
development available within the
program area’s offerings.
• There is full-time staff
responsible for the program
area.
• There are facilities designed
specifically to support the
program area.
• The agency controls a significant
percentage (20% or more) of the
local market.
SAN LUIS OBISPO PARKS AND
RECREATION CORE PROGRAM
AREAS
The Department currently offers
programs and services in five Core
Program Areas, identified in the
Table 3-11.
ENSURING THE RIGHT CORE
PROGRAM MIX
The Core Program Areas provided
by San Luis Obispo currently appear
to meet the major needs of the San
Luis Obispo residents as identified
through the community input
received during the community input
phase of the master plan project,
but the program mix should be
evaluated on a regular and recurring
basis to ensure that the offerings
within each Core Program Area – and
the Core Program Areas themselves
– align with changing leisure trends,
demographics, and needs of
residents. Best practice guidelines as
provided by the National Recreation
and Park Association (NRPA)
recommends that six determinants
be used to inform what programs
and services are provided by the
Department. According to NRPA,
those determinants are:
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74 SLO Parks + Recreation Master Plan: Community Needs Assessment
Table 3-8
CORE PROGRAM AREAS
CORE PRIGRAM AREA BRIEF DESCRIPTION
Aquatics Provide a safe and well-maintained facility offering diverse aquatic activities. Recreation swimming, lap swimming, and swimming instruction.
Community Services Manage recreational sports for youth and teens (age 5-18 years old), adult and boomers (50+). Produce community-wide special events, including events at the Historic Jack House, Mission Plaza, Downtown San Luis Obispo, Sinsheimer Pool and other city parks. Manage enrichment programs including Contract Classes, Community Gardens, Senior and Boomer Activities, and the SLO Skate Park. Serve as liaison to the Jack House Advisory Committee. Coordination the City-Wide Volunteer program. Facilitate the City-Wide Special Event program and permitting process.
Facility Rentals Manage, supervise and schedule internal and external uses of City buildings, facilities, fields, and reserved park areas. Coordinate the scheduling of facility maintenance with various City departments and user groups. Oversee the issuance of facility rental permits; facilitate the review and approval of permits for special events, banner and film permits.
Golf Operate and maintain the 26-acre, 10-hole executive length Laguna Lake Golf Course 362 days of the year. Maintain a safe, attractive course while offering a reasonably priced recreational opportunity with an emphasis on senior and youth patrons. Focus on new program initiatives and increased sustainable practices in ongoing maintenance.
Youth Services Provide services to over 1,200 children and their families before and after school, during spring and other school academic breaks and throughout the summer. Youth Services provides essential child care to families, while programs focus on the healthy and positive development of children, including both cognitive, academic and social development. Progressive and antibias curriculum offers a variety of activities, social exp4eriences, and opportunities that promote learning, awareness of community, fitness and health, academic support and fun.
• Conceptual foundations of
play, recreation, and leisure –
Programs and services should
encourage and promote a
degree of freedom, choice, and
voluntary engagement in their
structure and design. Programs
should reflect positive themes
aimed at improving quality of
life for both individuals and the
overall community.
• Organizational philosophy,
mission, and vision – Programs
and services should support
the Department’s mission and
vision statements, values, goals,
and objectives. These generally
center on promoting personal
health, community well-being,
social equality, environmental
awareness, and economic vitality.
• Constituent interests and
desired needs – Departments
should actively seek to
understand the recreational
needs and interests of their
constituency. This not only
ensures an effective (and ethical)
use of taxpayer dollars, but
also helps to make sure that
programs perform well and are
valued by residents.
• Creation of a constituent-
centered culture – Programs
and services do reflect a
departmental culture where
constituents’ needs are the
prime factor in creating and
providing programs. This should
be reflected not only in program
design, but in terms of staff
behaviors, architecture, furniture,
technology, dress, forms of
address, decision-making style,
planning processes, and forms of
communication.
• Experiences desirable for
clientele – Programs and
services should be designed
to provide the experiences
desirable to meet the needs
of the participants/clients in a
community and identified target
markets. This involves not only
identifying and understanding
the diversity of needs in a
community, but also applying
recreation programming
expertise and skills to design,
implement, and evaluate a
variety of desirable experiences
for residents to meet those
needs.
• Community opportunities
– When planning programs
and services, a Department
should consider the network
of opportunities afforded by
other organizations such as
nonprofits, schools, other
public agencies, and the private
sector. Departments should also
recognize where gaps in service
provision occur and consider
how unmet needs can be
addressed.
Page 634 of 845
753. Recreation Trends and Program Assessment
SURVEY FINDINGS
Figure 3-7
RECREATION PROGRAMS RESPONDENT HOUSEHOLDS HAVE USED IN THE PAST 12 MONTHS
by percentage of respondents (multiple choices could be made)
Source: ETC institute (2018)
Community special eventsRecreational swimmingLap swimmingSwim lessonsYogaPersonal training & fitness classesTennisSun n’ Fun & Club StarMusic lessonsHistoric Jack House & Gardens toursRanger-led hikesAqua aerobics & PilatesAdult softballTriathalonAdult soccerKidz Love SoccerGymnastics classes & campsWarm water exercise classYouth basketballSenior Center classes & activitiesLifeguard training & Junior GuardsPickleballGolf instructionLEGO campsSkate park camps, clinics, & activitiesGolf tournamentsYouth futsalTennis lessons & trainingLudwick drop in sportsJunior Ranger Activity CampSurfing lessonsYouth fitness & wellness programsJunior giantsUltimate pick-upOther
27%27%24%15%
13%
11%
14%
12%
11%10%9%
9%9%
9%8%8%8%7%6%6%6%6%5%
5%5%
5%4%
4%4%
4%4%3%3%2%2%0%10%20%30%
As part of the process for
developing a Park and Recreation
Master Plan, ETC conducted a
statistically valid citizen survey
to identify satisfaction with park
and recreation facilities, identify
needed park and recreation
facilities and programs, and gain
input from citizens that will assist
City officials in park and recreation
resource allocation, budget and
policy decisions. A total of 507
households participated in the
survey. Participants rated the City of
San Luis Obispo as having a current
or anticipated need for the following
recreation programs, ranked in order
of importance (full results on this
topic can be found in a separate
document ) as noted in the chart to
the right.
Understanding the experiences
desired by residents is a key
component of developing a program
plan that can effectively and
efficiently utilize resources allocated
by the San Luis Obispo’s City Council
for community services.
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76 SLO Parks + Recreation Master Plan: Community Needs Assessment
Table 3-9
AGE SEGMENT ANALYSIS – CURRENT SEGMENTS SERVED
CORE PRIGRAM AREA PRESCHOOL (5 AND UNER)ELEMENTARY (6 - 12)TEENS (13 - 17)YOUNG ADULT (18 - 34)ADULT (35 - 54)ACTIVE ADULT (55 - 64)SENIOR (65+)
Aquatics Primary Primary Secondary Primary Primary Primary Primary
Facilities Secondary Secondary Secondary Primary Primary Primary Primary
Golf Secondary Secondary Secondary Secondary Primary Primary
Community Services Primary Primary Primary Primary Primary Primary
Youth Services Primary Primary Secondary
Rangers Primary Primary Primary Primary Primary Primary Primary
The table below depicts each
program along with the age
segments they serve. Recognizing
that many programs serve multiple
age segments. Primary and
secondary markets were identified
by staff.
Findings from the analysis show that
the Department provides a good
balance of programs across all age
segments. All segments are targeted
as a primary market for multiple
programs.
AGE SEGMENT ANALYSIS
AGE SEGMENT
RECOMMENDATIONS
The Department age balance should
be maintained moving forward,
and the Department should update
this Age Segment Analysis every
year to note changes or to refine
age segment categories. Given
the growing population trend for
residents ages 55 and over and the
growing demand for services in this
age bracket, it is also recommended
that the Department further
segment this group into 65-74 and
75+. These two sub-segments will
have increasingly different needs
and expectations for programs
and services in coming years, and
program planning will be needed to
provide differing requirements for
active seniors.
Age Segment Analyses should
ideally be done for each individual
program offered by the Department.
Program coordinators/managers
should include this information
when creating or updating program
plans for individual programs. An
Age Segment Analysis can also be
incorporated into Mini Business
Plans for comprehensive program
planning.
Page 636 of 845
773. Recreation Trends and Program Assessment
Table 3-10
RECREATION PROGRAM LIFECYCLE ANALYSIS - CURRENT DISTRIBUTION
PERCENTAGE NUMBER OF PROGRAMS ACTUAL DUSTRIBUTION BEST PRACTICE DISTRIBUTION
Introduction 9%11
77.1%50 - 60%Take-Off 20%24
Growth 47%56
Mature 16%19 16.1%40%
Saturated 3%3 6.8%0 - 10%Decline 4%5
TOTAL 100%118
A lifecycle analysis involves reviewing
every program identified by City of
San Luis Obispo staff to determine
the stage of growth or decline
for each as a way of informing
strategic decisions about the overall
recreation program portfolio. The
various stages of program lifecycles
are as follows:
• Introduction - New program;
modest participation
• Take-Off - Rapid participation
growth
• Growth - Moderate, but
consistent participation growth
• Mature - Slow participation
growth
• Saturated - Minimal to no
participation growth; extreme
competition
• Decline - Declining participation
This analysis is not based on strict
quantitative data, but rather is
based on staff’s knowledge of their
program areas. The table below
shows the percentage distribution of
the various lifecycle categories of the
Department’s recreation programs.
These percentages were obtained by
comparing the number of programs
in each individual stage with the total
number of programs listed by staff.
Overall, the lifecycle analysis results
indicate an unbalanced distribution
of all programs across the life
cycle. A combined total of 77.1% of
programs fall into the Introduction,
Take-off and Growth stages,
primarily due to growth of programs
introduced in the last three years.
LIFECYCLE ANALYSIS
RECOMMENDATIONS
While it is important to provide new
programs to align with trends and
help meet the evolving needs of
the community, it is also important
to have a stable core segment of
programs that are in the Mature
stage. Currently, the Department
has only 16.1% of their programs in
this category. The consulting team
recommends this be approximately
40% so as to provide stability to
the overall program portfolio, but
without dominating the portfolio
with programs that are advancing
to the later stages of the lifecycle.
Programs in the Mature stage
should be tracked for signs they are
entering the Saturation or Decline
stages. There should be an ongoing
process to evaluate program
participation and trends to ensure
that program offerings continue to
meet the community’s needs.
A total of 6.8% of programs are
in saturated or declining phases.
The consulting team recommends
keeping as few programs as
possible in these two stages, but it is
understood that programs eventually
evolve into saturation and decline. If
programs never reach these stages,
it is an indication that staff may be
“over-tweaking” their offerings
and abbreviating the natural
evolution of programs. This prevents
programs from reaching their
maximum participation, efficiency,
and effectiveness. For departments
challenged with doing the most
they can with limited resources, this
has the potential to be an area of
concern.
As programs enter into the Decline
stage, they must be closely reviewed
and evaluated for repositioning or
elimination. When this occurs, the
consulting team’s recommendation
is to modify these programs to begin
a new lifecycle with the introductory
stage or to add new programs based
upon community needs and trends.
Staff should complete a lifecycle
review on an annual basis and ensure
that the percentage distribution
closely aligns with desired
performance.
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78 SLO Parks + Recreation Master Plan: Community Needs Assessment
FINDINGS
• Participation: The San Luis
Obispo Parks and Recreation
Department has a holistic
tracking method for all programs
and services it offers.
• Program Evaluation:
Assessment and evaluation
tools to measure the success
of programs and services are in
place.
• Customer Satisfaction and
Retention: The Department
currently tracks customer
satisfaction ratings but not
customer retention percentages.
• Staff Training/Evaluation: The
Department has a staff training
program and solid evaluation
methods in place.
• Public Input: The Department
utilizes survey tools to continually
gather feedback on needs and
unmet needs for programming.
• Pricing: The Department has
an updated pricing policy that
includes pricing strategies and
cost recovery goals.
• Marketing: The Department
utilizes a number of marketing
strategies to inform City
residents of the offerings of the
community.
• Volunteers: The Department has
strong foundational elements in
place for its volunteer program.
• Partnerships: The Department
utilizes a number of partner
providers to deliver programs to
San Luis Obispo residents and
has a formal partnership policy
in place.
• Competition: The Department
has a general understanding of
other service providers.
OTHER KEY FINDINGS AND RECOMMENDATIONS
RECOMMENDATIONS
• Expand programs and services
in the areas of greatest
demand: Ongoing analysis
of the participation trends of
programming and services in San
Luis Obispo is significant when
delivering high quality programs
and services. By doing so, staff
will be able to focus their efforts
on the programs and services of
the greatest need and reduce or
eliminate programs and services
where interest is declining.
• Program Evaluation: Implement
the program assessment
and evaluation tool as
recommended. Assessment and
evaluation tool is provided as an
Excel spreadsheet as a stand-
alone separate document.
Page 638 of 845
793. Recreation Trends and Program Assessment
Table 3-11
SUMMARY OF THE RECOMMENDED ACTIONS
PROGRAM ACTION TIMELINE
HIGH PRIORITY
Community Special Events Expand Long-Term (Facility Development)
Fitness & Wellness Programs Expand Short-Term
Adult/Senior Programs and Services Expand Short-Term
Gardening/Farm-to-Table Classes Expand Short-Term (Partnerships)
Art Classes Expand Short-Term
Outdoor Programs Expand Short-Term (Partnerships)
Socialization with Dogs Expand Short-Term (Dog Park Development)
Visiting Parks Facilities Short-Term (Enhance Parks)
MEDIUM PRIORITY
Performing Arts Programs Develop Long-Term (Facility Development)
Environmental Education Programs Facilitate Short-Term (Partnerships)
Walking/jogging/running events and clubs Develop Short-Term (Partnerships)
Water Fitness Expand Short-Term (Seasonal)
Running Events Facilitate Short-Term (Partnerships)
Music Classes Facilitate Short-Term (Partnerships)
After School/Out of School Camps Continue Short-Term
LOW PRIORITY
Youth Learn to Swim Programs Continue Short-Term
Youth Sports Continue Short-Term (Partnerships)
Youth Enrichment/Learning Programs Consider Short-Term (Partnerships)
Golf Consider Short-Term (Partnerships)
Adult Sports Consider Long-Term (Facility Development)
Gymnastics Continue Short-Term (Partnerships)
Programs for people with special needs Consider Short-Term (Partnerships)
Competitive Swim Teams Consider Long-Term (Facility Development)
Bicycle Lessons and Clubs Consider Short-Term (Partnerships)
Note: Programs listed as low priority should not be interpreted as programs that should not
be offered. These programs typically have a limited, targeted audience due in part to general
appeal, age segment, and/or specific skills required to participate. These programs should be
offered strategically in terms of frequency, days of week, times of day and time of year.
The Department is delivering quality
programs, services and events to
the community, however, does have
opportunity for improvement. The
chart below provides a summary of
the recommended actions that the
Department should implement in
developing a program plan to meet
the needs of residents. The listing
of the program and service areas are
consistent with the choices provided
to the community during the
outreach phase of the plan (public
meetings, intercept surveys and
statistically valid survey).
SUMMARY
Page 639 of 845
Page 640 of 845
MAINTENANCE
ASSESSMENT
4
Page 641 of 845
82 SLO Parks + Recreation Master Plan: Community Needs Assessment Page 642 of 845
834. Maintenance Assessment
Parks and amenities that are clean
and functioning efficiently are critical
elements to delivering high quality
experiences, programs, and services.
The following park maintenance
assessment for the City of San
Luis Obispo has been conducted
based on the analysis of information
provided by the City and discussions
with the Public Works Parks
Maintenance Program and Parks and
Recreation Golf Maintenance staff.
OVERVIEW
The Public Works Parks Maintenance
Program maintains City owned
parks and landscaped areas,
including irrigation management
and recreation support. This
Program has the responsibility for
actively managing and maintaining
211 (or 40%) of the City’s 530 acres
of parks and public grounds1.
The City’s Laguna Lake Golf
Course is maintained by Parks
and Recreation Department staff.
Parks Maintenance staff are also
supplemented by contract services
for janitorial maintenance of
restrooms and park buildings, and
some smaller parks. All staff and
contractors engaged in maintaining
parks and park facilities share the
goal of safe, clean, and attractive
parks and landscaped areas.
1. These acreage numbers are from the City
of San Luis Obispo Public Works Department,
2010-2011 Outsourced Landscape
Maintenance table, received in April 2019.
ACTIVITIES
• Park Maintenance: Maintaining
large landscaped areas in
developed parks for informal and
formal City recreation programs;
providing janitorial maintenance
for park restrooms and other
park buildings; collecting and
disposing of waste from trash
containers in parks; servicing
and repairing landscape
maintenance equipment;
proposing improvement projects
for parks; managing minor
capital maintenance projects for
parks; inspecting playgrounds
for compliance with safety
regulations; monitoring irrigation
water use and proposing
conservation measures. Cleaning
up homeless encampments, and
railroad right of way cleanup.
• Landscape Maintenance:
Maintaining landscaped areas
around small parks, community
garden irrigation, parking lots,
street medians, sound walls,
and City buildings; proposing
improvement projects for
landscape areas; managing
minor capital maintenance
projects for landscaping;
monitoring irrigation water use
and proposing conservation
measures.
• Training: Conducting safety
training required by the
Occupational Safety and
Health Association (OSHA);
conducting technical training for
new equipment and emerging
landscape maintenance
technologies; conducting
ongoing pesticide safety training
required by County and State
regulatory mandates.
• Event Support: Grooming and
marking playing fields; sweeping
and maintaining game courts;
assisting sponsors of events
using City facilities. Provide
the preparation, maintenance
and renovation services for the
Damon-Garcia Sports Complex
to promote league play.
KEY FINDINGS
• Lines of Service: Within the
acreage noted above, the
core lines of service (functions)
performed by the Parks
Maintenance Program are
numerous and are as follows:
à Athletic Field Maintenance:
The Parks Maintenance
Program manages
maintenance of athletic fields
(turf and baseball/softball) for
informal and formal utilization
by the community.
à Contract Management: The
Parks Maintenance Program
maintains small equipment
with Fleet Maintenance
performing larger maintenance
needs with the rolling stock,
including mowers and trucks.
à Equipment Maintenance: The
Parks Maintenance Program
maintains small equipment
with Fleet Maintenance
performing larger maintenance
needs with the rolling stock,
including mowers and trucks.
à Golf Course Maintenance:
The Parks and Recreation
Golf Maintenance Division
manages the maintenance of
the ten-hole executive-length
golf course including turf and
irrigation maintenance, small
4.1 Park Maintenance Assessment
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84 SLO Parks + Recreation Master Plan: Community Needs Assessment
equipment maintenance,
landscape maintenance, third
party contract services, and
citizen inquiries.
à Playground, Furniture,
Fixture and Amenity
Maintenance: The Parks
Program maintains the
built environment within
the parks, including but
not limited to, playground
equipment benches,
fencing, water fountains
and picnic tables. Regular
inspection and preventative
maintenance is performed.
The Program maintains all of
the playground’s in the parks
system in accordance with the
National Playground Safety
Institute’s guidelines.
à Integrated Pest Management
(IPM): Pest infestations
present significant risk to the
environment, biodiversity,
health and safety, public
infrastructure, recreational
opportunities and landscapes.
The Parks Maintenance
Program uses best practices in
implementing Integrated Pest
Management Systems.
à Turf and Irrigation
Maintenance: Irrigation
encompasses the application
and conservation of water for
environmental enhancement
of turf grass, trees and
landscape plants. This includes
maintaining and monitoring
technical irrigation systems,
to optimize water usage and
delivery. Diagnosing and
making complex repairs on
irrigation systems to help keep
turf and landscape areas up to
standards.
à Landscape Maintenance:
Pest infestations present
significant risk to the
environment, biodiversity,
health and safety, public
infrastructure, recreational
opportunities and landscapes.
The Parks Maintenance
Program uses best practices in
implementing Integrated Pest
Management Systems.
à Playground Maintenance:
Playground maintenance is
performed in accordance with
National Playground Safety
Institute standards.
à Response to Citizen
Inquiries: Staff n respond to,
meet with and resolve citizen
inquiries on an as needed
basis.
à Special Event Facilitation:
The Parks Maintenance
Supervisor meets in the field
with all major special events,
in particular those hosted
in Mission Plaza, to ensure
conditions of permits are met.
à Urban Forestry: The City’s
Urban Forest Program of
Public Works ensures the
health of individual trees
and staff and/or contractors
perform maintenance.
• Maintenance Standards:
Through the review of data, the
consulting team determined that
the Parks Maintenance Program
has best practice maintenance
standards with task, frequency
and season of year in which work
is performed in parks and public
grounds. The following table is
an example of the maintenance
standards that the Program has
in place to guide its work.
• Third-Party Contracting of
Services: Given the “varying”
cycles of the economy, it is
imperative that the Program
continually evaluates the
capacity and cost of service in
the private sector. Without this
level of analysis, the Program
will not be able to determine if
it is more effective and efficient
to perform work “in-house”
or to “contract it out.” The
Program currently contracts out
custodial services and landscape
maintenance of approximately
19 acres (or 9%) of the 211
acres that it actively manages.
The chart below details the
landscape standards and
areas/acreage maintained by
contractors. Parks Maintenance
also does irrigation repairs on
these 55 locations maintained
by contractors and is required to
perform safety checks on parks
and playgrounds.
Page 644 of 845
854. Maintenance Assessment
Table 4-1
RIGHETTI RANCH NEIGHBORHOOD PARK
MAINTENANCE ACTIVITY UNIT OF MEASURE TIME PER UNIT INVENTORY QUANTITY TIME PER OCCURANCE J F M A M J J A S O N D
ANNUAL FREQUENCY ANNUAL HOURS
Mowing Acres 0.5 3.71 1.9 8 8 8 8 8 8 8 8 8 8 8 8 96 182.4
Edging KLF 1 2600 2.6 4 4 4 4 4 4 4 4 4 4 4 4 48 124.8
Blowing Walkways KLF 1 1800 1.8 4 4 4 4 4 4 4 4 4 4 4 4 48 86.4
Blowing Play Courts 1 Court 0.5 7 3.5 4 4 4 4 4 4 4 4 4 4 4 4 48 168
Litter Removal Each 1 0.5 0.5 28 28 28 28 28 35 35 35 28 28 28 28 357 178.5
Trash Cans Each 0.083 30 2.49 8 8 8 8 8 10 10 10 8 8 8 8 102 254
Landscape Maint.Each 1 16 16 4 4 4 4 4 4 4 4 4 4 4 4 48 768
Graffiti/Vandalism Each 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 24 24
Openings/Inspections Each 1 1 1 31 28 31 30 31 30 31 31 30 31 30 31 365 365
Irrigation Maint/Repair Each 1 1 1 10 10 12 12 14 14 14 14 12 12 10 10 144 144
Structure Maint/Repair Each 1 1 1 8 8 8 8 8 8 8 8 8 8 8 8 96 96
Electrical/Lighting Each 1 1 1 2 2 1 1 1 1 1 1 1 1 2 2 16 16
Line painting/stringing Each 1 1 5 4 4 4 4 4 4 4 4 4 4 4 4 48 240
Annual Renovation Each 1 1 40.6 0 0 0 0 1 0 0 0 0 0 0 0 1 40.6
Restroom Cleaning Each 1 1 1 31 28 31 30 31 30 31 31 30 31 30 31 365 365
Page 645 of 845
86 SLO Parks + Recreation Master Plan: Community Needs Assessment
SERVICE LEVEL TYPE LOCATION / PARK DESCRIPTION
MAINTAINED
ACREAGE
Category A Service Level 2 Neighborhood Vista Lago Park 0.30
Category A Service Level 2 Neighborhood Priolo Martin Park 0.20
Category A Service Level 2 Neighborhood Anholm Park 0.03
Category A Service Level 2 Landscape Only Buena Vista Circle 0.41
Category A Service Level 2 Turf only Margarita Islands 0.94
Category A Service Level 2 Mini Osos Triangles (Two)0.28
Category A Service Level 2 Mini Stoneridge Park 0.50
Category A Service Level 2 Walkway Poinsettia Creek Walk 1.50
Category A Service Level 2 Mini Poinsettia Mini Park 0.05
Category A Service Level 2 Neighborhood De Vaul Ranch Park 0.73
Category A Service Level 2 Facility Landscape Fire Station 1 0.25
Category A Service Level 2 Facility Landscape Fire Station 4 0.27
Category A Service Level 2 Facility Landscape City Hall- Little Theater 0.30
Category A Service Level 2 Facility Landscape Police Facility 0.18
Category A Service Level 2 Facility Landscape Ludwick Center 0.16
Category A Service Level 2 Neighborhood Emerson Park- Recreation Offices 1.36
Category A Service Level 2 Full Service Mitchell Park- Senior Center 2.35
Category A Service Level 2 Landscape Only Mission Plaza Extension 0.06
Category A Service Level 2 Facility Landscape City County Library 0.06
Category B Service Level 3 Landscape Only Madonna Road Islands 0.07
Category B Service Level 3 Landscape Only Murray Islands 0.44
Category B Service Level 3 Natural Elsford Park 0.26
Category B Service Level 3 Mini ETO Park 0.14
Category B Service Level 3 Mini Cheng Park 0.14
Category B Service Level 3 Landscaped Walk Railroad Recreation Trail (Also Railroad ROW)0.87
Category B Service Level 3 Landscaped Walk Bill Roalman Bicycle Boulevard 0.05
Category B Service Level 3 Landscape Only South Street Sound wall 0.05
Category B Service Level 3 Landscape Only Tank Farm Road Sound wall 0.72
Category B Service Level 3 Landscape Only Tank Farm Road Extension 0.46
Category C Service Level 4 Landscape Only Los Osos Valley Road Islands 0.70
Category C Service Level 4 Landscape Only Los Osos Valley Road Sound wall 0.15
Category C Service Level 4 Natural Madonna/Higuera Triangles 0.02
Category C Service Level 4 Landscape Only Grand Avenue Islands 0.31
Category C Service Level 4 Landscape Only Broad Street Islands 0.19
Category C Service Level 4 Landscape Only Orcutt Islands & Frontages 0.02
Category C Service Level 4 Natural Santa Rosa Street Median Islands 1.30
Category C Service Level 4 Natural Cypress Island 0.68
Category C Service Level 4 Landscape Only Portola Fountain Triangle 0.04
Category C Service Level 4 Landscape Only Calle Joaquin 0.28
Category C Service Level 4 Landscape Only Las Praderas Sound wall & Tank Farm Islands 0.05
Category C Service Level 4 Natural Las Praderas Park 0.09
Category C Service Level 4 Landscape Only San Luis Drive Frontage 0.22
Category C Service Level 4 Landscape Only Goldenrod Frontage 0.10
Category C Service Level 4 Landscape Only Brizzolara Sound wall 0.22
Category C Service Level 4 Natural Monterey Street Railroad Underpass 0.04
Category D Service Level 5 Natural Auto Park Way Circle 0.16
Category D Service Level 5 Natural Anacapa Circle 0.15
Category E Service Level 2 Landscape Only Amtrak/Railroad Square 0.72
Category E Service Level 2 Landscape Only 630 Monterey Lot 14 0.14
Category E Service Level 2 Natural Art Center Lot 15 0.04
Category E Service Level 2 Landscape Only Nipomo Lot 10 0.03
Category E Service Level 2 Landscape Only Muzio’s Lots 3 and 11 0.03
Category E Service Level 2 Landscape Only Public Works Offices Lot 18 0.03
Category E Service Level 2 Landscape Only Palm Street Parking Garage 0.05
Category E Service Level 2 Landscape Only Marsh Street Parking Garage 0.03
18.93
Categories
A.
B.
C.
D.
E.
F.
Parking lots
Railroad Right-of-Way (ROW) (per City agreement with railroad to obtain the lease for
TOTAL OUTSOURCED / CONTRACTED SERVICE
Landscaped areas, parks, and facilities with turf
Landscaped areas, parks, and facilities without turf
Traffic median islands, roadside, and sound walls
Sound walls, circles, islands and frontages with minimal vegetationTraffic median islands, roadside, and sound wallsCirclesParking lotsCATEGORY
Landscaped areas, parks, and facilities with turfLandscaped areas, parks, and facilities without turfTable 4-2
THIRD-PARTY CONTRACTING OF SERVICES
Page 646 of 845
874. Maintenance Assessment
• In-House Maintenance:
Parks Maintenance performs
landscape maintenance of
approximately 192 acres (or 91%)
of the 211 acres that it actively
manages. The chart below
details the areas and standards
for acreage maintained by
City of San Luis Obispo’s Parks
Maintenance Program. The Golf
Maintenance Division performs
landscape maintenance of 26
acres within the municipal golf
course.
• Work Order Management
System: The Parks Maintenance
Program does utilize a Work
Order Management System
that tracks work and the cost
of work against its established
maintenance standards.
• Staffing: The Parks Maintenance
Program is comprised of 12 full-
time employees and five part-
time supplemental maintenance
workers (14.5 FTEs) to actively
manage 191 acres. Best practice
ratio of staff per park acres is
1:10-15 acres. San Luis Obispo’s
staff to acreage ratio is 1:13.
With the responsibility of actively
managing and maintaining 191
acres, the staff has the capacity
to manage the lines of service
they perform as noted previously
• Annual Park and Grounds
Operation and Maintenance
Funding: Based on analysis
conducted by PROS Consulting,
unit costs are in alignment with
best practice cost per acre.
à Annual Park Maintenance
Budget = $2,779,205
»Staffing (salaries/wages/
benefits of City employees)
= $1,332,848 or 48%
»Contracted Custodial
Services = $90,000 or 3%
»Contracted Park Landscape
Services = $311,600 or 11%
»Supplies and Materials =
$196,887 or 7%
»Professional Development =
$11,720 or 0.4%
»Utilities = $836,150 or 31%
à Total Developed Park and
Grounds Acres ACTIVELY
Maintained: 211 acres
à Actual Annual Cost per Acre =
$13,172
à Best Practice Cost per Acre
as defined by numerous costs
of service projects that PROS
Consulting in California has
performed = $10,000-$15,000
per acre
Based on the analysis of the
standards provided and the scope of
work for the third-party contractors,
the Program has the required
resources that are necessary to
provide best practice maintenance
of the parks system.
• Annual Golf Maintenance
Funding: Based on analysis
conducted by PROS Consulting,
unit costs are in alignment with
best practice cost per acre.
à Annual Golf Maintenance
Budget = $412,634
»Staffing (salaries/wages/
benefits of City employees)
= $215,674 or 53%
»Contracted Custodial
Services = $6,960 or 1%
»Contracted Labor Services =
$7,100 or 1%
»Supplies and Materials =
$67,050 or 16%
»Professional Development =
$3,150 or 0.7%
»Utilities = $112,700 or 28%
à Total Developed Golf Course
acres ACTIVELY Maintained:
26 acres
à Actual Annual Cost per Acre =
$15,870
à Best Practice Cost per Acre
as defined by numerous costs
of service projects that PROS
Consulting in California has
performed = $15,000-$20,000
per acre
Page 647 of 845
88 SLO Parks + Recreation Master Plan: Community Needs Assessment
SERVICE LEVEL TYPE LOCATION / PARK DESCRIPTION
MAINTAINED
ACREAGE
Category A Service Level 2 Sports Complex El Chorro Regional County Park-Ball Fields 0.64
Category A Service Level 2 Full Service Laguna Lake Park 71.30
Category A Service Level 2 Neighborhood Throop Park 3.05
Category A Service Level 1 Full Service Jack House Gardens 0.57
Category A Service Level 2 Full Service Santa Rosa Park 10.18
Category A Service Level 2 Landscape Only Rodriguez Adobe 1.36
Category A Service Level 2 Full Service Sinsheimer Park/Stadium 32.60
Category A Service Level 2 Neighborhood Mission Plaza 1.80
Category A Service Level 2 Full Service Meadow/Exposition Park 17.81
Category A Service Level 2 Neighborhood Laguna Hills Park 3.50
Category A Service Level 2 Neighborhood Islay Hill Park 10.80
Category A Service Level 2 Full Service Johnson Park 4.31
Category A Service Level 2 Full Service French Park 9.70
Category A Service Level 1 Sports Complex Damon-Garcia Sports Facility 23.56 No TurfCategory B Service Level 3 Landscape Only Butrone Adobe 466 Dana St.0.69
191.87
Categories
A.
B.
TOTAL "IN-HOUSE" MAINTENANCE SERVICE
Landscaped areas, parks, and facilities with turf
Landscaped areas, parks, and facilities without turf
CATEGORY
Landscaped areas, parks, and facilities with turfFigure 4-3
IN-HOUSE MAINTENANCE
Page 648 of 845
894. Maintenance Assessment
• Management of Contract
Services Management:
Continue to provide the
necessary resources for the
management and oversight of
all third-party contractors that
provide maintenance services
for the City of San Luis Obispo’s
parks and grounds.
• Update Work Plans Based
on Maintenance Standards:
Maintenance standards are
based on a Level (1), (2) and (3)
modes (tasks and frequencies
of each task) and follow best
practices as established by the
National Recreation and Park
Association. The department
should continually update and
customize the standards based
on the park and recreation
values of the San Luis Obispo
community. These standards
and need to be implemented
regardless of whether work is
performed by City staff or third-
party contractors.
• Design and Maintain for
Energy Efficiency: Existing
parks should be evaluated for
their resource use and modified
through changes in maintenance
practices, material and plant
selections. New parks should be
designed for low energy use.
• Water Efficient Initiatives:
Stormwater systems should
be designed into parks,
especially where there is
room for treatment, detention
and storage of stormwater.
Working landscape features
can be incorporated into
existing and proposed parks
to help filter pollutants and
capture stormwater. Low water
use planting and xeriscaping
should be incorporated into
new and existing parks where
turf is not needed in order to
decrease water use. Gray and
recycled water systems should
be explored and expanded. The
details of these practices should
be further developed in the
Master Plan.
• Reduce and/or Eliminate
Chemical Use: In landscape
areas, replace chemical
herbicides, pesticides, and
fertilizers with non-toxic
treatments, including LID
practices for improving soil
health. Use organic fertilizer with
humic acid and mycorrhizea
fungi when possible. Support use
of Integrated Pest Management
(IPM) which focuses on pest
prevention through biological
control (such as the introduction
of a natural predator), habitat
manipulation, and modification
of cultural practices including
site monitoring, cleanliness,
routine maintenance, installing
pest barriers, physical
removal of pests, and as a
last resort chemical control.
In facilities, replace chemical
cleaning products with non-
toxic alternatives. These
recommendations will have
impacts on staffing and budget
since non-toxic chemicals are not
as effective and require multiple
applications to achieve the
desired effect. These products
are usually up to 10 times
more expensive and require
increased application rates. We
have made significant strides to
greatly reduce the amount of
chemicals used in parks. Most of
our weed abatement is done by
mechanical methods and we also
have a pesticide free park. We
also use IPM practices and focus
on removal of pests rather than
chemical treatments.
• Select Low-Allergen Trees. The
selection of trees that produce
less airborne pollen will allow
allergy-sensitive families to
better enjoy City parks. One
local resource for guidance on
tree species may be found at
https://selectree.calpoly.edu/
search-trees-by-characteristics.
4.2 Key Recommendations
Page 649 of 845
Page 650 of 845
COMMUNITY
ENGAGEMENT AND
COMMUNITY SURVEY
5
Page 651 of 845
92 SLO Parks + Recreation Master Plan: Community Needs Assessment Page 652 of 845
935. Community Engagement and the Community Survey
5.1 Background
In 2017, the City, as directed by
Council, funded and initiated the
update of the Parks and Recreation
General Plan Element and Master
Plan update (the “Update”). The
purpose of the update of the
Element and Master Plan is to
address current and future needs
for the City of San Luis Obispo’s
parks, recreation facilities, programs,
and services consistent with the
objectives outlined in the adopted
2017-2019 financial plan and 2020
Parks and Recreation Strategic Plan
(2020 Strategic Plan). The creation of
a prioritized Master Plan is intended
to provide a comprehensive
statement of the City’s parks and
recreation, priorities, goals, and
implementation actions for the next
20 years. The Element and Master
Plan policies and programs will
serve as a blueprint, guiding the City
and its various entities in priority
setting and resource allocation. It is
understood that the availability of
financial resources can and will affect
the timing of implementation but will
not change the goals and intent.
The Parks and Recreation
Commission was assigned the
duty of being the primary advisory
body to for this project. A project
plan and request for adjunctive
consultant services was approved
by Council, November 7, 2017. In
February 2018, WRT was selected as
the City’s lead consultant to provide
support during this process. In April
2018, WRT held focused meetings
with key community partners and
stakeholders.
Community engagement is vital
to identifying, understanding, and
incorporating San Luis Obispo
residents’ needs, values, and
aspirations into the update of the
City’s Parks and Recreation Element
of the General Plan and a Master
Plan. During the first phase of the
Update, City Staff and the Consultant
Team conducted a diverse set of
outreach activities intended to
inform community members about
the process and collaborate with on
their needs and vision for parks and
recreation.
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94 SLO Parks + Recreation Master Plan: Community Needs Assessment
5.2 Foundational Public Outreach and Community Engagement
As identified in the Project Plan for
the Update, determining community
needs has four primary components:
• Community Engagement
• Park and Facility Analysis
• Recreation Services Analysis
• Management and Operations
Analysis
Following the PRC’s approval of
the Community Engagement Plan
in April 2018, staff developed a
comprehensive public engagement
effort for the Community
Engagement component of the
“determining community needs”
phase of the Update process.
Because it is such a critical
component of the Update, the
Community Engagement Plan
identifies goals and a preferred
series of outreach components to
inform, consult and collaborate. The
kit of tools builds on the existing
community engagement culture in
San Luis Obispo, consistent with
the City’s Public Engagement and
Noticing Manual.
First, Parks and Recreation
Department Staff arranged
“foundational meetings” with a
range of residents, current and
former commissioners, parks
and recreation user groups,
representatives of cultural
organizations and others. As
consultant for the City on the Plan
Update project, WRT met with 45
individuals in 16 half-hour to one-
hour meetings on April 10 and 11,
2018. City Staff were not present, to
encourage candid dialogue about
issues.
Meanwhile, Staff worked to inform
the public about the project itself,
and the opportunity it presented
for the community to share hopes
and dreams about the future of
parks and recreation in San Luis
Obispo. With this in mind, outreach
efforts conducted June through
August focused on two foundational
questions:
• What do you love about City
of SLO Parks, Activities, and
Recreational Facilities?
• What do you wish to have in
20 years for City of SLO Parks,
Activities, and Recreational
Facilities?
Pop-ups. Over the course of the
summer (May through August), City
Staff conducted over 25 “pop-up”
events with the Parks and Recreation
“Bright Ideas” bicycle to reach San
Luis Obispo residents and visitors
in parks, facilities, programs, and
events. During these pop-ups, the
public had an opportunity to provide
comments on portable white boards
and take photos with the “Bright
Ideas” bicycle for sharing on the
Parks and Recreation Instagram
account. Comment cards were
also provided, which included
the two foundational questions
identified above, as well as City
contact information, and space for
the commenter to provide contact
information. These cards could be
handed to City staff, mailed to the
Parks and Recreation Department,
or dropped into comment card
collection boxes and Parks and
Recreation facilities. Additional
marketing materials included
“Bright Ideas” stickers and a “Save
the Date” magnet for the public
workshop held in September 2018.
NEIGHBORHOOD MEETING
At the request of the Las Praderas
neighborhood, City Staff met with
interested neighbors to discuss
the Update and the hopes and
dreams for the Las Praderas Park
and city as a whole. Staff continues
to be available to go out into San
Luis Obispo neighborhoods at the
request of residents.
SOCIAL MEDIA AND WEBSITE
To foster engagement in the
process, Parks and Recreation
Staff maintained and updated the
Parks and Recreation Master Plan
and General Plan Element Update
website with new information,
and posted updates and photos
on the Department’s Facebook
page. Photos from pop-up events
and meetings were posted to the
Department’s Instagram. At all
events, Staff collected contact
information, allowing individuals to
add their names and email addresses
to the growing interested parties list
in order to receive all email updates
regarding workshops, key Parks and
Recreation Commission meetings,
and opportunities for input and
engagement.
Page 654 of 845
955. Community Engagement and the Community Survey
OTHER OPPORTUNITIES FOR
OUTREACH AND ENGAGEMENT
Staff also received comments by
email and on the Open City Hall
online portal. Additional pipelines
for public comments included
direct communications with Staff
via phone and email, distribution
of comment cards at the Parks
and Recreation Department office,
facilities, and events, and through
the Open City Hall online portal. In
addition, a survey was conducted
August to October 2018 to establish
residents’ priorities for parks and
recreation in the City of San Luis
Obispo. The survey was mailed to a
random sample of San Luis Obispo
households. A total of 507 surveys
were returned, allowing the survey
to exceed its response rate goal
and achieve a high level of statistical
confidence.
“BRIGHT IDEAS” PUBLIC
WORKSHOP
Supported by this extensive
outreach, including multiple emails
to a list over 6,000, over 600 people
attended a participatory three-hour
drop in interactive engagement
workshop held at the Ludwick
Community Center on September
13, 2018.
Utilizing a drop-in format yielded
great results. The extended
timeframe allowed people to come
for as brief or long a period as
desired. Both main entrances of
the Ludwick Center were open and
staffed, and the gym was set up
with one informational and seven
interactive “stations,” each designed
to get different types of input on
parks, facilities, and recreation
in San Luis Obispo. At sign-in
stations, Staff gave members of the
public Passports to be stamped
(encouraging attendees to stop
at each interactive station) and
returned for eligibility for entrance
in a drawing for a FitbitTM. The
first station, in the main foyer, was
informational about the Update
process itself and staffed by
Community Development planners.
Those staff were able to address
general questions about the Update
and the overall planning process.
Within the main gym were six activity
stations where workshop attendees
could address focused questions
or complete various exercises; a
seventh “station” was provided for
children. Each of these activities,
and the resulting feedback, is
summarized below.
Over 600 people attended the “Bright Ideas”
workshop at the Ludwick Center in September
2018.
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96 SLO Parks + Recreation Master Plan: Community Needs Assessment
In April 2018, WRT met with
45 individuals in small groups.
Individuals represented a range
of organizations and perspectives,
including advocates for swimming,
open space, dog parks, the
senior center, golf, organized
sports, cultural organizations, and
neighborhoods, as well as members
of the Planning Commission and City
Council. During these discussions,
there was a clear sense that the
Parks and Recreation Master Plan
Update can serve an important role
in advancing quality of life in San
Luis Obispo. We heard a great deal
of appreciation for San Luis Obispo’s
natural and cultural attributes, and
the potential for the Parks and
Recreation Department to sustain
these qualities.
The following provides a summary
of themes, priorities, goals,
opportunities, and challenges that
emerged from these meetings.
PLAN PROCESS AND
GOALS
REACH BEYOND THE USUAL
VOICES
Several participants spoke about the
need to reach beyond “the loudest
voices and most organized groups”
during the planning process. Specific
guidance included:
• Outreach has to be
multigenerational;
• Outreach should be focused on
San Luis Obispo residents;
• Reach the young Latino
community;
• Try to reach not only current
users but former or potential
users;
• Be sensitive to seniors by
scheduling events during the
day;
• Hold outreach events in
neighborhoods;
• Provide consistent and adequate
advance notice.
PROVIDE A STRONG
FOUNDATION FOR
IMPLEMENTATION
According to various participants,
the Master Plan Update should:
• Provide a strategy and
prioritization that are currently
lacking;
• Be comprehensive, not limited
to the “hot spots” the receive
the most debate
• Provide a strong foundation for
CIPs over the next 20 years;
• Provide the foundation for an
additional future funding source
(e.g. a tax or bond) for a set
of needed improvements the
community can get behind;
• Focus on opportunities for
partnerships that both stretch
limited public dollars and help to
build community;
• Be a user-friendly document that
uses common language, and can
be quickly referenced.
PARKS ARE WHERE YOU BUILD
COMMUNITY
Two key points were made about the
“message” and overarching goal for
the Plan Update:
• We should be clear that the
Master Plan is about parks, not
open spaces.
• The core message should be
that “parks are where you build
community.” We should not lose
sight of this even as it addresses
specific facility and program
needs.
NEW PARKS AND TRAILS
PUBLIC SPACES DOWNTOWN
AND ALONG THE CREEKS
Downtown was a focus of
attention. People recognized
the unique functions and needs
ahead compared with the outer
neighborhoods. Participants spoke
positively about new public spaces
being created downtown as part
of new development, making the
connection between downtown
growth and livability and open space
preservation around the edges.
“That’s part of San Luis Obispo’s
DNA.”
Several participants agreed that the
creeks that flow through San Luis
Obispo are a great potential asset,
and could be the backbone of a
creek walk or park. Ashland, Oregon
was pointed to as a great model
for successful integration of creek,
THEMES FROM THE FOUNDATIONAL MEETINGS
Page 656 of 845
975. Community Engagement and the Community Survey
park, and downtown activity. Use of
the creeks by homeless people was
identified as a serious issue to be
addressed.
NEW PARKS IN
NEIGHBORHOODS
One participant emphasized that
the City may not be able to meet
its ambitious park land standards,
but he and others were supportive
of continuing to strive to provide
new parks, especially in densifying
neighborhoods near downtown and
in the North Broad Street area.
TRAILS AND TRAIL
CONNECTIONS
Several participants were eager to
see the City build on its trail system
by extending key trails and creating
spurs to parks and neighborhoods.
One participant pointed out that San
Luis Obispo has 55 miles of trails, but
is missing shorter one- to three-mile
trails that people can walk in an hour.
Others pointed to the plan to extend
the Railroad Safety Trail to Tank
Farm Road; to connect that trail to
Sinsheimer Park; and to connect the
Bob Jones Trail to the Octagon Barn.
FACILITY NEEDS
MORE FACILITIES FOR SOCCER
AND OTHER FIELD SPORTS
Users of the Damon-Garcia Sports
Complex explained how the sports
complex has been challenging to
maintain due to floodplain soils with
poor drainage, causing the City
to close the fields to practice play
and during the summer. Planned
improvements are intended to
extend the usability of Damon-
Garcia. Still, sports advocates believe
there is a need for additional fields,
pointing to the large numbers
of both youth and adult soccer
participants in San Luis Obispo,
and the growing popularity of other
field sports (rugby, lacrosse and field
hockey).
There was considerable interest in
developing a complex of fields large
enough to support tournaments.
Potential sites for a future sports
complex included Los Osos Valley
Road at Foothill; San Luis Ranch; and
the airport overflight area.
Meanwhile, existing parks where
land could be repurposed as fields
included Laguna Lake, French, and
Meadow parks.
DOG PARKS AND DOG AREAS
Several participants brought up
the need for dog parks and/or off-
leash dog areas. The City does not
currently have a fenced dog park,
and only one formal off-leash area, at
Laguna Lake Park. While three dog
parks are currently in development
plans, two of these are only a quarter
acre in size, which may be too small,
based on current community input.
We heard of the need for fencing
at the Laguna Lake off-leash dog
area to make it usable for “puppies,
bolters and wanderers.” Other
desired improvements at the Laguna
Lake dog area included more shade
trees for the summer and a ground
treatment that would mitigate the
clay adobe soil which sticks to shoes
in the winter. Others advocated for a
dog park at Sinsheimer Park.
Some participants also want at least
one area for dogs with responsible
owners to go without a leash, noting
that Laguna Lake Park may be large
enough to support both a fenced
dog park and an off-leash area,
perhaps shared with the disc golf
area.
BIKE PARKS
Other participants noted an unmet
need for a bike park. One made the
case that bike parks oriented to kids
help to build confident bikers who
feel comfortable getting around
without a car. A velodrome was
proposed as a better way to support
bike racing compared to closing
roads and managing cyclist/vehicle
conflicts.
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98 SLO Parks + Recreation Master Plan: Community Needs Assessment
TENNIS AND PICKLEBALL
Tennis and pickleball got a few
mentions. We heard that:
• The Sinsheimer Park tennis
courts are rarely used because
there’s no backstop to practice
on for solo players; and
• There are no dedicated
pickleball courts in San Luis
Obispo.
INDOOR RECREATION
One person noted that much of the
demand for volleyball and basketball
is currently absorbed at gyms and
colleges. We were told that the
Ludwick Community Center gym is
not highly-used—and that given the
small size of that gym and the poor
condition of the facility, starting over
with a new facility would be best.
This could potentially be located
where the Police Department’s
offices are, through a land swap. A
joint-use agreement for use of school
gyms was also mentioned.
One participant suggested that a
facility for indoor soccer could fill
a niche in SLO. Another observed
that there’s not much for families to
do when it’s dark and the weather is
bad, and suggested that indoor rock
climbing could be popular.
SWIM CENTER IMPROVEMENTS
Swimmers were positive about the
SLO Swim Center, and identified
some areas where improvements
are needed. To address the parking
crunch, it was suggested that the
City work with Community Action
Partnership of San Luis Obispo
County (CAPSLO) to relocate long-
term bus parking and arrange for
shared-use overflow parking, and
also look at providing additional
parking. The design of the entrance
drive and parking lot were also an
area of concern.
Swimmers supported the creation
of a separate kids’ area at the pool,
which would both reduce conflicts
with “grayhairs” and make the pool
“more of a community place.” One
person suggested creating a spray
ground adjacent to the pool, ideally
using the same infrastructure.
MANAGING AND PRESERVING
THE GOLF COURSE
Laguna Lake Golf Course users
emphasized the important role the
golf course plays in giving seniors an
affordable and healthy activity while
also supporting a good level of use
by young people in the afternoons
and evenings, including First Tee and
Middle School programs. There was
concern that recent management
decisions have not been helpful.
SENIOR CENTER
Representatives from the Senior
Center felt that the facility limits the
programming they can offer. Others
noted that the use of Mitchell Park
by transients was also an issue.
Participants emphasized wanting
to be more successful in reaching
younger, more active seniors.
PARK AMENITIES
People proposed several ideas for
specific park features: walking trails;
new play equipment; splash pads;
and—last but not least—restrooms.
STRATEGIES FOR
PARK AND FACILITY
DEVELOPMENT
Development of new parks and
facilities will require the commitment
of significant resources. Three
potential strategies emerged from
our conversations.
REGIONAL COORDINATION
Several participants noted that
there has been a movement toward
regional cooperation, and that this
could be a great match for parks
and recreation issues. Specifically, a
regional strategy could be applied
to planning for tournament-level
facilities for field sports, diamond
sports, and/or bike racing. The
County’s parks master planning
process and Cal Poly’s campus
master plan may be vehicles for this
coordination.
PARTNERSHIPS
Sports league representatives saw
the opportunity to “band together”
to advocate and raise funds for new
Page 658 of 845
995. Community Engagement and the Community Survey
facilities. They to the success of the
skate park as a positive recent model
in San Luis Obispo, and suggested
that the Parks Master Plan can “help
set the table.”
LEVERAGING THE
DEVELOPMENT PROCESS
Some participants noted the way
parks are provided through new
development should be improved.
First, the proposed mix of new
park types and amenities is not
always well-suited to needs (as in
the example of dog parks that are
too small.) Second, parks are being
created late in the development
process.
PARK ACTIVATION AND
PROGRAMMING
PARK ACTIVATION
Several people spoke about parks in
San Luis Obispo being under-used,
while certain parks had too much use
by transients. Greater activation of
parks to make them more attractive
to all segments of the community
was seen as the best solution.
Activating Public Space
Downtown
Mission Plaza is home to numerous
festivals and events, but the plaza,
the creek, and downtown streets
were still seen by some as having
untapped potential. A shortage of
restrooms and the City’s limitations
on alcohol and single-use containers
were seen as barriers to greater
downtown activation. Greater
coordination between City agencies,
downtown organizations, police and
social services providers may be
needed.
Mitchell and Emerson Parks
Transient use of Mitchell Park was
a concern. Ideas for activating the
park included evening festivals;
a bocce court; and facilities that
have better synergy with the Senior
Center. Emerson Park was also
seen as having potential for greater
activation, and was cited as a
potential location for a dog area.
PROGRAM PRIORITIES AND
STRATEGIES
Where should the Parks and
Recreation Master Plan focus
attention in terms of programming?
Youth Programs
Multiple participants stated that
affordable programs for children and
youth should be high-priority. One
participant felt that the Department
should try to make programs more
accessible to families with working
parents by providing later evening
activities.
Serving Active Seniors
Various participants felt that there
is a significant cohort of “active
seniors” in San Luis Obispo whose
needs are not being met. This
community may benefit from
updated programming at the Senior
Center, as well as activities at parks.
Embracing Apps and
Educational Games
Two people we spoke with
referred to the recent “Pics on
Peaks” program as an example
of creative programming that
embraces the smart phone and has
multigenerational appeal.
PARKS DEPARTMENT ROLE AND
PARTNERSHIPS
Some people saw room for
improvement in the Parks
and Recreation Department’s
programming practices.
Observations included:
• The separation of maintenance
and programming may not be a
good model;
• The Parks and Recreation
Department does a great job at
youth sports, but should work
with outside organizations to
achieve park activation;
• Parks and Recreation should
focus on helping people connect
with their community of interest,
and helping groups coordinate
activities.
Page 659 of 845
100 SLO Parks + Recreation Master Plan: Community Needs Assessment
MANAGING ACCESS TO
OPEN SPACE
The Parks and Recreation Master
Plan and General Plan Element
Update will not address San Luis
Obispo’s natural reserves. Still, open
space trails are an important part of
San Luis Obispo’s recreation scene.
People we spoke with recognized
the great value community
members place on open space,
and the importance of being able
to experience open space. Some
emphasized conservation, while
others emphasized connection and
use.
OPEN SPACE CONSERVATION
EMPHASIS
Active use of open space should
only be allowed where it does not
degrade habitat or create conflicts
with neighbors, and should be
managed to preserve a peaceful and
quiet experience.
OPEN SPACE CONNECTION/
USE EMPHASIS
Others emphasized the importance
of connecting people with the land
for conservation to be successful
in the long-term. According to this
view, increased trail use is generally
a positive, indicating the need for
more opportunities for people to
connect with nature in a responsible
way. Specific ideas included:
• Following the Prescription
to Open Space model of
connecting health and well-
being with open space;
• Designating a trail for nighttime
walks;
• Allocating more ranger time to
education, trail building and
maintenance.
City parks were seen as a “gateway”
for less active residents to connect
with the land.
ROLE OF PARKS RANGERS
Rangers’ responsibilities range from
enforcement to education, wildlife
protection, and trail maintenance.
One person reported that there are
seven rangers but only three are
full-time; making the ranger program
a “career track” would retain skilled
staff with institutional knowledge.
MANAGING CULTURAL
RESOURCES
Some felt that the Parks and
Recreation Department is not
adequately managing its cultural
facilities. Cultural organizations have
a strong interest in collaborating
more deeply with the Department; in
rethinking the public art in-lieu fee;
creating installations in parks and
along creeks; providing interpretive
signage; and activating cultural
facilities.
MAKING THE MOST OF THE
JACK HOUSE AND GARDENS
The Jack House and Gardens were
described as underused and/or
poorly taken care of, and in need
of clear direction. Some people
reported a lack of trust between
City staff and docents at the Jack
House. Some questioned why the
City invests significant resources in a
building it that is rarely open. Others
questioned why the Gardens weren’t
being better managed to generate
revenue. Specific improvement ideas
included making the Jack House and
Gardens “more friendly,” adding
signage, and creating safe crosswalks
across Marsh Street.
Page 660 of 845
1015. Community Engagement and the Community Survey
COMMENTS FROM THE POP-UP OUTREACH AND OPEN CITY HALL
Over the course of summer 2018,
City Staff conducted over 25
“pop-up” events to reach San Luis
Obispo residents and visitors in
parks and facilities, at programs
and events. worked to inform the
public about the project itself, and
the opportunity it presented for
the community to share hopes and
dreams about the future of parks and
recreation in San Luis Obispo. Staff
also distributed comment cards and
solicited feedback online through
Open City Hall. The outreach
during this stage focused on two
foundational questions. Key themes
in the responses to each question
are summarized here.
What Do You Love About
SLO Parks, Activities and
Recreational Facilities?
Community members’ responses
to this question can be grouped
into three categories. First were
activity-related responses. The most
commonly cited activities community
members loved were youth sports
(12 responses), community events
and programs (10 responses), hiking,
and softball (7 responses each).
The second group of responses
referred to specific parks or facilities.
Here, Sinsheimer Park got by far
the greatest response (19) followed
by Santa Rosa Park/Skate Park
(9 responses). Third, responses
described certain qualities of San
Luis Obispo’s parks. These included
comments about the parks being
clean and well maintained (11);
accessible, bike-friendly, or providing
easy access to trails (9), and family-
friendly and nice for all ages (8).
What do you wish to have
in 20 years for City of
SLO Parks, Activities, and
Recreational Facilities?
Many people identified the need
for new parks or facilities. These
included more parks, open spaces
or trails (14); more soccer fields
basketball courts or pickleball
courts (11); more bike trails or
better connectivity between the
bike and open space networks
(11); more pools, splash pads, or
water parks (8); and more skate
parks or ramps (6). Other people
focused on programming. Some
21 responses described a range
of recreation classes or activities
including wildlife education, yoga,
gardening, art, music, and summer
camps. Night hiking (7 responses);
more opportunities for people of all
ages (6); better hours and/or fee for
the pool (5); and more off-leash time
and/or more dog park (4 responses)
were also notable.
Page 661 of 845
102 SLO Parks + Recreation Master Plan: Community Needs Assessment
Community input received during
the workshop, the pop-ups,
emailed responses, and received
comment cards, and open City Hall
are condensed to a series of key
topics as they were presented at the
workshop.
ASSESSING PARKS AND
FACILITIES
At the “Parks in Need of Love”
station, attendees were given an
opportunity to fill out a “report
card” on the condition of one or
more parks and provide comments
on specific needs at those parks or
facilities. Generally, the community
rated the condition of San Luis
Obispo’s parks facilities as average
to slightly above average. Ten parks
received the greatest share of report
cards. Average “grades” for each of
these parks, along with the number
of report cards received, is shown in
Table 5-1 “Report Card” Grades for
San Luis Obispo Parks and Facilities.
Sinsheimer Park was both the most-
often graded park and the one that
attendees gave the highest ratings,
with a B average. Sinsheimer was
noted for its “wonderful” play area
and hill slide; several people noted
the need for more shade. Sinsheimer
Stadium, a facility within Sinsheimer
Park, however, was given poor
marks (a D- average). The Stadium’s
restrooms and public address
system were especially identified for
improvements.
Other parks that received substantial
feedback included:
• Laguna Lake Park (average
grade: D+) was described by
several commenters as needing
a fully-fenced or otherwise
improved dog park. Some called
for dredging of the lake.
• Meadow Park (average grade:
B-) was described as pretty
and serene, but noted that the
community building, the paths,
bridges, and workout stations
all needed updating, and others
commented on the park’s
use by those appearing to be
experiencing homelessness.
Table 5-1
“REPORT CARD” GRADES FOR SAN LUIS OBISPO PARKS AND FACILITIES
PARK AVERAGE GRADE REPORT CARDS
Sinsheimer Park B 47
Meadow Park B-21
DeVaul Park B-4
French Park B-18
Santa Rosa Park B-6
Damon-Garcia Sports Complex B-5
Cuesta Park C+6
Throop Park C+4
Anholm Park C+11
SLO Swim Center C 10
Mitchell Park C 10
Johnson Park C 2
Emerson Park C-10
Mission Plaza C-3
Laguna Lake Park D+25
Islay Hill Park D 16
Sinsheimer Stadium D-13
Las Praderas Mini Park F 3
• At French Park (B-), many
commenters requested
dedicated pickleball courts,
and some felt maintenance had
slipped.
• Islay Hill Park (D) was described
as a park with a great location in
need of updated equipment and
new ground material, as well as
better signage for the trailheads.
• Anholm Park (C+) was the
subject of affectionate
comments, and is well-liked for
its shade, but some felt that the
neighborhood needs a “real”
park.
COMMENTS FROM THE “BRIGHT IDEAS” WORKSHOP
Page 662 of 845
1035. Community Engagement and the Community Survey
• Emerson Park (C+) is well-liked
but needs restrooms.
• Mitchell Park (C) is well-liked as a
gathering place near downtown,
with a nice combination of
facilities; homeless activity and
trash are reported as problems.
• SLO Swim Center (C) also
received many positive
comments; people wanted
shade over the seating area and
longer operating hours.
PROGRAMS AND
ACTIVITIES
The “Dreams of Programs and
Activities” workshop station gave
participants a chance to express their
priorities for programs and activities.
A presentation board at the station
showed a range of examples of
people engaging in activities at
parks and recreation facilities.
Workshop participants were asked to
write, using sticky notes, what types
of activities they felt should be the
focus in the coming years. Children
at the “Parks, Jr.” station also got a
chance to express their preferences,
responding to images of different
types of facilities and activities
using “dots” to communicate their
favorites.
People of all ages cited a diverse
array of programs and activities.
Programs identified by the most
people at the “Dreams of Programs
and Activities” included swimming,
pickleball, yoga, kids’ programs,
environmental education, gardening,
and others shown on Table 5-2
Programs and Activities that Should
be a Focus in the Years to Come.
The programs and activities may be
seen as “clumping” into a number of
broad core program areas: aquatics,
health/fitness/wellness, enrichment
and life skills, environmental
education and stewardship, outdoor
recreation, youth, and special events.
Children expressed many specific
requests that could loosely be
grouped into a few broad categories.
The most popular of these was
new/improved play equipment,
both indoor and outdoor, including
unique features like ziplines, foam
pits, climbing trees, and giant
chess sets. Most of the remaining
responses fell into one of these
categories: recreational classes (e.g.
dance, Spanish, karate), events and
excursions (e.g. overnight camping,
outdoor movies, visits to the zoo),
activities related to video games,
requests for more shade at parks and
the pool, and improvements to the
Sun and Fun and Club Star facilities
and resources (e.g. more food,
splash pad, dodgeball).
Table 5-2
PROGRAMS AND ACTIVITIES THAT SHOULD BE A FOCUS IN THE YEARS TO COME
ACTIVITY RESPONSES
Swimming 32
Pickleball 23
Yoga 15
Kids' programs 14
Environmental education 11
Gardening 10
Aqua aerobics 8
Biking 7
Dogs 7
Youth programs 7
Youth sports 7
Family activities 6
Bike education 5
Clean up events 5
Fitness 5
Hiking 5
Camps 4
Chess 4
Community activities 4
Dance classes 4
Kayaking 4
Language classes 4
Martial arts 4
Tai chi 4
Page 663 of 845
104 SLO Parks + Recreation Master Plan: Community Needs Assessment
EVENTS IN PARKS
Special events were the subject
of the “Events in Parks” workshop
station, where participants were
asked to indicate what parks are
good locations for events, and what
type of events they wanted to see,
using dots to identify parks and
sticky notes to summarize events.
Concerts and other ideas for music
in parks were by far the most
popular type of event based on
workshop feedback. Other top
event categories were food trucks
and events, sports tournaments and
events, movies, arts events and fairs,
cultural festivals, and community
picnics and barbeques, among
others (see Table 5-3 Ideas for Events
in Parks).
Table 5-3
IDEAS FOR EVENTS IN PARKS
EVENT TYPE RESPONSES
Music, concerts 60
Food trucks, events 29
Sports tournaments, events 24
Movies 17
Arts & crafts fairs, arts events 16
Events for families, kids 14
Cultural festivals 11
Community picnics, BBQs, gatherings 9
Outdoor exercise 8
Games, obstacle courses 7
Environmental education 5
Farmers' markets 5
Kids' events 5
Biking, cyclocross 4
Organized work days 4
Weddings 4
Mitchell Park (15 dots), Laguna Lake
Park (12), Mission Plaza (11), French
Park (6), Sinsheimer Park (6), and
Jack House and Gardens (6) were
most-cited as places where events
should take place. When comments
about events at Sinsheimer Stadium
and SLO Swim Center are included,
ten responses described events at
Sinsheimer.
People cited a diverse array of programs and activities, including swimming,
pickleball, yoga, kids’ programs, environmental education, and gardening.
Page 664 of 845
1055. Community Engagement and the Community Survey
Table 5-4
DREAMS FOR PARKS AND FACILITIES
FACILITY TYPE RESPONSES
Pickleball 44
Water park, splash pad 40
Swim Center enhancements 33
Dog park 28
Baseball, softball 24
New parks 23
Recreation or community center 22
Soccer, rugby 18
Shade 17
Bike park 16
New pool 16
Bike paths 14
Adventure park 13
Walking trails 13
Play equipment 11
Swim Center operating hours 11
Stadium enhancements 10
Water refill stations 10
Charging stations 9
Community gardens 9
Trees 9
Children at the workshop were enthusiastic about new and improved play
equipment, and features like ziplines, foam pits, climbing trees, and giant
chess sets.
DREAMS OF PARKS AND
FACILITIES
At the “Dreams of Parks and
Facilities” station, the presentation
board showed a variety of types
of amenities and facilities in parks,
including a range of sports facilities
as well as passive recreation, cultural
and sustainable features. Using
these examples as a starting point,
workshop attendees were asked to
use sticky notes to share ideas for
new park facilities or amenities.
A great diversity of ideas were
shared. Pickleball and some
variation on a water park or splash
pad were the subject of the most
responses (44 and 40, respectively).
Many people also weighed in on
the need for enhancements to the
SLO Swim Center; a new dog park
or fenced dog area; new facilities
for diamond sports and field sports;
new neighborhood and pocket
parks; and a new indoor recreation
center/community center. Table
5-4 identifies facility types that
garnered the most responses; in
many cases, responses were more
detailed and specific (i.e., shade over
playgrounds; zip lines).
Page 665 of 845
106 SLO Parks + Recreation Master Plan: Community Needs Assessment
GETTING TO PARKS
At the “Getting to Parks” station,
community members were asked
to indicate where they’d like to see
improvements that make it easier
and safer to get to parks, and to say
what those improvements would
be. People’s comments showed
an overwhelming desire to access
the parks and recreation system by
biking and walking. Among the many
references to biking, there were
numerous requests for safer biking
routes for all ages, more robust bike
infrastructure, and system-wide bike
networks linking parks throughout
the city.
The location most often cited as
needing access improvements was
Sinsheimer Park (28), where parking,
trail connections, transit access, and
the railroad tracks are consistent
challenges. Completion of the Bob
Jones Trail (11) also emerged as a
top priority among responses. Other
priority sites include the Railroad
Trail (10), Meadow Park (9), Laguna
Lake Park (8) and French Park (7).
Table 5-5 Getting to Parks – Sites
Needing Improvements shows the
ranked list of sites where access
improvements were indicated.
Table 5-5
GETTING TO PARKS – SITES NEEDING IMPROVEMENTS
LOCATION RESPONSES
Sinsheimer Park 28
Bob Jones Trail 11
Railroad Trail 10
Meadow Park 9
Laguna Lake Park 8
French Park 7
General Bike/Multi-Use Trail 48
OTHER BRIGHT IDEAS
At the “Your Ideas Here” station,
residents were asked to share
ideas for how they’d like to see
the parks system and recreation
programs change in the years
ahead. This station was open-ended.
While responses varied widely,
several themes emerged among
the residents’ ideas. Comments
pertaining to bike lanes (27), pools/
aquatic programs (22), and children’s
programs and trails (18) were the
most commonly mentioned. Other
standout themes included walking/
biking paths and trails (14), pickleball
(13), a “splash pad” water feature
(12), and concerns about the
homeless population (11).
Page 666 of 845
1075. Community Engagement and the Community Survey
5.3 Needs Assessment Survey
OVERVIEW
ETC Institute administered a parks
and recreation needs assessment
survey for the City of San Luis
Obispo during late summer/early fall
of 2018. The survey was administered
as part of a comprehensive update
to the its Parks and Recreation
Element and Master Plan. The survey
and its results will be used to identify
residents’ priorities for parks and
recreation in the City of San Luis
Obispo.
METHODOLOGY
ETC Institute mailed a survey packet
to a random sample of households
in the City of San Luis Obispo. Each
survey packet contained a cover
letter, a copy of the survey, and
a postage-paid return envelope.
Residents who received the survey
were given the option of returning
the survey by mail or completing it
online at www.slosurvey.org.
Ten days after the surveys were
mailed, ETC Institute sent emails
and placed phone calls to the
households that received the survey
to encourage participation. The
emails contained a link to the online
version of the survey to make it
easy for residents to complete the
survey. To prevent people who were
not residents of the City of San Luis
Obispo from participating, everyone
who completed the survey online
was required to enter their home
address prior to submitting the
survey. ETC Institute then matched
the addresses that were entered
online with the addresses that were
originally selected for the random
sample. If the address from a survey
completed online did not match one
of the addresses selected for the
sample, the online survey was not
counted.
The goal was to obtain completed
surveys from at least 400 residents.
The goal was far exceeded, with a
total of 507 residents completing
the survey. The overall results for the
sample of 507 households have a
precision of at least +/-4.4% at the
95% level of confidence.
This report contains the following:
• Charts highlighting the overall
results of the survey;
• Priority Investment Rating (PIR)
that identifies priorities for
facilities and programs from the
survey participants;
• Benchmarking analysis
comparing the City’s survey
results to national results; and
• Tabular data showing the overall
results for all questions on the
survey.
• Open ended survey comments
have been provided as a
separate appendix to this report.
The major findings of the survey
are summarized on the following
pages.
Page 667 of 845
108 SLO Parks + Recreation Master Plan: Community Needs Assessment
From the list of 39 San Luis Obispo
parks/facilities, respondents were
asked to indicate all of the parks/
facilities their household has used in
the past 12 months. There are five
parks/facilities that at least 50% of
households have used in the past 12
months:
• Mission Plaza (70%)
• Sinsheimer Park (60%)
• Laguna Lake Park (56%)
• Meadow Park (53%)
• Mitchell Park (50%)
PARK/FACILITY USE, RATINGS, AND IMPORTANCE
Respondents were then asked to
rate their overall satisfaction with
the parks/facilities their household
has used in the past 12 months. The
overall level of satisfaction with City
parks/facilities is very high. There are
30 parks/facilities that at least 70% of
respondents gave a rating of “very
satisfied” or “satisfied”. The parks/
facilities that received the highest
satisfaction ratings are:
• Sinsheimer Park (90%)
• Historic Jack House & Gardens
(90%)
• Santa Rosa Park: SLO Skate Park
(90%)
• Anholm Park (87%)
• Jack House Gardens (86%)
From the list of 39 parks/facilities,
respondents were then asked to rate
which four parks/facilities are the
most important to their household.
Based on the sum of their top
four choices, the parks/facilities
that households rated as the most
important are:
• Mission Plaza (37%)
• Sinsheimer Park (33%)
• Meadow Park (26%)
• Laguna Lake Park (23%)
• SLO Swim Center (19%)
Figure 5-1
LEVEL OF SATISFACTION WITH FACILITIES
by percentage of respondents who have used facilities during the past 12 months
Source: ETC institute (2018)
Sinsheimer ParkHistoric Jack House & GardensSanta Rosa Park SLO Skate ParkAnholm ParkJack House GardensLaguna Hills ParkSLO Swim CenterPoinsettia Creek Walk & ParkSLO Senior Citizens CenterMission PlazaSanta Rosa Park Hockey RinkSinsheimer StadiumPriolo-Martin ParkThroop ParkIslay Hill ParkVista Lago ParkFrench ParkDamon-Garcia Sports ComplexMeadow ParkLaguna Lake Golf CourseSinsheimeer Tennis CourtsLaguna Lake ParkSanta Rosa ParkBuena Vista ParkTriangle ParkMitchell ParkDe Vaul ParkJohnson ParkExposition ParkLudwick Community CenterStoneridge ParkEto ParkMeadow Park CenterLaguna Off Leash Dog AreaEllsford ParkEmerson ParkRodriguez Adobe ParkLas Paraderas ParkCheng Park
Very Satisfied Satisfied Neutral Dissatisfied/ Very Dissatisfied
44%7%11%39%
54%3%36%7%
43%6%12%39%
58%2%32%9%
44%8%11%37%
51%3%11%35%
53%3%15%29%
61%3%28%8%
50%8%12%31%
48%13%39%
40%20%40%
39%4%12%45%
25%5%15%55%
39%9%8%44%
36%7%14%44%
34%4%17%45%29%14%7%50%
32%7%15%46%35%8%15%43%32%5%18%45%28%5%20%47%28%6%20%47%31%4%22%43%32%26%42%37%11%16%37%31%9%18%42%28%4%24%44%
23%7%23%48%43%7%22%29%
23%6%24%47%34%6%26%34%
37%10%25%29%25%4%29%43%
35%12%24%30%40%40%20%19%18%24%40%36%9%36%18%9%36%27%27%15%15%54%15%0%20%40%60%80%100%
Page 668 of 845
1095. Community Engagement and the Community Survey
From a list of 34 San Luis Obispo
recreation programs, respondents
were asked to indicate all of the
programs their household has
participated in during the past 12
months. There are three programs
that about 25% of households have
participated in during the past 12
months:
• Community special events (27%)
• Recreational swimming (27%)
• Lapswimming (24%)
Respondents were then asked to
rate their overall satisfaction with the
recreation programs their household
has participated in during the past
12 months. The overall level of
satisfaction with programs is high.
There are 17 programs that over
60% of respondents gave a rating of
“very satisfied” or “satisfied”. The
programs that received the highest
satisfaction ratings are:
• Triathlon (86%)
• Sun n’ Fun Club Star (79%)
• Community Special Events (78%)
• Kidz Love Soccer (78%)
From the list of 34 programs,
respondents were then asked to
rate which programs are the most
important to their household. Based
on the sum of their top four choices,
the programs that households rated
as the most important are:
• Recreational Swimming (20%)
• Community Special Events (18%)
• Lap Swimming (17%)
PROGRAM USE, RATINGS, AND IMPORTANCE
Figure 5-2
RECREATION PROGRAMS RESPONDENT HOUSEHOLDS HAVE USED IN THE PAST 12 MONTHS
by percentage of respondents (multiple choices could be made)
Figure 5-3
PROGRAMS THAT ARE MOST IMPORTANT TO HOUSEHOLDS
by percentage of respondents who selected the items as one of their four choices
Source: ETC institute (2018)
Recreational swimmingCommunity special eventsLap swimmingYogaSun n’ Fun & Club StarSwim lessonsPersonal training & fitness classesTennisMusic lessonsAdult softballRanger-led hikesAdult soccerAqua aerobics & PilatesTriathalonSenior Center classes & activitiesHistoric Jack House & Gardens toursWarm water exercise classPickleballYouth basketballKidz Love SoccerLudwick drop in sportsLifeguard training & Junior GuardsGolf instructionGolf tournamentsJunior Ranger Activity CampLEGO campsGymnastics classes & campsYouth futsalJunior giantsSkate park camps, clinics, & activitiesTennis lessons & trainingUltimate pick-upSurfing lessonsYouth fitness & wellness programsOther
Community special eventsRecreational swimmingLap swimmingSwim lessonsYogaPersonal training & fitness classesTennisSun n’ Fun & Club StarMusic lessonsHistoric Jack House & Gardens toursRanger-led hikesAqua aerobics & PilatesAdult softballTriathalonAdult soccerKidz Love SoccerGymnastics classes & campsWarm water exercise classYouth basketballSenior Center classes & activitiesLifeguard training & Junior GuardsPickleballGolf instructionLEGO campsSkate park camps, clinics, & activitiesGolf tournamentsYouth futsalTennis lessons & trainingLudwick drop in sportsJunior Ranger Activity CampSurfing lessonsYouth fitness & wellness programsJunior giantsUltimate pick-upOther
27%27%24%15%
13%
11%
14%
12%
11%10%9%
9%9%
9%8%8%8%7%6%6%6%6%5%
5%5%
5%4%
4%4%
4%4%3%3%2%2%0%10%20%30%
0%10%20%30%
20%18%17%9%
9%
8%
9%
8%
7%7%7%
6%6%
6%5%4%4%4%4%3%3%3%3%
2%3%
2%2%
2%2%
1%1%1%1%1%2%
Most Important 2nd Most Important 3rd Most Important 4rd Most Important
Page 669 of 845
110 SLO Parks + Recreation Master Plan: Community Needs Assessment
Amenity Needs: Respondents were
asked to indicate if their household
has a need for 28 various recreation
amenities. There are four recreation
amenities that at least 50% of
households have a need for:
1. Swimming pools – 71%
2. Nature park/botanical garden –
63%
3. Adventure area – 60%
4. Shaded play area – 50%
Figure 5-4 shows the percent of
households that have a need for
each of the 28 recreation amenities.
Respondents were also asked to
identify if their household had
an unmet need for each of the
28 various recreation amenities.
Based on this analysis, ETC Institute
was able to estimate the number
of households in the City of San
Luis Obispo that had the greatest
“unmet” need for various amenities.
The recreation amenities with the
highest level of unmet need were:
1. Swimming pools
2. Nature park/botanical garden
3. Adventure area
4. Shaded play area
AMENITY NEEDS AND PRIORITIES
Figure 5-4
AMENITIES THAT RESPONDENT HOUSEHOLDS HAVE A NEED FOR
by percentage of respondents (multiple choices could be made)
Figure 5-5
AMENITIES THAT ARE MOST IMPORTANT TO HOUSEHOLDS
by percentage of respondents who selected the items as one of their top choices
Open space trailsPark trailsPassive enjoyment of open spaceSwimming poolsNature park/ botanical gardenShaded play areaDog parkPlaygroundsAdventure areaEnrichment classesOutdoor exercise/ fitness areaIndoor exercise facilityCovered picnic areas & BBQ pits for rentalEnvironmental education centerSports complexTennis courtsCommunity centerSplash padsSoccer fieldsOutdoor basketball/volleyball courtsBaseball/Softball fieldsDisc golfIndoor basketball/volleyball courtsAdditional garden plotsPickleball courtsTable tennisFootball/Rugby fieldsLacrosse fieldsOther
71%63%60%
50%
36%
34%
42%
35%
30%30%29%
26%27%
23%22%21%21%20%18%18%17%16%13%
11%11%
6%5%
7%2%
0%20% 40%60% 80%
Source: ETC institute (2018)
Open space trailsPark trailsSwimming poolsPassive enjoyment of open spaceDog parkPlaygroundsShaded play areaNature park/ botanical gardenSplash padsSoccer fieldsBaseball/Softball fieldsAdventure areaOutdoor exercise/ fitness areaSports complexEnrichment classesTennis courtsIndoor exercise facilityCovered picnic areas & BBQ pits for rentalDisc golfPickleball courtsOutdoor basketball/volleyball courtsEnvironmental education centerAdditional garden plotsCommunity centerFootball/Rugby fieldsTable tennisIndoor basketball/volleyball courtsLacrosse fields
53%35%32%28%
16%
10%
20%
16%
9%9%8%
8%8%
7%7%7%7%5%5%5%5%4%4%
2%4%
2%2%0%
0%20% 40%60% 80%
Most Important 2nd Most Important 3rd Most Important 4rd Most Important
Page 670 of 845
1115. Community Engagement and the Community Survey
AMENITY IMPORTANCE
In addition to assessing the needs
for each recreation amenity,
ETC Institute also assessed the
importance that households placed
on each amenity. Based on the sum
of respondents’ top four choices,
the four most important recreation
amenities to households were:
1. Open Space Trails (53%)
2. Park Trails (35%)
3. Swimming Pools (32%)
4. Passive enjoyment of open
space (28%)
The percentage of respondents who
selected each recreation amenity
as one of their top four choices is
shown in Figure 5-5.
PRIORITIES FOR FACILITY
INVESTMENTS
The Priority Investment Rating (PIR)
was developed by ETC Institute
to provide organizations with an
objective tool for evaluating the
priority that should be placed on
parks and recreation investments.
The PI R equally weights: (1) the
importance that residents place on
facilities; and (2) how many residents
have unmet needs for the facility.
Based on the PIR, the following
seven facilities were rated as high
priorities for investment:
1. Swimming Pools (PIR=161)
2. Open Space Trails (PIR=154)
3. Park Trails (PIR=129)
4. Passive Enjoyment of Open
Space Conservation Areas
(PIR=124)
5. Shaded Play Areas (PIR=110)
6. Dog Park (PIR=109)
7. Nature Park/Botanical Garden
(PIR=105)
The chart below shows the Priority
Investment Rating for each of the
28 facilities/amenities that were
assessed on the survey.
Figure 5-6
TOP PRIORITIES FOR INVESTMENT FOR RECREATION AMENITIES
based on the Priority inverstment Rating
Source: ETC institute (2018)
Swimming poolsOpen space trailsPark trailsPassive enjoyment of open space conservation areasShaded play areaDog parkNature park/ botanical gardenAdventure areaOutdoor exercise/ fitness areaEnrichment classesIndoor exercise facilitySplash padsEnvironmental education centerPlaygroundsCommunity centerSports complexCovered picnic areas & BBQ pits for rentalTennis courts (lighted)Soccer fieldsOutdoor basketball/volleyball courtsBaseball/Softball fieldsDisc golfPickleball courtsIndoor basketball/volleyball courtsAdditional garden plotsTable tennisFootball/Rugby fieldsLacrosse fields
0% 40% 80%160%120%200%
161154129124
109
99
110
105
898378
68 77
62605553524443433938
3537
21151
High Priority(100+)
Medium Priority(50 - 99)
Low Priority(0 - 49)
Page 671 of 845
112 SLO Parks + Recreation Master Plan: Community Needs Assessment
From a list of 26 choices,
respondents were asked to indicate
the parks and recreation facilities
they feel it’s most important for
the City to improve, repurpose, or
expand. Based on the sum of their
top four choices, households rated
the following as the most important:
1. Existing land to be used for
open space & trails (44%)
2. Designated areas for walking &
biking (32%)
3. Existing land to be used for
small neighborhood parks (28%)
4. Park design, materials and
programs that are sustainable
(26%)
5. Existing land to be used for
pools (22%)
Figure 5-7 are the percent of
respondents who rated each of the
26 options as one of their top four
most important.
PARKS AND FACILITIES THAT COULD BE IMPROVED, REPURPOSED, OR EXPANDED
Figure 5-7
RESPONDENTS’ TOP 4 CHOICES FOR IMPROVING, REPURPOSING, OR EXPANDING PARKS AND FACILITIES
by percentage of respondent households that selected the items as one of their
top four choices
Source: ETC institute (2018)
Used for open space & trailsDesignated areas for walking & bikingUsed for small neighborhood parksAre sustainablePoolsDog parksAre welcoming to a diverse populationUsed for athletic fieldsPlaygrounds & similar play facilitiesIncorporate public artNature & environmental interpretive areasConnect people with cultural heritageAdditional park bathroomsAdding lights to existing athletic fieldsEnhancements to park landscapingPicnic areasUsed for multi-sport indoor gymnasiumSynthetic turf fieldsFitness circuit stationsPickleball courtsGolf course improvementsBocce ball courtsBMX/Pump trackSand volleyball courtsHockey rinksGolf clubhouse improvementsOther
44%32%28%26%
18%
15%
22%
15%
12%12%11%
9%10%
9%9%8%8%6%6%5%5%4%3%
1%2%
1%4%0% 10% 20% 30% 40% 50%
Most Important 2nd Most Important 3rd Most Important 4rd Most Important
Page 672 of 845
1135. Community Engagement and the Community Survey
Overall the City of San Luis Obispo
Parks and Recreation Department
is doing an excellent job providing
services to the community. Most
survey respondents (79%) are either
“very satisfied” or “satisfied’ with
the overall value their household
receives from the City of San Luis
Obispo’s Parks and Recreation
Department. This is significantly
higher than the national average of
59%.
The City is experiencing extremely
high usage of its parks and
recreation facilities. In the past 12
months, 97% of households have
visited at least one of the 39 parks
and recreation facilities listed in Q1,
which is significantly higher than
the national average of 81%. The
City’s parks and recreation facilities
also received very high satisfaction
ratings; for 30 of the 39 parks/
facilities, at least 70% of respondents
indicated they are “very satisfied” or
“satisfied”.
The types of programs that
households have the most need
for are: community special events,
recreation swimming, and lap
swimming. These are also the
programs that are the most
important to survey respondents.
CONCLUSION
The types of amenities with the
highest level of unmet need in the
City are: swimming pools, nature
parks/botanical gardens, adventure
areas, and shaded areas. The types
of amenities that are the most
important to households are: open
space trails, park trails, swimming
pools, and passive enjoyment of
open space.
In order to ensure that the City of
San Luis Obispo continues to meet
the needs and expectations of the
community, the Parks and Recreation
Element and Master Plan should
focus on sustaining and/or improving
performance in areas that were
identified as “high priorities” by
ETC Institute’s Priority Investment
Rating (PIR). Based on the PIR, the
amenities that should be the City’s
highest priorities are: swimming
pools, open space trails, park trails,
passive enjoyment of open space
conservation areas, shaded play
areas, dog parks, and nature park/
botanical gardens.
Page 673 of 845
152 SLO Parks + Recreation Blueprint for the Future: 2021-2041 Page 674 of 845
153
Appendix
APPENDIX
APPENDIXDDPARK AMENITY NEEDS
Page 675 of 845
Page 676 of 845
Table D-1: Park Amenity Needs
Page 677 of 845
Recreation Component 2020
San Luis
Obispo
Inventory
2020
Cal Poly
Inventory
(35% of
daytime
population
served)
Total Additional
Facilities Needed to
Serve Population Today
Additional Facilities/
Amenities Needed to
Serve Population in
2035
Planned
Facilities
Total Additional Facilities
Needed to Serve
Population in 2035 if
Planned Facilities Are
Developed
Diamond Athletic Fields: Youth
4
2
Field
3
Field
1
2
Field
Diamond Athletic Fields:
Youth/Adult
1
4
Field
5
Field
5
Field
Diamond Athletic Fields: Adult
1
1
2
Field
3
Field
3
Field
Rectangle Athletic Fields
4
3
4
Field
6
Field
4
2
Field
Disc Golf Course (18 hole)
2
-
Course
-
Course
-
-
Course
Playground/Tot Lot
26
10
Site
18
Site
12
6
Site
Dog Park/Off-Leash Dog Area
1
6
Site
7
Site
3
5
Site
Tennis Court
8
2
7
Court
10
Court
5
5
Court
Pickleball Court
3
9
Court
12
Court
8
4
Court
Outdoor Basketball Court
6
2
6
Court
8
Court
4.5
3
Court
Group Picnic Areas
9
1
6
Site
9
Site
1
8
Site
Swim Centers
1
Expansion Pool
1
Pool
-
1
Pool
Page 678 of 845
Page 679 of 845
154 SLO Parks + Recreation Blueprint for the Future: 2021-2041 Page 680 of 845
155
Appendix
APPENDIX
APPENDIX EEPARK-BY-PARK
IMPROVEMENTSPage 681 of 845
Page 682 of 845
Table E-1: Planned Park Improvements
Page 683 of 845
Park Area
(acres)
Condition1 Planned Improvements Improvement
Tier (1-3)2
Proposed Phasing
Community Parks
Exposition Park 7.2 Fair Pathway replacement, Fitness Equipment
planned pedestrian bridge replacement
1 Mid-term (5-10
Years)
Laguna Lake
Park
40 Fair Complete a comprehensive master plan based on focused community
outreach and input to determine the appropriate balance of active and
passive uses within the park. Plan will revitalize the connection to the
aquatic environment of the lake; identify enhancements to natural aquatic
and upland functions; explore the potential of adding sports fields and
other active and informal play uses; add amenities including fencing, shade,
and ground treatment to the off-leash dog area; and include facilities to
allow the park to better accommodate community events. Evaluate this site
for a future community center with both indoor and outdoor activity areas
and architecture and/or as a site for a second pool or aquatics center.
Consider incorporation of a nature center, youth day camp programming,
and educational materials, presentations, docent walks, and concessions.
Master plan and park development will be supported by dedicated funding
available through development agreements.
Incorporate more active uses, such as basketball courts, pickleball courts, a
bike pump track, adventure playground/obstacle course, exercise walking
path, and lighted or unlighted multi-use sports fields and courts. A
botanical garden was also well-supported as a passive use.
Implement Phase 1 of Laguna Lake Park Plan, which should include lighted
and/or unlighted sports fields (these may be diamond, rectangular, or multi-
use fields).
Phase 1 should also include fencing, shade, and ground treatment for the
Laguna Lake Dog Area.
Amenities should be considered for multi-use, and be all-inclusive and all-
ability.
Implement Phase 2 of Laguna Lake Park Plan, which may include other uses
envisioned in the Plan.
Note: the question of how to address indoor recreation needs will be
addressed by a separate planning process. See Ludwick Center summary.
3 Near-term (0-5
Years), Mid-term
(5-10 Years)
Page 684 of 845
Meadow Park
and Meadow
Park Center
16 Good Complete a comprehensive Plan. Plan should expand field use by extensive
programming and/or installing synthetic turf (softball and soccer);
reconfigure multi-use fields; improve walking paths and fitness equipment
within Exposition Park (located adjacent to Meadow Park); expand the
playground footprint and add an enclosed tot lot; incorporate a dog park;
consider this site for a second aquatics/pool facility; reprogram and rebuild
areas around the Meadow Park Center as part of that facility improvement
planning such as outdoor shade structures and tables for community rental,
platforms for classes, parking lot redesign to create shared space/mini
plazas for special events. Incorporate a teen, senior, or multi-generational
center into the park. The park-specific Plan should also address use and
long-term maintenance of the shared paths within the park.
Implement Phase 1 of comprehensive Plan. This should include
reprogramming and rebuild areas around the Meadow Park Center.
Amenities should be considered for multi-use, and be all-inclusive and all-
ability.
Implement Phase 2 of comprehensive Plan.
3 Near-term (0-5
Years), Long-term
(10-20 Years)
Santa Rosa Park 11 Good Restore horseshoe pit, incorporate street crossing enhancements into the
City's Circulation Element and Active Transportation Plan, improve
basketball court functions, enhance lawn areas to enable flexible
recreational use by regrading and adding fencing along street.
2 Long-term (10-20
Years)
Page 685 of 845
Sinsheimer Park 21.7 Good Complete a comprehensive Plan to identify new and expanded park
programs. Park should include lighted or additional unlighted tennis courts,
pickleball courts, a bike/roller pump track, remodeled restrooms, and new
pathways. The plan should address parking, accessibility, and
improvements that enable efficient and effective long-term operations.
Implement Phase 1 of Plan, which should include:
• Address parking issues
• Add bike/roller pump track along Railroad Safety Trail
• Add dog park or dog area
Address Sinsheimer Park area connectivity, including inclusive non-vehicular
access both to the Sinsheimer Park area and through the park. Provide for
an inclusive and accessible paved trail connecting the Railroad Safety Trail
to Sinsheimer Park.
Amenities should be considered for multi-use, and be all-inclusive and all-
ability.
Implement Phase 2 of Plan, which may include other amenities in Plan:
• Adding new park amenities
• Adding lighting at tennis courts
• Adding lighting at Stockton Field
• Remodeling restrooms
Explore potential of land acquisition to relocate San Luis Coastal Unified
School District bus depot
Potentially, an indoor recreation/multi-generational community center
Note: the question of how to address indoor recreation needs will be
addressed by a separate planning process. See Ludwick Center summary.
3 Near-term (0-5
Years), Mid-term
(5-10 Years)
Neighborhood Parks
Anholm Park 0.1 Good Despite being less than half an acre in size, the previous parks master plan
designated Anholm park as a neighborhood park. Re-designate this park as
a mini park based on its size, amenities, and use by the neighborhood.
1 Long-term (10-20
Years)
Page 686 of 845
De Vaul Park 0.9 Good Maintain existing amenities. 1 Long-term (10-20
Years)
Emerson Park 3.3 Fair The Emerson Neighborhood Park Revitalization Project includes activation
and enhancement of Emerson Park, based on public input through targeted
public outreach meetings surrounding the SPP grant opportunity. Key
project amenities includes the construction of restrooms, resurfacing of the
black top, expansion of the current basketball court to a multi-purpose
court and adding a half court, expand and revitalize the current playground,
creation of a fenced dog park, installation of an educational garden
featuring drought tolerant landscaping, installation of compost bins,
installation of shade structures, additional drought tolerant landscaping,
update and relocate the bocce court, updated perimeter fencing, the
installation of safety lighting along walking paths and on the multi-purpose
court, installation of additional hydration stations, and installation of solar
panels on the restrooms.
Consider this an alternative location for a senior center.
This site may also be suitable for a dog park.
3 Near-term (0-5
Years), Long-term
(10-20 Years)
French Park 10 Good Repave parking lot, improve path connectivity to Islay Hill Park, expand
pickleball courts.
1 Long-term (10-20
Years)
Islay Hill Park 6 Good Reconfigure ball field diamonds for specific age sports, and implement the
planned playground renovation with added shade. Park may include dog
park or dog area if warranted (to be further evaluated.)
2 Long-term (10-20
Years)
Johnson Park 5 Fair Renovate restroom, regrade lawn area and reprogram based on further
evaluation. Replace natural turf with synthetic turf to extend daily and
seasonal use. This park may be an appropriate location for a dog park.
2 Mid-term (5-10
Years)
Laguna Hills
Park
3.2 Good Park may include dog park or dog area if warranted (to be further
evaluated.)
1 Long-term (10-20
Years)
Page 687 of 845
Mitchell Park 3 Fair Complete a comprehensive park master plan to identify new and expanded
park amenities and programming that supports multi-generational
activation and community gatherings. The plan should define physical
improvements that encourage appropriate daily park use by seniors,
neighbors and downtown residents.
Convene a small-scale neighborhood discussion to explore concerns about
security and how park programs might create a safer park for everyone.
Launch a branded event series that features pop up programming to
encourage neighbors and local residents to enjoy the park. Events and
programming could include music, beer gardens, food trucks, coffees, night
lighting, art shows, yoga and fitness classes, temporary street closures,
movies in the park, and other similar community building activities.
Construct pickleball courts for neighborhood use.
Complete a comprehensive park Plan to identify new and expanded park
amenities and programming that supports multi-generational activation and
community gatherings. The plan should define physical improvements that
encourage appropriate daily park use by seniors, neighbors and downtown
residents.
Amenities should be considered for multi-use, and be all-inclusive and all-
ability.
Implement Mitchell Park/SLO Senior Center Plan
3 Near-term (0-5
Years), Mid-term
(5-10 Years),
Long-term (10-20
Years)
Throop Park 3 Good Baseball field enhancements including pedestrian bridge replacement;
hydration stations
1 Long-term (10-20
Years)
Vista Lago Park 0.2 Fair No recommendations beyond maintenance of existing amenities. 1 Mid-term (5-10
Years)
Mini Parks
Buena Vista
Park
0.5 Fair Replace concrete and bench 1 Mid-term (5-10
Years)
Page 688 of 845
Ellsford Park 1 Fair Explore design and features appropriate for a small pocket park adjacent to
a creek. Considerations include native demonstration pollinator garden,
public art, climbing structure, tot lot, dog waste stations, interpretive
signage, and seating.
2 Mid-term (5-10
Years)
Eto Park 0.201156 Fair Replace plant materials. 1 Mid-term (5-10
Years)
Las Praderas
Park
0.4 Fair Beautification and possible Zen garden, amenities to encourage passive
uses (i.e. soft surface trail, seating, additional neighborhood planting, native
demonstration pollinator garden, and maintenance of associated irrigation
system. Add connection to Bob Jones Trail.
2 Mid-term (5-10
Years)
Poinsettia
Creek Walk and
Park
2 Fair Enhance connectivity to French Park. 1 Mid-term (5-10
Years)
Priolo-Martin
Park
0.5 Good Maintain existing amenities. 1 Long-term (10-20
Years)
Rodriguez
Adobe Park
1.4 Fair Renovate lawn, enhance walking loop by adding exercise equipment.
Potential reuse of Adobe for classes, gallery space, or other uses, pending
cultural sensitivity evaluation.
2 Mid-term (5-10
Years)
Stoneridge Park 1 Fair Enhance turf, add dog park or area, provide neighborhood park amenities
such as parkour equipment, nature-themed adventure play for young
children.
2 Mid-term (5-10
Years)
Triangle Park 0.2 Good Maintain existing amenities. 1 Long-term (10-20
Years)
Downtown Public Spaces
Page 689 of 845
Cheng Park 0.3 Poor Provide a spatial redesign that enhances safety, visibility and activation
Integrate the park into downtown activation and programming
Provide Improved cultural expression and educational opportunities
Maintain cultural significance of original design
3 Near-term (0-5
Years)
Mission Plaza 3 Not
evaluated
Implement Mission Plaza Concept Plan.
Ongoing programming and activation
3 Near-term (0-5
Years)
Mission Plaza
Extension
0.427 Not
evaluated
See Mission Plaza. 3 Near-term (0-5
Years)
Recreation Centers
Damon-Garcia
Sports Complex
22 Good Potential for artificial turf in upper field; reconfigure lighting to expand
usability of lower field, consider future land acquisition for facility expansion,
address parking demand and transportation demand management.
2 Long-term (10-20
Years)
Ludwick
Community
Center
1 Poor Undertake Plan to accommodate indoor recreation needs and achieve
vision for multi-generational recreation/community center. Plan will consider
complete replacement of building on-site, or relocation to alternative site,
potentially at Laguna Lake Park or Meadow Park.
Consider renovation for staff offices, or relocation of staff offices, and/or
relocation of inclusive and accessible services and programs for the City’s
diverse senior population.
Explore after-school childcare site at this location.
Complete replacement of the program to create multi-generational
community center
3 Near-term (0-5
Years), Mid-term
(5-10 Years)
Meadow Park
Center
0.1 Poor Complete a full master plan to reimagine the building for new uses,
improved safety and security, overall functionality, ease of maintenance,
and activation. The restroom and snack bar should be specifically
addressed. The master plan should reprogram and rebuild areas around the
Meadow Park Center as part of that facility improvement planning such as
outdoor shade structures for picnic rental, platforms for classes (i.e. Zumba,
yoga), parking lot redesign to create shared space/mini plazas for special
events, stormwater education.
3 Near-term (5-10
Years), Long-term
(10-20 Years)
Page 690 of 845
Sinsheimer
Stadium
1.8 Poor Prepare a park Plan for Sinsheimer Park and its facilities (see Sinsheimer
Park summary)
Begin phased improvements, which may include replacing and upgrading
current lighting conditions and updating the play surface to artificial turf
(Phase 1)
Multi-use playing field for year-round programming
Complete renovation or demolition and new construction of the facility to
support multi-use sports and community events.
Continue phased Improvements, which may include replacing the current
structure (Phase 2).
Continue phased Improvements, which may include improving and
expanding seating (Phase 3); and creating an auxiliary space (Phase 4).
Potential for private funding.
3 Near-term (0-5
Years), Mid-term
(5-10 Years),
Long-term (10-20
Years)
SLO Senior
Center
0.1 Fair Re-envision SLO Senior Center in the context of Mitchell Park through
Planning process. Goals will include creating a strong linkage between the
park and the center; and considering potential renovation or expansion or
relocation of programs and services to achieve multi-generational use of the
facility. The SLO Senior Center building is a historic property, and any
improvements shall be consistent with the City’s Historic Preservation
Ordinance and Historic Preservation Program Guidelines. Increase the City’s
financial and staff investment in the SLO Senior Center.
Renovate consistent with the City’s Historic Preservation Ordinance and
Historic Preservation Program Guidelines, and/or relocate services and
programs to achieve multi-generational use and accommodate diverse
programming. Consider creating an additional accessible center for seniors.
Facility improvements should address multifunctionality, ease of
maintenance, security, storage, food handling, ADA, outdoor spaces.
With facility expansion, child and youth activities should be considered to
augment senior activities, with emphasis on similar and compatible activities
such as tutoring, music, crafts, and reading.
Rentability should be considered as a way to augment operating budget.
3 Mid-term (5-10
Years), Long-term
(10-20 Years)
Page 691 of 845
SLO Swim
Center
NA Good Conduct Plan and SLO Swim Center redesign, in concert with Planning
process for Sinsheimer Park
Address parking needs (see Sinsheimer Park)
Implement Phase 1 SLO Swim Center redesign/expansion, which may
include:
• Deck replacement
• Upgrade to current ADA requirements including but not limited to
restrooms, bathhouse area, path of travel, pool deck, and bleacher
area.
Implement Phase 2 SLO Swim Center redesign/expansion, which may
include:
• Shade structures
• Lockers and bleachers
• Expanded therapy pool
• New pool
• Expanded programming
See Building Assessment Plan for preliminary concepts.
3 Near-term (0-5
Years), Mid-term
(5-10 Years),
Long-term (10-20
Years)
Special Features
Broad Street
Community
Gardens
0.91 Complete design and construct the North Broad Street Neighborhood Park
(planned 2021), which will incorporate community gardens, a small
playground, and passive use areas.
3 Near-term (0-5
Years)
Emerson Park
Community
Gardens
NA Not evaluated. NA NA
Jack House 0.1 Good Enhance programming, make ADA upgrades. NA Long-term (10-20
Years)
Jack House
Gardens
0.8 Good Replace arbor 1 Long-term (10-20
Years)
Page 692 of 845
Kiwanis
Centennial
Garden
NA Not evaluated. NA NA
Laguna Lake
Golf Course
27 Fair Enhance community events and uses of the property to support ongoing
course operation.
Conduct golf operations study to assess the finances of the course as a City
resource.
Consider alternate uses for the property with value and cost documented.
Alternate programming could include nature park with restored creek, trails
and nature play; natural park with disc golf, foot golf, play, and other active
and passive uses.
Prepare and implement creek rehabilitation program restore aging safety
netting.
Create a Plan, addressing issues identified in facility condition assessment
and implementation guidance on the rehab of irrigation, utilities, grounds,
and clubhouse, and/or responding to potential change of program.
Implement Plan.
3 Near-term (0-5
Years), Mid-term
(5-10 Years),
Long-term (10-20
Years)
Laurel Lane
Community
Gardens
0.26 Not evaluated. NA NA
Railroad Safety
Trail
10 Fair Complete design of improvements including addition of a bike/roller pump
track, park connections, railroad overcrossing bridge, railroad fencing.
Phase 1 improvements, potentially including bike pump track, improved
park connection.
Add railroad fencing to address safety issues.
Railroad overcrossing bridge, other trail connection improvements
consistent with the Active Transportation Plan.
3 Near-term (0-5
Years), Mid-term
(5-10 Years)
Rotary
Community
Garden at
Meadow Park
NA Not evaluated. NA NA
Page 693 of 845
SLO Skate Park NA Good 1 Long-term (10-20
Years)
Page 694 of 845
154 SLO Parks + Recreation Blueprint for the Future: 2021-2041 Page 695 of 845
157
Appendix
APPENDIX
APPENDIX FFROUGH ORDER OF
MAGNITUDE COSTSPage 696 of 845
Page 697 of 845
Table F-1: Rough Order-of-Magnitude Costs for Park Development and Operations
Page 698 of 845
NO. ITEM DESCRIPTION
UNIT
QTY UNIT PRICE ROM Capital
Improvement Costs
ROM Per-Unit Operating
Costs
DIAMOND ATHLETIC FIELD (ADULT - 350' FOUL LINE, 90' BASE)
1 IRRIGATION SF 86,000 3.50 $ 301,000.00
2 TURF (HYDROSEED) SF 86,000 0.50 $ 43,000.00
3 INFIELD MIX SF 11,050 3.00 $ 33,150.00
4 FIELD SIGNAGE / SCOREBOARD LS 1 45,000.00 $ 45,000.00
5 EQUIPMENT (BASES, PITCHERS MOUND) LS 1 25,000.00 $ 25,000.00
6 BACKSTOP, FOUL POLES, DUGOUTS & TEAM
BENCHES
LS 1 150,000.00 $ 150,000.00
7 SPECTATOR SEATING (FREESTANDING BLEACHERS) LS 1 90,000.00 $ 90,000.00
8 LIGHTING LS 1 450,000.00 $ 450,000.00
9 PERIMETER FENCING (6' CHAIN LINK) LF 1,200 35.00 $ 42,000.00
Sub Total $ 1,179,150.00
PERMITTING / CONSULTING 25% $ 294,787.50
GENERAL SITE PREP / SUPERVISION 25% $ 294,787.50
Grand Total $ 1,768,725.00 $20,000-$25,000
DIAMOND ATHLETIC FIELD (YOUTH/ ADULT - 275' FOUL LINE, 60'
BASE)
1 IRRIGATION SF 55,000 3.50 $ 192,500.00
2 TURF (HYDROSEED) SF 55,000 0.50 $ 27,500.00
3 INFIELD MIX SF 5,400 2.00 $ 10,800.00
4 FIELD SIGNAGE / SCOREBOARD LS 1 30,000.00 $ 30,000.00
4 EQUIPMENT (BASES, PITCHERS MOUND) LS 1 20,000.00 $ 20,000.00
Page 699 of 845
5 BACKSTOP, FOUL POLES, DUGOUTS & TEAM
BENCHES
LS 1 30,000.00 $ 30,000.00
6 SPECTATOR SEATING (FREESTANDING BLEACHERS) LS 1 50,000.00 $ 50,000.00
7 LIGHTING LS 1 250,000.00 $ 250,000.00
8 PERIMETER FENCING (6' CHAIN LINK) LF 920 35.00 $ 32,200.00
Sub Total $ 643,000.00
PERMITTING / CONSULTING 25% $ 160,750.00
GENERAL SITE PREP / SUPERVISION 25% $ 160,750.00
Grand Total $ 964,500.00 $20,000-$25,000
DIAMOND ATHLETIC FIELDS (YOUTH - 200' FOUL LINE, 60' BASE)
1 IRRIGATION SF 28,200 3.50 $ 98,700.00
2 TURF (HYDROSEED) SF 28,200 0.50 $ 14,100.00
3 INFIELD MIX SF 3,800 2.00 $ 7,600.00
5 EQUIPMENT (BASES, PITCHERS MOUND) LS 1 10,000.00 $ 10,000.00
6 BACKSTOP, FOUL POLES, DUGOUTS & TEAM
BENCHES
LS 1 15,000.00 $ 15,000.00
7 SPECTATOR SEATING (FREESTANDING BLEACHERS) LS 1 30,000.00 $ 30,000.00
8 LIGHTING LS 1 200,000.00 $ 200,000.00
9 PERIMETER FENCING (6' CHAIN LINK) LF 650 35.00 $ 22,750.00
Sub Total $ 398,150.00
PERMITTING / CONSULTING 35% $ 139,352.50
GENERAL SITE PREP / SUPERVISION 35% $ 139,352.50
Grand Total $ 676,855.00 $15,000-$20,000
RECTANGLE ATHLETIC FIELDS (NATURAL TURF)
Page 700 of 845
1 IRRIGATION SF 81,000 3.50 $ 283,500.00
2 TURF (HYDROSEED) SF 81,000 0.50 $ 40,500.00
3 GOAL/ NET (PAIR) LS 1 8,000.00 $ 8,000.00
4 LIGHTING LS 1 400,000.00 $ 400,000.00
5 PERIMETER FENCING (6' CHAIN LINK) LF 1,250 35.00 $ 43,750.00
Sub Total $ 775,750.00
PERMITTING / CONSULTING 30% $ 232,725.00
GENERAL SITE PREP / SUPERVISION 30% $ 232,725.00
Grand Total $ 1,241,200.00 $12,000-$18,000
RECTANGLE ATHLETIC FIELDS (SYNTHETIC TURF)
1 IRRIGATION SF 81,000 3.50 $ 283,500.00
2 TURF (SYNTHETIC WITH STRIPING; 8-YR LIFE SPAN) SF 81,000 14.00 $ 1,134,000.00
3 GOAL/ NET (PAIR) LS 1 8,000.00 $ 8,000.00
4 LIGHTING LS 1 400,000.00 $ 400,000.00
5 PERIMETER FENCING (6' CHAIN LINK) LF 1,250 35.00 $ 43,750.00
Sub Total $ 1,869,250.00
PERMITTING / CONSULTING 10% $ 186,925.00
GENERAL SITE PREP / SUPERVISION 10% $ 186,925.00
Grand Total $ 2,243,100.00 $4,000-$6,000
DISC GOLF COURSE (18 HOLE)
1 DISC GOLF BASKETS EA 18 650.00 $ 11,700.00
2 DISC GOLF TEE SIGNS EA 18 200.00 $ 3,600.00
3 CONCRETE TEE PADS EA 18 650.00 $ 11,700.00
Page 701 of 845
Sub Total $ 27,000.00
PERMITTING / CONSULTING 50% $ 13,500.00
GENERAL SITE PREP / SUPERVISION 50% $ 13,500.00
Grand Total $ 54,000.00 $2,500-$3,500
PLAYGROUND AREA
1 PLAYGROUND EQUIPMENT LS 1 300,000.00 $ 300,000.00
2 PLAYGROUND SURFACING (12" DEEP EWF) SF 10,000 3.00 $ 30,000.00
3 CONCRETE CONTAINMENT CURB / RAMP LF 400 75.00 $ 30,000.00
Sub Total $ 330,000.00
PERMITTING / CONSULTING 25% $ 82,500.00
GENERAL SITE PREP / SUPERVISION 25% $ 82,500.00
Grand Total $ 495,000.00 $4,000-$6,000
DOG-PARK / OFF-LEASH DOG AREA
1 FENCING LF 1,000 95.00 $ 95,000.00
2 AGILITY EQUIPMENT LS 1 10,000.00 $ 10,000.00
3 GATES (2 PED, 2 SERVICE) EA 4 1,200.00 $ 4,800.00
4 HOSE BIB / DRY WELL LS 1 2,500.00 $ 2,500.00
5 LIGHTING (SAFETY LIGHTING IN KEY AREAS ONLY) LS 1 50,000.00 $ 50,000.00
Sub Total $ 112,000.00
PERMITTING / CONSULTING 25% $ 28,000.00
GENERAL SITE PREP / SUPERVISION 25% $ 28,000.00
Grand Total $ 168,000.00 $2,500 PER ACRE
TENNIS COURT (60' X 120')
Page 702 of 845
1 FENCING / WINDSCREEN LF 360 110.00 $ 39,600.00
1 GATES EA 2 1,200.00 $ 2,400.00
2 POST-TENSION SLAB / SURFACING / STRIPING SF 7,200 19.50 $ 140,400.00
3 EQUIPMENT (NET, END POSTS, CENTER STRAP) EA 1 3,500.00 $ 3,500.00
4 LIGHTING LS 1 150,000.00 $ 150,000.00
Sub Total $ 336,000.00
PERMITTING / CONSULTING 35% $ 117,600.00
GENERAL SITE PREP / SUPERVISION 35% $ 117,600.00
Grand Total $ 571,200.00 $1,000-$2,000
PICKLEBALL COURT (30' X 60')
1 FENCING /GATE / WINDSCREEN LF 180 110.00 $ 19,800.00
2 POST-TENSION SLAB / SURFACING / STRIPING SF 1,800 19.50 $ 35,100.00
3 EQUIPMENT (NET, END POSTS, CENTER STRAP) EA 1 2,000.00 $ 2,000.00
4 LIGHTING LS 1 100,000.00 $ 100,000.00
Sub Total $ 157,000.00
PERMITTING / CONSULTING 35% $ 54,950.00
GENERAL SITE PREP / SUPERVISION 35% $ 54,950.00
Grand Total $ 266,900.00 $250-$750
OUTDOOR BASKETBALL COURT
1 FENCING /GATE (OPTIONAL) LF 300 75.00 $ 22,500.00
2 POST-TENSION SLAB / SURFACING / STRIPING SF 5,040 19.50 $ 98,280.00
3 EQUIPMENT (POST/HOOP) LS 1 10,000.00 $ 10,000.00
4 LIGHTING LS 1 100,000.00 $ 100,000.00
Page 703 of 845
Sub Total $ 131,000.00
PERMITTING / CONSULTING 35% $ 45,850.00
GENERAL SITE PREP / SUPERVISION 35% $ 45,850.00
Grand Total $ 222,700.00 $1,000-$2,000
GROUP PICNIC AREA
1 SHELTER LS 1 95,000.00 $ 95,000.00
2 PICNIC TABLES - 8' EA 8 4,200.00 $ 33,600.00
3 TRASH RECEPTACLES EA 2 3,000.00 $ 6,000.00
4 BUILT-IN GRILL EA 1 15,000.00 $ 15,000.00
Sub Total $ 150,000.00
PERMITTING / CONSULTING 35% $ 52,500.00
GENERAL SITE PREP / SUPERVISION 35% $ 52,500.00
Grand Total $ 255,000.00 $3,000-$4,500
BIKE PUMP TRACK
1 EARTHWORK/EXCAVATION/GRADING LS 1 90,000.00 $ 90,000.00
2 FENCING /GATE LF 500 45.00 $ 22,500.00
3 FEATURES /SKILLS AREA LS 1 15,000.00 $ 15,000.00
Sub Total $ 128,000.00
PERMITTING / CONSULTING 35% $ 44,800.00
GENERAL SITE PREP / SUPERVISION 35% $ 44,800.00
Grand Total $ 217,600.00 $1,500-$2,500
ROLLER HOCKEY COURTS
1 FENCING /DASHER BOARDS / GATE LF 424 185.00 $ 78,440.00
Page 704 of 845
2 POST-TENSION SLAB / SURFACING / STRIPING SF 11,000 19.50 $ 214,500.00
3 LIGHTING LS 1 150,000.00 $ 150,000.00
4 SCOREBOARD / SIGNAGE LS 1 45,000.00 $ 45,000.00
5 SPECTATOR SEATING (FREESTANDING
BLEACHERS)
LS 1 30,000.00 $ 30,000.00
Sub Total $ 518,000.00
PERMITTING / CONSULTING 25% $ 129,500.00
GENERAL SITE PREP / SUPERVISION 25% $ 129,500.00
Grand Total $ 777,000.00 $1,000-$2,000
SAND VOLLEYBALL COURTS
1 SAND PLAY SURFACING (24" DEEP) LS 1 45,000.00 $ 45,000.00
2 EQUIPMENT (NET, POLES, FOOTINGS AND LIMIT
LINES)
LS 1 40,000.00 $ 40,000.00
3 CONCRETE CONTAINMENT CURB LS 1 10,000.00 $ 10,000.00
4 LIGHTING LS 1 100,000.00 $ 100,000.00
Sub Total $ 195,000.00
PERMITTING / CONSULTING 35% $ 68,250.00
GENERAL SITE PREP / SUPERVISION 35% $ 68,250.00
Grand Total $ 331,500.00 $500-$1,000
ADDITIONAL NOTES:
WALLACE GROUP MAKES NO WARRANTY, EITHER EXPRESSED OR IMPLIED, THAT ACTUAL COSTS WILL
NOT VARY FROM THE AMOUNTS INDICATED AND ASSUMES NO LIABILITY FOR SUCH VARIANCES.
Page 705 of 845
Page 706 of 845
Parks and Recreation Blueprint: Edits incorporated into document following the Public Review Draft
(February 2021)
Edits are indicated as follows: deletions with strike‐through and additions underlined.
Page
Number
Plan Revisions
Before TOC Add preamble (see end of this document)
TOC “Figure 2-11: Picnic Tables and BBQ”
2 VISION
The Parks and Recreation Plan and General Plan Element Update will serve as a
blueprint, guiding the City in priority setting and resource allocation to achieve the
Parks and Recreation Department’s mission. to inspire happiness by creating
community through people, parks, programs and open space.
2 Add a statement on the page below the vision statement: “The City owns and
maintains approximately 4,050 acres of natural preserves and open space properties
(2021). The Conservation and Open Space Element of the General Plan sets
programs and policies for the City’s Open Space.
7 Under “Evaluate Recreation Programs and Services” sixth line “classes; aquatics;
open space preservation trail maintenance, and educational opportunities…”
9 Under “The Value of Parks”:
“At the time of adoption of this Blueprint (2021), San Luis Obispo’s Parks and
Recreation Department defines as its mission ‘to inspire happiness by creating
community through people, parks, programs and open space.’ The Conservation and
Open Space Element of the General Plan sets programs and policies for the City’s
Open Space, a notable change in the City’s General Plan since the adoption of the
2001 Parks & Recreation Plan. An earlier version of the mission statement—from
the 2001 Parks & Recreation Plan—touches on a few other important ideas: how
parks contribute to the city’s character and beauty, are good for the environment, and
promote health.”
13 Overarching Philosophy, first paragraph:
“The Plan Update considers the Parks and Recreation Department’s Mission
Statement, to Inspire Happiness by creating Community through People, Parks,
Programs, and Open Space, and identify parks and recreation as an essential service
for the community of San Luis Obispo. The Conservation and Open Space Element
of the General Plan sets programs and policies for the City’s Open Space. The
Update should support and facilitate this…..”
28 In paragraph under sub-heading “Neighborhood Parks”:
“Basic elements typically include a turf playfield, playground equipment, and
landscaped picnic/ seating area.”
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28 Put in bold font the last sentence of the first paragraph: “Finally, as of 2021, San
Luis Obispo owns and manages 13 Open Spaces and recreational trails covering
nearly 4,050 acres. These Open Spaces are not the subject of the Plan.”
32 Sub-heading and paragraphs below: “Playgrounds and Picnic Gathering Areas
The city has approximately 189 picnic tables distributed among 16 parks.
SLO’s parks have nine group picnic gathering areas, including two each at
Laguna Lake and Santa Rosa parks and one each at French, Johnson, Meadow,
and Sinsheimer parks and one at Laguna Lake Golf Course.”
34 “Figure 2-11 Picnic Tables and BBQ”
[also delete the word “Picnic” from the legend]
42 last paragraph, last sentence:
“Existing and planned trail and bike networks are shown on Figures 2-16 and 2-17 2-
17 and 2-18.”
46 Second paragraph under the sub-heading “Findings”:
“Meanwhile, horseshoe pits, picnic tables and drinking fountains were found
to be in the worst condition: only 60 percent of drinking fountains, 66 percent
of picnic tables, and 25 percent of horseshoe pits were rated 3, with nearly two-
thirds of horseshoe pits given a rating of 1.”
46 Second bullet under the subheading “Findings”:
“+ Park furnishings (benches, picnic tables, trash cans, drinking fountains) are
in need of replacement or repair in most parks, especially in Vista Lago Park,
French Park and Johnson Park.”
48 first paragraph under “Margarita Area Specific Plan”:
“Neighborhood Park, Greenway and Sports Fields: The Margarita Area
Specific Plan (MASP) meets the City’s park land standard by providing a 10-
acre Neighborhood Park and a 16-acre improved sports field site. The
Neighborhood Park will include trees, benches, picnic tables and small cooking
stands, children’s play equipment, game courts, a restroom, and play fields.
Greenways are primarily for cycling and walking paths within linear,
landscaped open areas. The Sports Fields will accommodate active recreational
use and will include onsite parking.
No plans have been received to date for future development of this area of the
MASP. Therefore , this Plan assumes there is an outstanding need for parkland
in the MASP area.”
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50 Header:
“Parks and Urban Open Spaces Public Areas in the Downtown Concept Plan”
71 second paragraph under sub-heading “Events in Parks”:
“Concerts and other ideas for music in parks were by far the most popular type
of event based on workshop feedback. Other top event categories were food
trucks and events, sports tournaments and events, movies, arts events and fairs,
cultural festivals, and community picnics gatherings and barbeques, among
others (see Table 5-3 Ideas for Events in Parks).”
74 Park Improvement Priorities Workshop, Your Neighborhood:
“Participants were asked to state their priorities for park improvements in their
neighborhood, from a list of options. Of these options, “safer access” was the highest
priority, followed by walking paths, neighborhood events, and dog park.
“Approximately 110 participants provided responses at this workshop station, and
the average ranking for each priority is identified in Figure 3-1.”
74 first paragraph under sub-heading “Community Parks”:
“For Laguna Lake Park, we asked participants to rank a list of 11 potential
improvements. The most popular: a bike pump track, an adventure playground,
a botanical garden, a walking path, an outdoor learning area, and additional
picnic gathering/seating areas. Approximately 100 participants provided responses
at this workshop station, and the average ranking for each priority is identified in
Figure 3-2.””
74 Figure 3-2:
“Additional picnic gathering areas”
75 Park Improvement Priorities Workshop, Fields and Facilities:
“Participants were asked to rank four potential improvements to the SLO Swim
Center. Of these, extended hours for recreation swim and for lap swim were the highest
ranked. Approximately 85 participants provided responses at this workshop station,
and the average ranking for each priority is identified in Figure 3-5.”
76 last paragraph fourth sentence:
“The amenities that should be the City’s highest priorities are: swimming pools,
open space trails, park trails, passive enjoyment of open space conservation areas
(where environmentally permissible”, shaded play areas, dog parks, and nature
park/botanical gardens.
84 Table 4-2 Park Amenity Standards: Replace “bike pump track” with
“bike/roller pump track”
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Plan Revisions
84 Table 4-2 Park Amenity Standards:
“Group Picnic Gathering Areas”
84 Table 4-2 Park Amenity Standards, do not identify a second golf course.
84 Update Table 4-2 Park Amenity Standards by deleting “Meets Standard/Needs
Exist” column and replacing it with the number of additional amenities needed
to serve the future daytime population.
Edit footnote by identifying the future daytime population:
“Assumes 2035 daytime population of 88,300”
86 Policy 1.6 Park Amenities Per Area Standard (see edits below):
“The City shall seek to provide the six identified sub-areas of San Luis Obispo
a common set of recreational amenities within accessible walking distance of
neighborhoods located amongst the six identified sub-areas including:
• Basketball Courts (Lighted/Non-Lighted)
• Pickleball Courts (Lighted/Non-Lighted)
• Tennis Court (Lighted/Non-Lighted)
• Sand Volleyball Courts
• Roller Sports Court or Facility
• Turf Fields (Diamond, Rectangular, Lighted/Nonlighted)
• Dog Parks
• Outdoor Gathering and Picnic Areas for small and medium-sized groups
(Shaded/Unshaded), including neighborhood-based gathering areas (i.e.
gazebo/stage)
• Playgrounds (Shaded/Unshaded), inclusive of both natural and engineered
shade
Amenities should be considered for multi-use, and be all-inclusive and all-
ability.
See Figure 4-2 for sub-areas.”
86 1.6 Park Amenities Per Area Standard, eighth bullet:
“Outdoor Gathering and Picnic Areas for small and medium-sized groups
(Shaded/ Unshaded), including neighborhood-based gathering areas (i.e.,
gazebo/stage)”
Page 710 of 845
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Plan Revisions
88 Policy 1.15:
“1.15 Sustainable Transportation Access.
Support implementation of the Active Transportation Plan and provision of
sustainable access to parks and recreational facilities including, but not limited to
Sinsheimer Park area, Laguna Lake Park, and Meadow Park, and interconnected
paths citywide. Bicycle parking should be provided in parks, recreational facilities,
and community centers, and include facilities for standard, electric, and cargo
bicycles.”
88 Policy 1.16 Shaded Play Areas.
“1.16 Shaded Play Areas.
In addition to shading play areas—a high priority for the community—trees and
shade structures can also contribute to distinctive identity and sustainability. Existing
play areas will be assessed for need, and enhancements to both play equipment and
shade will be scheduled. The City should strive for provide shaded play areas within
a short walk (1/2-mile) of all residents: this should be a core feature of all parks,
including mini-parks.”
90 first paragraph under 2.1 Meeting Demand for Facilities and Amenities:
“The City shall develop facilities and amenities to meet community needs.
High priorities identified in the statistically-valid survey conducted for the Plan
Update include swimming pools; park trails; shaded play areas; dog parks; and
a nature park/botanical garden. Medium priorities included adventure areas;
outdoor exercise fitness areas; indoor exercise facility; splash pads;
environmental education center; playgrounds; a community center; a sports
complex; covered picnic gathering areas and BBQ pits; and lighted tennis
courts.”
90 2.4 Laguna Lake Park:
“2.4 Laguna Lake Park. Laguna Lake Park has untapped potential, and may be able
to accommodate additional recreational facilities, events, and enhancements that
support enjoyment of the water and the open space natural preserve where
environmentally permissible. These should be detailed through a Plan process. See
Chapter 5 for more detail.”
Page 711 of 845
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Plan Revisions
90/91 2.6 Accessing and Evaluating the Golf Course:
“Continue to manage the golf course for its primary use while exploring
opportunities for broader community use, potentially including a fully
immersed golfing experience including mini-golf, disc golf, and foot golf, a
walking loop, community space, redevelopment of the pro-shop, as well as
more revenue capture opportunities. Consider alternative programming such as
community use of the golf course for gatherings and picnics for specified days
and hours.”
93 2.12 Inclusive and Accessible Parks, add bullet:
> Encourage inclusion through posted rules and etiquette, and continue to
emphasize these characteristics as requirements in all City-sponsored
programs.
94 Policy 3.1 Access by Foot and Bike:
“Policy 3.1 Access by Foot, and Bike, and Roll”
New parks and facilities should be located centrally to their service population,
integrated with their community context, and easily accessed on foot, and by bike, and
roll….”
95/96 3.8 Tree Selection (edit as noted below):
“Parks are places for grand trees that cast shade and provide long-term value.
Many attributes are considered when selecting trees for parks, including habitat
value, benefit to pollinators, and natural or native and cultural influences.
The City shall prepare a tree inventory all of our parks to determine their
population, species diversity, age, condition and maintenance needs. This
information will inform future planting, maintenance needs and budgets.
The City shall prepare a master tree list for future climate conditions, including
drought tolerant, low allergen, high carbon sequestering trees with after life
uses. Trees should also be selected for future climate conditions. and for
maximum carbon sequestration.
Human allergies are another factor to consider, especially around special needs
populations or in balance with other trees that may have higher biogenic
emissions. Examples of low- and moderately-rated trees from a list of low-
allergen trees developed by Cal Poly include Crape myrtle (Lagerstroemia
indica), Paradox walnut (Juglans x paradox), Evergreen ash (Fraxinus uhdei),
Camphor tree, Allee Chinese elm (Ulmus parvifolia ‘Allee’), and Catalina
ironwood (Lyonothamnus floribundus subsp. Aspleniifolius).
Page 712 of 845
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Plan Revisions
Additional care must be taken to determine the appropriate tree for a particular
park and planting condition.”
97 4.3 Park Activation:
“Parks and facilities should accommodate a variety of potential programming
ideas. The Department will activate parks with food truck pods, community
picnics gatherings, fitness classes, yoga in the park, and other temporary
features as a way to bring new energy to parks and ensure that parks feel
welcoming to all.”
103 Fourth paragraph:
“Next, the chapter defines three types of park improvements, and documents
potential improvements opportunities at each park where “visionary” changes
are needed. The chapter provides the flexibility to consider identified
opportunities and determine the appropriate design and amenities of our City’s
parks and recreational facilities through focused community outreach and the
preparation of comprehensive park-specific plans. The community engagement
process will include direct contact with community groups and organizations
to further advance diversity, equity, and inclusion at all City parks and
facilities.”
104 Second paragraph:
“Priority and location characteristics for each amenity are also outlined. All
identified active recreation amenities would be located within urban areas, and shall
would not be located within City Open Space….”
Page 713 of 845
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Plan Revisions
111 Sub-heading and discussion:
“Outdoor Gathering and Picnic Areas
Inventory
Today, SLO has nine group picnic areas, including two each at Santa Rosa and
Laguna Lake parks and one each at French, Johnson, Meadow, and Sinsheimer
parks and one at Laguna Lake Golf Course. 27 BBQ facilities are present at
parks or other facilities, including 12 at Laguna Lake Park, five each at Santa
Rosa and Sinsheimer, one each at French, Johnson, Meadow, and Mitchell
parks, and one at Jack House Gardens. One group picnic area is planned for the
Orcutt Area, while BBQ facilities are planned at future parks at Avila Ranch.
There are nine informal/multiuse fields located in eight San Luis Obispo parks.
Additional Need
Six additional group picnic gathering areas are needed to meet demand today,
and eight would still be needed in 2035 in addition to those already planned.
This Plan does not set specific standards for BBQ facilities or
informal/multiuse fields.
Access Gaps
Areas 2 (Central) and 5 (Southwest) do not have group picnic areas, nor are
any currently planned. Informal/multiuse fields are also missing in Area 5.
Priority
Consideration of amenities for families and small children and community-
based park activation are considered near-term (0-5 year) priorities. Outdoor
gathering and picnic seating areas will be part of park development at all stages
of plan implementation, with a priority for infrastructure to serve medium-sized
groups. Unstructured, open areas for play, relaxation, and informal group sports
should be incorporated into parks.”
113 Figure 5-4, legend, Existing and Planned:
“Group Picnic Gathering Areas”
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114 Golf Courses:
“Additional Need
San Luis Obispo would need one additional golf course by 2035 to meet standards;
however, two golf courses to serve the City is not needed.
Access Gaps
Laguna Lake Golf Course is in Area 6 (West). Any future course should be in a
different part of the city.
Priority
Providing an additional golf course may be considered a long-term (10-20 year)
priority, subject to land availability. An additional golf course is not a priority for the
City.”
114 Bike/Roller Pump Tracks: edit sub-heading and all references under
“Inventory”, “Additional Need”, and “Priority”
114 “Bike/Roller Pump Tracks
Priority
A bike/roller pump track has been identified as a near-term (0-5 year) priority for the
City. A second track may be considered a long-term (10-20 year) opportunity. Pump
tracks should be located where they can be accessed via bicycle or roll, and along
routes to schools.”
120 Laguna Lake Park, fourth bullet:
“+ Some amenities (barbecue, picnic tables) are in need of repair”
121 Laguna Lake Park, under “Near-Term”, fourth bullet:
Replace “bike pump track” with “bike/roller pump track”
121 Laguna Lake Park, Planned Improvements, Near-Term, first bullet:
Near-Term (0 to 5 Years)
“+ Complete a comprehensive update to the Laguna Lake Plan based on
focused community outreach and input to determine the appropriate balance of
active and passive uses within the park. Plan will revitalize the connection to
the aquatic environment of the lake, identify enhancements to natural aquatic
and upland functions; add explore the potential of adding sports fields and other
active and informal play uses; add amenities including fencing, shade, and
ground treatment to the off-leash dog area; and include facilities to allow the
park to better accommodate community events.”
Page 715 of 845
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Plan Revisions
121 Laguna Lake Park, Planned Improvements, Near-Term, add bullet:
“+ Amenities should be considered for multi-use, and be all-inclusive and all-
ability.”
122 Meadow Park and Meadow Park Center
Change “Mid-Term (5 to 10 years)” to “Near-Term (0 to 5 years)”
122 Meadow Park and Meadow Park Center, Planned Improvements, first bullet:
“+ Complete a comprehensive Plan. Plan should expand field use by extensive
programming and/or installing synthetic turf (softball and soccer); reconfigure
multiuse fields; improve walking paths and fitness equipment within
Exposition Park (located adjacent to Meadow Park); expand the playground
footprint and add an enclosed tot lot; incorporate a dog park; consider this site
for a second aquatics/pool facility; reprogram and rebuild areas around the
Meadow Park Center as part of that facility improvement planning such as
outdoor shade structures and tables for picnic community rental, platforms for
classes, parking lot redesign to create shared space/mini plazas for special
events. Incorporate a teen, senior, or multi-generational center into the park.
The park-specific Plan should also address use and long-term maintenance of
the shared paths within the park.”
122 Meadow Park and Meadow Park Center, Planned Improvements, second
bullet:
“+ Implement Phase 1 of comprehensive Plan. This should include
reprogramming and rebuild areas around the Meadow Park Center. Amenities
should be considered for multi-use, and be all-inclusive and all-ability.”
123 Sinsheimer Park, under “Near-Term”, first and second bullets:
Replace “bike pump track” with “bike/roller pump track”
123 Sinsheimer Park, Planned Improvements, Near-Term (0 to 5 Years):
Add bullet:
“+ Address Sinsheimer Park area connectivity, including inclusive non-vehicular
access both to the Sinsheimer Park area and through the park. Provide for an inclusive
and accessible paved trail connecting the Railroad Safety Trail to Sinsheimer Park.”
123 Sinsheimer Park, Planned Improvements, Near-Term, add bullet:
“+ Amenities should be considered for multi-use, and be all-inclusive and all-
ability.”
Page 716 of 845
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125 Mitchell Park, Planned Improvements, Mid-Term, add bullet:
“+ Amenities should be considered for multi-use, and be all-inclusive and all-
ability.”
126 Cheng Park, Planned Improvements
Add the following two bullets:
“+ Provide Improved cultural expression and educational opportunities
+ Maintain cultural significance of original design”
128 Ludwick Community Center, second bullet:
“+ Consider renovation for staff offices, or relocation of staff offices, and/or
relocation of the Senior Center inclusive and accessible services and programs
for the City’s diverse senior population.”
130 SLO Senior Center Mid-Term (5 to 10 Years), first bullet:
“+ Re-envision SLO Senior Center in the context of Mitchell Park through
Planning process. Goals will include creating a strong linkage between the park
and the center; and considering potential renovation or expansion or
replacement of the Senior Center relocation of programs and services to
achieve multi-generational use of the facility. The SLO Senior Center building
is a historic property, and any improvements shall be consistent with the City’s
Historic Preservation Ordinance and Historic Preservation Program
Guidelines. Increase the City’s financial and staff investment in the SLO Senior
Center.”
130 SLO Senior Center, Planned Improvements, Long-Term (10 to 20 years)
“Long-Term (10 to 20 Years)
+ Renovate consistent with the City’s Historic Preservation Ordinance and Historic
Preservation Program Guidelines, and/or relocate or replace services and programs
to achieve multi-generational use of facility and accommodate diverse programming.
Consider creating an additional accessible center for seniors.”
136 Table 5-1, Meadow Park +Meadow Park Center:
move “Park Plan” and “Phase I improvements, focused around Meadow Park
Center” to the “Near-Term (0 -5 Years) column
136 Table 5-1, Railroad Safety Trail row:
Replace “bike pump track” with “bike/roller pump track”
136 Table 5-1, Sinsheimer Park row:
Replace “bike pump track” with “bike/roller pump track”
Page 717 of 845
Page
Number
Plan Revisions
137 Table 5-1, Railroad Safety Trail, under “Near-Term”, first and second bullet:
Replace “bike pump track” with “bike/roller pump track”
142 Funding Strategy, second paragraph:
“The City funding sources for parks and recreation include development impact
fees, the general fund, grants, revenues from services provided, and picnic
gathering area and facility rentals.”
Page 718 of 845
PREAMBLE
The Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan and
General Plan Element Update) is an essential guide for the future of parks and recreation in the
City of San Luis Obispo for the next twenty years. This Blueprint addresses the evolving
recreational needs of our community, with a strong focus on advancing and supporting community
building, sustainable transportation, carbon neutrality, resiliency in a changing climate, and
diversity, equity, and inclusion. The Plan’s Guiding Themes permeate through the goals, policies,
and opportunities, and include:
Key considerations for the enhancement and redevelopment of existing parks and the development
of new parkland will be striking a balance between active and passive recreational use, maintaining
neighborhood character, ensuring high quality design and maintenance, and optimizing resources
and inclusion by providing multi-generational, multi-use, and multi-ability amenities and facilities.
Incorporation of innovative universal design and continued conversations with our community will
be critical to resolve and prevent any barriers to our community’s safe enjoyment of City parks,
recreation amenities, public art, and programs. This Blueprint also identifies the need for park
activation and building community through site planning and provision of community gathering
space and associated infrastructure; supporting and facilitating community events; incorporation
of public art and cultural expression; and dynamic programming to address multi-generational and
multi-ability needs of our community.
This document is divided into five chapters and includes an Appendix with detailed background
information and data supporting identified policies, recommendations, and opportunities.
Chapters 1, 2, 3, and 5 comprise the Parks and Recreation Plan and Chapter 4 consists of the Parks
and Recreation Element of the General Plan. The Blueprint does not include uses, goals, or policies
for Open Space; the Conservation and Open Space Element of the General Plan includes goals,
policies, and programs specific to the City’s Open Space.
Chapter 1 introduces the planning process and overarching goals of the plan.
Chapter 2 takes a deeper look at San Luis Obispo through demographic analysis and its parks
and facilities through a detailed inventory.
Chapter 3 provides a summary of the extensive community engagement conducted over three
years during development of the Plan.
Design
Excellence
Stewardship
and
Sustainability
Inclusion and
Access
Building
Community
Partnerships
and Public
Engagement
Good
Governance
Page 719 of 845
Chapter 4 provides the detailed policies that flow from five system-wide goals, which
include:
Build Community and Neighborhoods: City Parks and Recreational facilities
should build and connect community through inclusive and diverse amenities and
programming.
Meet the Changing Needs of the Community: Leverage regionalism and
creatively increase the number of City parks, recreational facilities and amenities,
to meet user needs.
Sustainability: The City’s Parks and Recreation facilities will be vibrant, resilient,
and sustainable.
Optimize Resources: Establish, maintain, and operate parks, facilities, and
programs in a manner that is cost effective and manageable while engaging the
community in a manner that optimizes involvement and support.
Safety: Provide safe, accessible, inclusive, and well-maintained City parks,
recreational facilities, and amenities.
Chapter 5, Implementation, is intended to be aspirational and identifies a range of potential
opportunities for each park and facility based on the wants and needs expressed by our
community. The Implementation Chapter provides the flexibility to consider identified
opportunities and determine the appropriate design and amenities of our City’s parks and
recreational facilities through focused community outreach and the preparation of
comprehensive park-specific plans. The community engagement process will include direct
contact with community groups and organizations to further advance diversity, equity, and
inclusion at all City parks and facilities.
Fulfillment of this Blueprint will result in increased community connection within neighborhoods,
the provision of equitable distribution of amenities throughout the City, the creation of safe,
accessible, and inclusive public spaces for all people, and promote community investment in our
public recreational spaces.
Page 720 of 845
854. GOALS AND POLICIES
Waddell
Ranch
Let it BeNatural ReserveIrish HillsNatural Reserve Reservior CanyonNatural ReserveLaguna LakeNatural Reserve So uth HillsNatural Reserve
Johnson Ranc h
Open Space
Bishop PeakNatural Reserve Cerro San LuisNatural Reserve
Islay Hill
Open Space
Filipponi
Ec ological A rea San Luis CreekOpen SpaceTerrace HillOpen SpaceRailroadRecreationalTrail£¤101UV1 UV227 £¤101ÁBroad StOrcutt RdS Higuera StTank Farm Rd
Chorro St Johnson AveFoothill Blvd M arsh StHiguera StLos Osos Valley Rd Broad StOsos StMadonna R d South StCalifornia Blvd M onterey StGrand AveW Fo o th ill B lv d Santa Rosa StSanta Barbara StHiguera StLaguna LakePark SinsheimerParkMeadowPark Islay HillParkFrench
Park
Santa RosaPark JohnsonParkMitchellParkThroopParkDe VaulPark EmersonParkLaguna HillsPark EllsfordParkStoneridgeParkJack HouseGardensMission PlazaExtensionEtoParkVista LagoPark
Las Praderas
Park
Priolo-MartinPark AnholmPark ChengPark BuenaVistaParkTriangleParkExpositionParkMissionPlaza
Rodriguez
Adobe Park
Poinsettia Creek
Walk and Park
Laguna LakeGolf Course Damon-GarciaSports ComplexUS Hwy 101State Rte 1el Camino RealBr
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HooverMainini Ranch RdCalifornia Blvd Pacific StOconnor Way Monterey StElks LnE
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dPeach StSan Luis DrGrand Ave Ella StVachell LnPatricia DrN Santa Rosa St
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Loomis StW Foothill BlvdEvans RdSanta Fe RdBranch St Via CartaBullock Ln
Cll JoaquinElm Augusta St Laurel LnPrefumo Canyon Rd W F o o th ill R d Ramona Dr Miossi RdBlue Granite LnValle Vista PlF u lle r R d
Luneta DrDiablo DrGarden StHill St Poly Canyon RdPinnacles RdDalidioOceanaire DrBishop StLincoln StJeffrey DrSacramento Dr Tiburon W ayReservoir Canyon RdMeissner LnW C r e e k R d Southwood DrAlrita StPepper StMount Bishop RdVia Laguna Vis Sandercock St
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K e n d a ll R d
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Esperanza LnC o ra l StA ta sc a d e ro S tStory StF ie ro L n
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Horizon LnStanford Dr Meinecke AveDaly Ave Cll LupitaThelma DrS te rlin g Ln
Los Palos DrRustic WayM o un ta in V ie w StNoll RdPe rkin s LnCordova D rVi a la P a zOakridge DrGarnette DrCollege AveHollyhock WayLos Verdes DrVerde DrMontrose DrSlender Rock Pl M a il P o u c h Ln Marlene DrAvalon St F e e d M ill R dKaren DrBonetti Dr
A e rovista Pa rkWestmont Ave Couper Dr Parkland TerPark StFrambuesa Drel Cerrito StRosita StSunset DrSanta Y nez AveVia EstebanDeerOrchard RdCuyama Dr Taft StPartridge Dr Rose AveBay Leaf Dr Kentwood DrJennifer StCerro Vista CirSerrano HtsOld WindmillAlta StRougeot Pl
e l C a p ita n W a y Sycamore DrChapa rral CirMontecito Dr Breck StSkylark LnVis CaballoFontana AveAuto Pa rk W a yC ll d e l C a m in o s
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nAcaciaWillow Cirla Cita CtKa rla C tKnoll DrW illow C tM o n te V ista P lDonegal Dr
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Sa n Lu is O b isp o C re e kFroom Creek BrizziolariStenner Creek Stenner Creek0 0.5 10.25 Miles¯
Neighborhood Parks Service Area Gap
City Boundary
Rail Lines
Creeks
Water
Schools
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
1 mile walkshed
CaliforniaPolytechnicStateUniversityFroom Ranch
Trailhead Park
Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
1 mile radius from planned neighborhood parks 0 1,200
Population Density (people/ sq mile)
Access to Neighborhood Parks, Existing and Planned
Avila Ranch Development Plan Area
Margarita Specific Plan AreaSan Luis Ranch Speicifc Plan Area Orcutt AreaSpecific Plan Area
* Source:
Marga rita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ranch Specific P lan
Avila Ranch Development Plan
1 mil
e
0.5 mile
San LuisRanch SPCentral Neighborhood Park
Avila Ranch SP
Neighborhood Park
Margarita SPNeighborhood Park Orcutt Area SPNeighborhood ParkLaguna LakePark SinsheimerParkMeadowPark Islay HillParkFrench
Park
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Las Praderas
Park
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Rodriguez
Adobe Park
Poinsettia Creek
Walk and Park
Laguna LakeGolf Course Damon-GarciaSports Com plex
Figure 4-2
SAN LUIS OBISPO SUB-AREAS AND PARK ACCESS GAPS
Waddell
Ranch
Let it Be
Natural Reserve
Irish Hills
Natural Reserve
Reservior Canyo n
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Rese rve
Johnson Ranch
Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Is lay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
£¤101
UV1
UV227
£¤101
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Rachel StProspect StMalibu Dr
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Stenner Creek0 0.5 10.25 Miles¯
Neighborhood Parks Service Area Gap
City Boundary
Rail Lines
Creeks
Water
Schools
Open Spaces
Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
1 mile walkshed
California
Po lytechnic
State
University
Froom Ranch
Trailhead Park
Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
1 mile radius from planned neighborhood parks 0 1,200
Population Density (people/ sq mile)
Access to Neighborhood Parks, Existing and Planned
Avila Ranch Development Plan Area
Margarita Specific Plan Area
San Luis Ranch Speicifc Plan Area
Orcutt AreaSpecific Plan Area
* Source:
Margarita Specific Plan
Orcutt Area Specific Plan
San Luis Ranch Specific Plan
Froom Ra nch Specific Plan
Avila Ranch Development Plan
1 mil
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0.5 mile
Potential future park service area
Subareas
San LuisRanch SPCentral Neighborhood Park
Avila Ranch SP
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Margarita SP
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Laguna Lake
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Sinsheimer
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Meadow
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Islay Hill
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French
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Santa Rosa
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Johnson
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Mitchell
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Throop
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De Vaul
Park
Emerson
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Laguna Hills
Park
Ellsford
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Stoneridge
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Jack House
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Vista Lago
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Las Praderas
Park
Priolo-Martin
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Anholm
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Cheng
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Buena
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Park
Triangle
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Exposition
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Mission
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Rodriguez
Adobe Park
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Walk and Park
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Waddell
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Let it Be
Natural Reserve
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Natural Reserve
Reservior Canyo n
Natural Reserve
Laguna Lake
Natural Reserve
South Hills
Natural Rese rve
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Open Space
Bishop Peak
Natural Reserve
Cerro San Luis
Natural Reserve
Is lay Hill
Open Space
Filipponi
Ecological Area San Luis CreekOpen SpaceTerrace Hill
Open Space
Railroad
Recreational
Trail
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Ecologic al Area San Luis CreekOpen SpaceTerrace H illOpen SpaceRailroadRecreationalTrail£¤101UV1 UV227 £¤101ÁBroad StOrcutt RdS Higuera StTank Farm Rd
Chorro St Johnson AveFoothill Blvd M arsh StHiguera StLos Osos Valley Rd Broad StOsos StMadonna R d South StCalifornia Blvd M onterey StGrand AveW Fo o th ill B lv d Santa Rosa StSanta Barbara StHiguera StLaguna LakePark SinsheimerParkMeadowPark Islay HillParkFrenchParkSanta RosaPark JohnsonParkMitchellParkThroopParkDe VaulPark EmersonParkLaguna HillsPark EllsfordParkStoneridgeParkJack HouseGardensMission PlazaExtensionEtoParkVista LagoPark Las Praderas
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Parks and Recreation Facilities in San Luis Obispo
Mini
Neighborhood
Community
Recreation Centers & Special Features
Service Area
1/2 mile walkshed
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CaliforniaPolytechnicStateUniversityFroom RanchTrailhead Park
Specific Plans Boundary
Planned Neighborhood Parks*
1/2 mile radius from planned neighborhood parks
1 mile radius from planned neighborhood parks 0 1,200
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Access to Neighborhood Parks, Existing and Planned
Avila Ranch Development Plan Area
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Orcutt Area Specific P lan
San Luis Ranch Specific Plan
Froom Ranch Specific Plan
Avila Ranch Development Plan
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Page 721 of 845
Page 722 of 845
RESOLUTION NO. PC-1040-21
A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF
SAN LUIS OBISPO, CALIFORNIA, RECOMMENDING THE CITY
COUNCIL APPROVE THE PARKS AND RECREATION BLUEPRINT
FOR THE FUTURE: 2021-2041 (PARKS AND RECREATION PLAN AND
GENERAL PLAN ELEMENT UPDATE) (GENP-1942-2018, EID-0150-2021;
CITYWIDE)
WHEREAS, the Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and
Recreation Plan and General Plan Element Update) will be an essential guide for parks and
recreation in San Luis Obispo, while also serving as the General Plan Parks and Recreation
Element; Chapters 1, 2, 3, and 5 of the Parks and Recreation Blueprint for the Future comprise the
Parks and Recreation Plan, and Chapter 4 is the Parks and Recreation General Plan Element; and
WHEREAS, the Active Transportation Committee of the City of San Luis Obispo
conducted a virtual public hearing in webinar format on March 18, 2021 on the Parks + Recreation
Blueprint for the Future: 2021-2041 (Parks and Recreation Plan and General Plan Element Update)
(Plan Update), and recommended consideration of the Committee’s comments and adoption of the
Plan Update (7:0); and
WHEREAS, the City Council of the City of San Luis Obispo conducted a virtual public
hearing Study Session in webinar format on May 4, 2021 on the Plan Update and provided
comments to staff; and
WHEREAS, the Parks and Recreation Commission of the City of San Luis Obispo
conducted a virtual public hearing in webinar format on May 12, 2021 on the Plan Update, and
recommended adoption of the Plan Update with noted clarifications, recognized the Plan Update
is aspirational; the Commission considered City Council Study Session comments and
recommended retainment of the 10 acres per 1,000 resident parkland standard, retainment of the
sub-area delineations, and clarification regarding the use of the Access Gap/Amenities map, and
supported additional City Council Study Session comments (7:0); and
WHEREAS, notices of said public hearing were made at the time and in the manner
required by law; and
WHEREAS, the Planning Commission has duly considered all evidence, including the
testimony of the applicant, interested parties, and the evaluation and recommendations by staff,
presented at said hearing.
NOW, THEREFORE, BE IT RESOLVED by the Planning Commission of the City of
San Luis Obispo as follows:
SECTION 1. Findings. Based upon all the evidence, the Planning Commission makes the
following findings regarding the project.
Page 723 of 845
Resolution No. PC-1040-21
City-Wide, GENP-1942-2018 and EID-0150-2021
Page 2
1. The Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan
and General Plan Element Update) will promote the public health, safety, and welfare of
persons living and working in the City by proving a blueprint for future parks, facilities,
and programs, that will be inclusive, safe, and accessible to all people.
2. The Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan
and General Plan Element Update) supports and advances many of the goals, objectives,
policies and programs of the City’s Active Transportation Plan, and Climate Action Plan
for Community Recovery, because the development and enhancement of accessible parks
and facilities in the City would reduce vehicle miles traveled (VMT) and related
greenhouse gas emissions. Redevelopment of parks and facilities would facilitate carbon-
neutrality and provide an opportunity to educate and showcase evolving technology.
3. The Parks + Recreation Blueprint for the Future: 2021-2041 (Parks and Recreation Plan
and General Plan Element Update) is consistent with the City’s General Plan, because
implementation of the Plan Update would advance goals and policies of the Land Use
Element, including neighborhood connectivity and enhancement (Policies 2.2.4 and 2.2.6);
provision and enhancement of parks within neighborhoods (Policy 2.3.1); and increasing
green space in the Downtown (Policy 4.11).
.
SECTION 2. Environmental Review. The Planning Commission finds that the project’s
programmatic Initial Study/Negative Declaration adequately evaluates potential environmental
impacts of the project pursuant to the California Environmental Quality Act (CEQA).
SECTION 3. Action. The Planning Commission recommends that the City Council adopt
the Initial Study/Negative Declaration and approve the Parks + Recreation Blueprint for the Future:
2021-2041 (Parks and Recreation Plan and General Plan Element Update).
On motion by Commissioner Dandekar, seconded by Commissioner Wulkan, and on the
following roll call vote:
AYES: Commissioners Dandekar, Wulkan, Vice-Chair Quincey and Chair
Jorgensen
NOES: None
REFRAIN: None
ABSENT: Commissioners Hopkins, Kahn, and Shoresman
The foregoing resolution was adopted this 26th day of May 2021.
Page 724 of 845
Resolution No. PC-1040-21
City-Wide, GENP-1942-2018 and EID-0150-2021
Page 3
____________________________
Tyler Corey, Secretary
Planning Commission
Page 725 of 845
Page 726 of 845
Item 6b
Department: Administration
Cost Center: 1005
For Agenda of: 7/6/2021
Placement: Public Hearing
Estimated Time: 60 minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Shannon Pressler, CivicSpark Fellow; Bob Hill, Sustainability and Natural
Resources Official; Chris Read, Sustainability Manager
SUBJECT: LEAD BY EXAMPLE: A PLAN FOR CARBON NEUTRAL CITY
OPERATIONS
RECOMMENDATION
Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, approving Lead by Example: A Plan for Carbon Neutral City
Operations.”
REPORT-IN-BRIEF
Lead by Example: A Plan for Carbon Neutral City Operations (Lead by Example)
establishes a pathway to reduce greenhouse gas (GHG) emissions across City
operations to achieve the Council-adopted goal of carbon neutral City operations by 2030.
Lead by Example builds on the City’s long standing tradition of operational sustainability
and commitment to excellence. Consistent with the foundation set by the Climate Action
Plan for Community Recovery (2020), Lead by Example establishes a trajectory towards
carbon neutral City operations through seven emissions sectors each with a long-term
goal, set of measurable objectives, and actions to be initiated in the 2021 -23 Financial
Plan, 2023-25 Financial Plan, and 2025-27/2027-29 Financial Plans. Lead by Example
places a special focus on actions to be initiated in the 2021 -23 Financial Plan.
The long-term sector specific goals are as follows:
1. No fossil fuels are used to power City buildings and facilities.
2. The City eliminates fossil fuel use in vehicle and equipment fleet.
3. City employee commute is aligned with and substantially exceeds General Plan
Mode Split Objectives by 2030.
4. City buildings, facilities, and operations are zero waste as defined by the Zero
Waste International Alliance (ZWIA).
5. Direct emissions from the provision of wastewater are minimized to the maximum
extent feasible.
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Item 6b
6. Carbon sequestration within the City’s Greenbelt and Urban Forest system is
optimized.
7. The City’s procurement, budget, investment, and finance processes support and
accelerate achieving the City’s carbon neutrality goal.
At full implementation, Lead by Example objectives (not taking into account emissions
offsets from carbon sequestration activities) will contribute substantial progress towards
the operational carbon neutrality goal and achieve GHG reductions of 54 percent below
“business as usual” scenario emissions in 2025 and 84 percent below “business as usual”
scenario emissions in 2030. With GHG emissions offsets from carbon sequestration
initiatives included, the City is expected to achieve its carbon neutrality target.1
DISCUSSION
Background
In August 2020, the City of San Luis Obispo City Council adopted the Climate Action Plan
for Community Recovery (CAP) via Resolution R-11159 (2020 Series). The CAP
establishes a trajectory to carbon neutrality through six decarbonization pillars and 27
foundational actions. Throughout the CAP development and adoption progress, the City
heard from Council, the community, and key stakeholders that the City should play a
highly visible leadership role in demonstrating the viability of low carbon operations.
In response to this feedback, the first pillar of the CAP, titled “Lead by Example”, is
focused on eliminating emissions from City operations while sharing successes and
lessons learned with the community. The goal for the pillar is to achieve carbon neutral
City operations by 2030, and foundational action “Leadership 1.1” calls for the City to
adopt a municipal carbon neutrality plan in summer 2021.
Like many organizations, the City operates buildings, facilities, and a vehicle fleet,
generates office and landscape waste, and has employees that commute to work. Allof
these activities, collectively referred to as “City operations,” generate greenhouse gas
emissions.
For decades, the City has invested in organizational sustainability and over the last
decade has made substantial investments in clean energy, energy efficiency, and clean
fleet initiatives. Figure 1 shows a list of key climate and sustainability initiatives completed
by the City before and during Lead by Example. These incremental improvements have
established a foundation for the transformational actions required to achieve the Council’s
goal of carbon neutral municipal operations by 2030.
1 Emissions offset estimates related to carbon sequestration initiatives currently have high levels of
uncertainty and are called out separately from the other emissions reductions sectors for transparency.
This issue is described in more detail in the body of the Council Agenda Report.
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Item 6b
The plan to achieve these transformational actions, referred to as “Lead by Example: A
Plan for Carbon Neutral City Operations” is included as Attachment A and provides the
strategic framework and roadmap to achieve operational carbon neutrality while also
helping the organization to thrive in a rapidly changing world.
Figure 1. Previous Municipal Climate Action and Sustainability Initiatives
Lead by Example: A Plan for Carbon Neutral City Operations
Lead by Example provides goals, objectives, and actions for each emissions sector will
allow the City to accomplish Council’s goal of carbon neutrality by 2030. It also lays the
foundation for further strategic planning over the next nine years as new best practices
emerge and market conditions change to support actions that are currently infeasible.
While the plan is centered around reducing operational greenhouse gas emissions from
the City, it also focuses on using resources more effectively, orienting the organization to
thrive and provide excellent community services in a rapidly changing climate, accessing
funding opportunities, and improving employee well-being.
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Item 6b
This section describes the emissions sectors included in Lead by Example, the
organization of the planning document, the approach staff took to develop Lead by
Example, the greenhouse gas emissions reductions estimates associated with Lead by
Example implementation, and areas for improvement for future Lead by Example
updates.
Greenhouse Gas Emissions Sectors
Lead by Example is organized around a total of seven emissions sectors. The sectors
broadly encompass the daily business activities undertaken by the City to carry out
regular functions. Each sector is described below:
1. Building & Facility Energy – this sector focuses on emissions from energy (electricity
and natural gas) used to power buildings, facilities, and equipment owned and
operated by the City.
2. Fleet – this sector focuses on emissions from fossil fuel (gasoline and diesel) used in
fleet vehicles owned and operated by the City, including maintenance vehicles, buses,
fire trucks, and police vehicles.
3. Employee Commute – this sector estimates emissions from vehicle miles traveled
(VMT) by employees traveling to and from work.
4. Solid Waste – This sector focuses on emissions from landfilled solid waste, including
the paper and food products disposed in offices and landscape maintenance waste.
5. Wastewater – This sector focuses on direct emissions from wastewater treatment
processes, specifically methane (CH4) from incomplete combustion of digester gas.
Informational GHG emission estimates for Wastewater are included in Attachment C:
Greenhouse Gas Emission Inventory and Forecast Report. but are not included in the
total GHG emissions for the baseline, inventoried, or forecast year(s). Energy use from
wastewater treatment processes is included in the Building & Facility Energy sector.
6. Natural Solutions – This sector focuses on emissions offsets from carbon
sequestration activities, including tree planting and carbon farming. The Natural
Solutions sector is not included in the GHG emissions inventory for baseline year 2005
or inventory year 2019 because it is not considered an emissions source and
sequestration activities
7. are to be initiated after Lead by Example adoption. However, estimates for offsets are
included in the Lead by Example GHG emissions forecast.
8. Procurement, Budget, and Finance – This sector is not directly associated with an
emissions source. This sector focuses on aligning City financial processes with
Council’s adopted goal. While purchasing, investments, and other financial activities
are associated with indirect GHG emissions, they a re not currently quantified in Lead
by Example consistent with local government emissions reporting protocols.
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Item 6b
Lead by Example Organization
Lead by Example: A Plan for Carbon Neutral City Operations contains four chapters:
1. Chapter 1: Introduction includes highlights of past climate actions and sustainability
initiatives completed by the City; reviews Council’s goal and it’s context in the Climate
Action Plan for Community Recovery; provides an overview of staff’s approach to the
Lead by Example initiative; summarizes the 2005 baseline and 2019 Municipal
Greenhouse Gas Emissions Inventories; describes the role of the Green Team; and
discusses diversity, equity, and inclusion considerations.
2. Chapter 2: The Path to Carbon Neutrality provides an overview of the City’s approach
to achieving municipal carbon neutrality.
3. Chapter 3: Carbon Neutral City Operations provides the objectives and actions for
each of the seven emissions sectors and includes information about each sector’s
strategy, goal and objectives, emerging challenges and opportunities, GHG reduction
actions grouped by Financial Plan period(s), and a summary of forecasted emissions
if the individual sector’s actions are implemented.
4. Chapter 4: Achieving Our Goals includes a list of administrative actions to be
completed by staff to ensure active and effective implementation of Lead by Example
and an implementation matrix that includes all GHG reduction actions for each sector,
an extended action description, the department(s) primarily responsible for
implementation, and the planned initiation period by Financial Plan(s).
Lead by Example Development Process
The planning and implementation of Lead by Example occurred over three main phases
outlined in Figure 2. As opposed to following the traditional project development approach
of planning followed by implementation, staff began by identifying and supporting
immediate actions. For example, the Office of Sustainability supported the Fleet
Replacement Policy update to include guidance on electric vehicles, initiated
conversations with PG&E to explore on-bill financing retrofit opportunities, and helped
edit the Lead by Example portions of the Active Transportation Plan concurrent with the
development of Lead by Example.
Page 731 of 845
Item 6b
Figure 2. Lead by Example Planning and Implementation Process
As staff were implementing immediate actions, Phase II was initiated. Staff recognized
the importance of integrating Lead by Example work into the 2021-23 Financial Plan to
properly allocate staff time and resources, and the Green Team worked together over
roughly three workshops to identify priority actions to include in the 2021 -23 FP. Staff
narrowed actions to those that were considered to be foundational and essential for
scaling long-term emission reductions over the next nine years. A combination of capital
projects and programs were proposed, including the installation of electric vehicle
chargers and solar panels across key facilities and a Building and Facility Energy and
Decarbonization Study.
Phase III is the final phase of Lead by Example pre-adoption. Following Phase II, the
Green Team convened another series of workshops to brainstorm a sector -specific long-
term strategy to achieve Council’s goal that builds upon actions identified for the 2021 -23
Financial Plan. Staff developed a list of actions to be implemented in the 2023 -25, 2025-
27, and 2027-29 Financial Plans. Leaving room for uncertainty in market developments
and future Lead by Example planning updates as opportunities emerge, the long-term
actions create a bridge between now and the 2030 goal and focus on emissions reduction
steps that will likely be feasible in the next five to ten years.
Lastly, Phase IV is focused on implementing the strategic Lead by Example plan and will
be initiated upon adoption. In Phase IV, the Green Team will continue to collaborate
around action implementation throughout the 2021 -23 Financial Plan period. Ahead of
the next Financial Plan period in 2023, staff intend to revisit Phases II through IV with the
Green Team to re-align the trajectory towards carbon neutral City operations with
emerging best practices and market developments.
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Item 6b
Greenhouse Gas Emissions Reduction Estimates
Lead by Example: A Plan for Carbon Neutral City Operations provides GHG reduction
estimates as a result of achieving each sector’s objectives. Figure 3 shows forecasted
municipal operations GHG emissions across three scenarios: business as usual, Lead by
Example implementation, and Lead by Example implementation including emissions
offsets from the Natural Solutions sector. The Lead by Example GHG reduction
quantifications are a result of an exhaustive work effort completed by staff to model
expected emissions outcomes following implementation.
If objectives are achieved and assumptions that underscore quantification methodology
are accurate, full Lead by Example implementation (not taking into account emissions
offsets from carbon sequestration activities) will contribute substantial progress towards
the operational carbon neutrality goal and achieve GHG reductions of 54 percent below
“business as usual” scenario emissions in 2025 and 84 percent below “business as usual”
scenario emissions in 2030. The reductions will result in estimated annual remaining GHG
emissions of 2,290 MTCO2e in 2025 and 850 MTCO2e in 2030.
When taking GHG emissions offsets from carbon sequestration activities in the Natural
Solutions sector into account, operational emissions reach net -zero in 2027. While the
estimated emissions offsets from the Natural Solutions sector allow the City to technically
achieve and surpass carbon neutral City operations ahead of Council’s 2030 goal, staff
recognize uncertainties surrounding the quantification methodology of carbon
sequestration activities. Staff used best available modeling, but local and site -specific
conditions can cause actual offset results to vary from estimates.
Based on these uncertainties and on Council’s intention for the City to le ad by example
to community partners and peer cities, it is important for the City to continue innovating,
learning, and refining its approach in order to lower annual operational GHG emissions
to as close to zero as possible.
Page 733 of 845
Item 6b
Figure 3. Forecasted Municipal Operations GHG Emissions
Administrative Actions
In addition to actions aimed at reducing operational greenhouse gas emissions, Lead by
Example also includes a series of administrative actions:
1. Administrative Action 1: Lead by Example Update . The City will update Lead by
Example every four years (concurrent with every other Financial Plan). The City will
synch the update with the Community Plan so that each plan is updated in an
alternating fashion concurrent with every Financial Plan.
2. Administrative Action 2: Plan Monitoring and Reporting. The City will monitor and
report implementation to City Council on a regular basis.
Previous Council or Advisory Body Action
City Council adopted the Climate Action Plan for Community Recovery (CAP) in August
of 2020. The CAP includes the goal of carbon neutral municipal operations by 2030 and
direction to develop a plan by summer of 2021 to achieve this goal.
Public Engagement
Staff facilitated a variety of engagement activities and events both internally and
externally. This section provides an overview of the main outreach conducted by staff to
support Lead by Example.
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2000 2005 2010 2015 2020 2025 2030 2035MTCO2e
Year
Business as Usual Forecast (MTCO2e)
Reduction Measure Forecast without Natural Solutions (MTCO2e)
Reduction Measure Forecast with Natural Solutions (MTCO2e)
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Item 6b
Green Team
The Green Team is a cross-departmental collaborative body of staff that have been re-
convened to help guide the City’s approach to achieving carbon neutral City operations.
Originally formed during the 2017-19 Financial Plan, the group was recommitted to in the
2021-23 Financial Plan to support the development and implementation of Lead by
Example. The intent of the updated Green Team was to ensure staff from each
department participated in the planning and implementation of emissions reduction
measures to achieve a truly all-City approach to municipal carbon neutrality. The Green
Team was further divided into individual working groups based on each emissions sector.
The objectives of the Green Team are to:
1. Cultivate an educated core group of staff that understand how their department’s
operations contribute to the City’s overall GHG emissions and, in turn, recognize
opportunities for emission reductions
2. Build capacity within the organization to lead by example by developing and
implementing emissions reduction measures and supporting key technical tasks
3. Maximize opportunities for partnership between departments to share responsibilities
and take action
4. Establish a foundation for ongoing employee education and outreach on municipal
carbon neutrality
In September 2020, Office of Sustainability Staff coordinated with the Department Head
Leadership Team to identify staff that would participate in the Green Team. It was critical
that staff whose primary duties and workplans directly involve or relate to the emissions
sectors joined, and that each working group represented the diverse array of relevant
departments within the agency. The following is a list of participants broken down by
Green Team working group:
1. Building and Facility Energy – Greg Cruce, Alejandro Hernandez, and Brian Lindsey
(Public Works); Jennifer Metz and Cori Burnett (Utilities); Devin Hyfield (Parks and
Recreation)
2. Fleet – Chris Felt, Gamaliel Anguiano, Gaven Hussey (Public Works)
3. Employee Commute – Adam Fukushima (Public Works); Sharon Seitz (Human
Resources)
4. Solid Waste – Jordan Lane and Jennifer Metz (Utilities); Greg Cruce (Public Works)
5. Wastewater – Jennifer Metz and Cori Burnett (Utilities); Greg Cruce and Brian Lindsey
(Public Works)
6. Procurement, Budget, and Finance – Dan Clancy and Natalie Harnett (Finance);
Miguel Guardado (Information Technology)
Staff have convened four full Green Team meetings and 24 working group meetings,
three for each working group. During each full-team and working group meeting, staff
aimed to maximize the opportunity to collaborate and do work. To prepare, staff utilized
pre-meeting questionnaires and created activities to ensure each meeting was an
effective use of time.
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Item 6b
During these activities, participants were able to articulate current departmental priorities,
identify relevant and current work efforts in need of immediate support, and brainstorm
pathways to carbon neutral City operations. Outside of meetings, Green Te am facilitators
would execute on identified priority tasks, summarize and refine ideas generated within
the meetings, and engage in technical work for Lead by Example to maintain forward
progress. Following Lead by Example adoption, staff intend to continue utilizing the Green
Team to collaborate around equity and resilience in implementation.
Diversity, Equity, and Inclusion Committee
On Monday, May 3, 2021, Staff facilitated a presentation and interactive discussion with
the City’s Internal Diversity, Equity, and Inclusion (DEI) Committee. Staff framed the
presentation and discussion around the way DEI was currently integrated and reflected
in Lead by Example, the present equity nexus between DEI and the substantive aspects
of pursuing carbon neutral City operations, and opportunities for staff to pursue a more
equitable planning process in the future.
Through the discussion, staff were able to collect thoughtful feedback from the committee
to develop the following set of DEI-related actions staff are committed to taking throughout
the implementation of Lead by Example and future planning updates:
1. Staff will develop an employee outreach and education program to share accessible
information about Lead by Example and Council’s operational carbon neutrality goal
to staff outside of the Green Team.
2. Staff will facilitate employee feedback sessions to continue exploring opportunities
and challenges in integrating and addressing diversity, equity, and inclusion through
the work.
3. A DEI committee member will be invited to join Green Team meetings quarterly to
facilitate collaboration around diversity, equity, and inclusion in Lead by Example
implementation.
4. Staff will integrate diversity, equity, and inclusion at the initial stages of the next Lead
by Example update in 2023 and intend to collaborate with the DEI committee
throughout the planning process.
SLO Climate Coalition
On Thursday, May 20, 2021, staff facilitated a presentation and interactive discussion
with the San Luis Obispo Climate Coalition. Staff framed the presentation and discussion
around the City’s approach to reducing greenhouse gas emissions across operation al
activities and how the City can engage the community on the initiative throughout
implementation. Attendants of the presentation provided valuable feedback on
opportunities to connect with peer organizations in the community that staff will consider
when moving into post-adoption engagement.
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Item 6b
Chamber of Commerce
On Tuesday, May 25, 2021, staff facilitated a presentation and interactive discussion with
the San Luis Obispo Chamber of Commerce Business and Economic Council. Staff
framed the presentation and discussion around the City’s approach to reducing
greenhouse gas emissions across operational activities, how and in what circumstances
that approach is applicable to local businesses, and the kinds of steps businesses can
take to reduce emissions, advance sustainability, and be a community leader in the
climate action space. Attendants of the presentation provided valuable feedback on
opportunities to connect with local businesses that staff will consider when moving into
post-adoption engagement.
CONCURRENCE
There is concurrence from the Utilities Department, Public Works Department, Parks and
Recreation Department, Information Technology Department, Human Resources
Department, and Community Services in the approach to achieving Council’s carbon
neutral City operations goal outlined in Lead by Example.
ENVIRONMENTAL REVIEW
Pursuant to the California Environmental Quality Act (CEQA), the City prepared,
circulated for public review, and on August 19, 2020 adopted an Initial Study -Negative
Declaration (IS/ND) of environmental impact (EID-0275-2020) that addressed the
environmental impacts of implementing the City of San Luis Obispo 2020 update to the
Climate Action Plan and titled Climate Action Plan for Community Recovery that
established a community-wide target of carbon neutrality by 2035, adopted sector specific
goals, and provided foundational actions to establish a trajectory towards achieving those
goals. The Climate Action Plan for Community Recovery is a Qualified GHG Emissions
Reduction Plan to reduce GHG emissions within its jurisdictional boundary to meet and
exceed state targets consistent with CEQA Guidelines Section 15183.5 for year 2030 and
includes CEQA Greenhouse Gas (GHG) Emissions Thresholds and Guidance.
The Lead by Example: Plan for Carbon Neutral City Operations is a measure and
supportive action within the scope of the project covered by the already adopted IS/ND
for the Climate Action Plan for Community Recovery and includes quantified actions to
address emissions that were accounted for in the community inventory and forecast. On
the basis of substantial evidence in the light of the whole record, the project does not
trigger any of the conditions of CEQA Guidelines § 15162 (subsequent EIRs and negative
declarations) as outlined below, no new significant impact on the environment would
occur and no new mitigation measures are required, and no further environmental
analysis is therefore required:
Page 737 of 845
Item 6b
No substantial changes are proposed in the project which will require major revisions
of the previously adopted Negative Declaration due to the involvement of new
significant environmental effects or a substantial increase in the severity of previously
identified effect;
No substantial changes will occur with respect to the circumstances under whic h the
project is undertaken which will require major revisions of the previous Negative
Declaration due to the involvement of new significant environmental effects or a
substantial increase in the severity of an identified effect;
No new information of substantial importance, which was not known and could not
have been known with the exercise of reasonable diligence at the time the previous
Negative Declaration was adopted, shows that the project will have one or more
significant effects not discussed in the previous Negative Declaration or that any
previously examined effect would be more severe than shown in the previous
Negative Declaration.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-22
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ $ $ $
State
Federal
Fees
Other:
Total $ $ $ $
No funds are requested at this time. All tasks and work items described in this Council
Agenda Report and Attachment A are supported by annual program budget
appropriations and have been included in department budget requests for the 2021 -23
Financial Plan and departmental work plans. Tasks and work items described in
Attachment A that are to be initiated after the 2021 -23 Financial Plan will be re-evaluated
by staff and if feasible, will be proposed during future Financial Plan periods.
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Item 6b
ALTERNATIVES
1. Council could request more information, suggest substantial changes, or otherwise
request that Lead by Example: A Plan for Carbon Neutral City Operations be
presented for adoption at a later date.
2. Council could take no action and direct staff to pursue other initiatives.
ATTACHMENTS
A – Draft Resolution - Approving Lead by Example: A Plan for Carbon Neutral City
Operations
B – Lead by Example: A Plan for Carbon Neutral City Operations
C – Lead by Example Appendix A – GHG Inventory and Forecast
Page 739 of 845
Page 740 of 845
R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING LEAD BY EXAMPLE: A PLAN
FOR CARBON NEUTRAL CITY OPERATIONS
WHEREAS, greenhouse gas accumulation in the atmosphere as the result of
human activity is the primary cause of the global climate crisis; and
WHEREAS, in California alone, the initial impacts of climate change have resulted
in unpresented disasters with tremendous human, economic, and environmental costs;
and
WHEREAS, the Intergovernmental Panel on Climate Change estimates that global
emissions need to be reduced by 45 percent from 2010 levels by 2030, and 100 percent
by 2050 to prevent global catastrophe; and
WHEREAS, the State of California enacted Assembly Bill (AB) 32 to require
greenhouse gas emissions to be reduced to 40 percent below 1990 levels by 2030 and
Governor Brown issued Executive Order B-55-18 establishing a statewide target of
carbon neutrality by 2045; and
WHEREAS, City of San Luis Obispo residents, businesses, and community
partners have repeatedly identified climate action as a top priority; and
WHEREAS, in September 2020, the City of San Luis Obispo City Council adopted
the Climate Action Plan for Community Recovery via Resolution R-11159 (2020 Series)
that, in addition to establishing a pathway to achieve community carbon neutrality by
2035, highlights the role the City can play in “leading by example” and includes a goal of
carbon neutral government operations by 2030 and direction to complete a carbon neutral
government operations plan by summer 2021; and
WHEREAS, the City intends to lead by example and reduce greenhouse gas
emissions from municipal operations in order to model the actions needed to reduce
community-wide emissions; and
WHEREAS, in pursuing a sustainability-oriented approach to achieving carbon
neutral government operations by 2030, the City can also promote a more resilient,
diverse, equitable, and inclusive City organization; and
WHEREAS, a carbon neutral government operations plan has been prepared and
titled, Lead by Example: A Plan for Carbon Neutral City Operations (Lead by Example),
that establishes sector specific 2030 goals and objectives, and provides actions to
establish a trajectory towards achieving those goals and objectives; and
Page 741 of 845
Resolution No. _____ (2021 Series) Page 2
R ______
WHEREAS, the City is committed to sharing resources and lessons learned from
Lead by Example implementation with local and regional community members,
businesses, organizations, and peer cities; and
WHEREAS, Lead by Example is a measure and supportive action within the scope
of the project covered by the already adopted Initial Study-Negative Declaration (IS/ND)
prepared by the City pursuant to the California Environmental Quality Act (CEQA),
circulated for public review, and adopted on August 19, 2020 (EID -0275-2020) that
addressed the environmental impacts of implementing the City of San Luis Obispo 2020
update to the Climate Action Plan and titled Climate Action Plan for Community Recovery;
and
WHEREAS, staff participating in the Green Team from the Public Works, Utilities,
Finance, Human Resources, Information Technology, Parks and Recreation, and
Administration departments co-created Lead by Example, including the sector goals,
objectives, and actions; and
WHEREAS, the Green Team worked closely with the Leadership Team to ensure
Lead by Example goals, objectives, and actions aligned closely with respective
departmental priorities and that all near-term actions to be implemented between 2021-
2023 are budgeted in the 2021-23 Financial Plan.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Luis
Obispo as follows:
SECTION 1. Recitals. The recitals set forth above are here by adopted as the
findings of the City.
SECTION 2. Environmental Review. The Lead by Example: Plan for Carbon
Neutral City Operations is a measure and supportive action within the scope of the project
covered by the already adopted IS/ND for the Climate Action Plan for Community
Recovery (EID-0275-2020) and includes quantified actions to address emissions that
were accounted for in the community inventory and forecast. On the basis of substantial
evidence in the light of the whole record, the project does not trigger any of the conditions
of CEQA Guidelines § 15162 (subsequent EIRs and negative declarations) as outlined
below, no new significant impact on the environment would occur and no new mitigation
measures are required, and no further environmental analysis is therefore required:
No substantial changes are proposed in the project which will require major
revisions of the previously adopted Negative Declaration due to the involvement
of new significant environmental effects or a substantial increase in the severity of
previously identified effect;
Page 742 of 845
Resolution No. _____ (2021 Series) Page 3
R ______
No substantial changes will occur with respect to the circumstances under
which the project is undertaken which will require major revisions of the
previous Negative Declaration due to the involvement of new significant
environmental effects or a substantial increase in the severity of an identified
effect;
No new information of substantial importance, which was not known and could
not have been known with the exercise of reasonable diligence at the time the
previous Negative Declaration was adopted, shows that the project will have one
or more significant effects not discussed in the previous Negative Declaration or
that any previously examined effect would be more severe than shown in the
previous Negative Declaration.
SECTION 3. Greenhouse Gas Emissions Reduction Targets. The City Council
reaffirms carbon neutral government operations by 2030 or sooner as its municipal
greenhouse gas emissions reduction target. The City Council also adopts the following
2030 sector specific goals:
1. No fossil fuels are used to power City buildings and facilities.
2. The City eliminates fossil fuel use in vehicle and equipment fleet.
3. City employee commute is aligned with and substantially exceeds General Plan
Mode Split Objectives by 2030.
4. City buildings, facilities, and operations are zero waste as defined by the Zero
Waste International Alliance (ZWIA).
5. Direct emissions from the provision of wastewater are minimized to the maximum
extent feasible.
6. Carbon sequestration within the City’s Greenbelt and Urban Forest system is
optimized.
7. The City’s procurement, budget, investment, and finance processes support and
accelerate achieving the City’s carbon neutrality goal.
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Resolution No. _____ (2021 Series) Page 4
R ______
SECTION 4. Lead By Example: A Plan for Carbon Neutral City Operations.
The City Council hereby approves Lead by Example: A Plan for Carbon Neutral City
Operations including Technical Appendices.
Upon motion of Council Member ___________, seconded by Council Member
___________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _______________ 20 21.
___________________________
Mayor Heidi Harmon
ATTEST:
________________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
__________________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
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CITY OF SAN LUIS OBISPO LEAD BY EXAMPLE
Acknowledgements
City Council
Mayor Heidi Harmon
Vice Mayor Erica A. Stewart
Council Member Carlyn Christianson
Council Member Jan Marx
Council Member Andy Pease
City Management
Derek Johnson, City Manager
Shelly Stanwyck, Assistant City Manager
Greg Hermann, Deputy City Manager
Green Team Staff
Naomi Albert, Gamaliel Anguiano, Cori Burnett, Dan Clancy, Greg Cruce, Chris Felt, Adam
Fukushima, Natalie Harnett, Alejandro Hernandez, Robert Hill, Gaven Hussey, Devin Hyfield,
Jordan Lane, Brian Lindsey, Teresa McClish, Jennifer Metz, Brian Nelson, Shannon Pressler,
Chris Read, Sharon Seitz, Jennifer Thompson, and many others.
A Note from the City Manager
The City of San Luis Obispo is proud to present Lead by Example: A Plan for Carbon Neutral City
Operations. The City as an organization has a long tradition of promoting sustainability across
operations and leading by example to community partners. Building on the overwhelming community
support for the Climate Action Plan for Community Recovery, Lead by Example sets the City on a
trajectory to achieving the ambitious climate target of carbon neutral government operations by 2030.
As a trusted community leader, the City has a key role to play in implementing innovative climate
actions that reduce greenhouse gas emissions across City operations, create a more resilient and
equitable City organization, and are highly replicable. It is important that the City “walk the walk”
throughout the transition to a carbon neutral San Luis Obispo, and through the sharing of resources
and lessons learned, demonstrate to the community that the City is doing its part. Our actions and
commitments demonstrate action, importance, and the need for City leadership in our own operations.
Lead by Example was developed with input from staff across City departments and nearly nine months
of research and technical work. Now that the City is preparing to implem ent Lead by Example, we will
need to carry on the tradition of sustainability throughout the organization, invest in meaningful climate
action while exploring emerging opportunities, and continue to amplify this work throughout the
community.
As an organization, we boldly embrace this challenge and look forward to making progress alongside
the community. I look forward to seeing our team and community come together to fight the climate
crisis and our leadership can and will make a difference.
Derek Johnson
City Manager, City of San Luis Obispo
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TABLE OF CONTENTS
1. Introduction ............................................................................................................................ 1
2. The Path to Carbon Neutrality ................................................................................................ 7
3. Carbon Neutral City Operations ............................................................................................11
Building & Facility Energy ......................................................................................................12
Fleet ......................................................................................................................................15
Employee Commute ..............................................................................................................18
Solid Waste ...........................................................................................................................21
Wastewater ...........................................................................................................................24
Procurement, Budget, and Finance .......................................................................................26
Natural Solutions ...................................................................................................................29
4. Achieving Our Goals .............................................................................................................33
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1
1. INTRODUCTION
1. INTRODUCTION
The City has a long history of supporting environmental stewardship through its operations, with
actions ranging from solar panel installations to conserving open space; from cutting-edge energy
and chemical management innovations at the Water Treatment Plan and W ater Resource
Recovery Facility to divesting from fossil fuel investments. A partial list of recent greenhouse gas
(GHG) emissions reductions and sustainability actions include:
Conserved over 3,000 acres of open space
lands since 2005, and over 7,800 acres since
the inception of the Greenbelt Protection
Program
Installed solar powered electric vehicle
chargers at City Hall
Purchased two electric buses
Retrofitted streetlights with high-efficiency LED
bulbs
Retrofitted parking garage with high-efficiency
LED bulbs
Retrofitted the Water Resource Recovery
Facility for energy efficiency and installing a
digester gas cogeneration engine for energy
capture
Supported development of the regional
anerobic digester to generate clean power and
compost from the City’ green waste
Established a Solid Waste and Recycling
Section of the Utilities Department
Established the Office of Sustainability in the
Administration Department
Purchased hybrid fleet vehicles, electric
bicycles for fleet, and transitioning diesel fleet
vehicles to renewable diesel
Initiated energy efficiency and energy
generation project at the Water Treatment Plant
Identified Climate Action as a Major City Goal in
each Financial Plan since 2017
Contracted for new solar generating systems at
three facilities
In August of 2020, the City of San Luis Obispo City Council adopted the Climate Action Plan for
Community Recovery via Resolution R-11159 (2020 Series). While the Climate Action Plan for
Community Recovery is primarily focused on community emissions, it also highlights the role the
City as an organization can play in “leading by example” and establishes a goal of carbon neutral
municipal operations by 2030.
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2
Lead by Example: A Plan for Carbon Neutral Municipal Operations (referred to in this document
as “Lead by Example” or “Plan”) identifies an approach for achieving this goal. Carbon neutral
municipal operations by 2030 is an achievable but ambitious goal that requires nearly all City
policy and financial decisions to be aligned and oriented to a low carbon future. With this ambitious
goal comes many challenges and opportunities. The City is excited to embrace these challenges
and use this opportunity to reassess resource use, innovate to deliver core services that are low
carbon, and integrate efforts with ongoing community climate and diversity, equity, and inclusion
work, all while providing highly visible examples of this work to the community.
Lead by Example Process
The planning and implementation of Lead by Example has occurred over three main phases
outlined in Figure 1.1. Lead by Example includes the greenhouse gas emissions inventory
(summarized in this chapter and provided in full as Appendix A), establishes 2030 greenhouse
gas emissions targets per sector, explains how the targets are achievable (summarized in this
chapter and provided in full as Appendix B), and includes an action plan with identified actions
(Chapter 3). Implementation is the fourth phase following the adoption of this plan, as described
in Chapter 4.
Figure 1.1. Lead by Example Planning and Implementation Process.
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3
Greenhouse Gas Emissions Inventory and
Forecast
A greenhouse gas (GHG) inventory is an accounting of the GHG emissions that have occurred
as the result of activity in a calendar year. For this plan, the GHG inventory measures emissions
from activities that are directly related to City operations. The greenhouse gas emissions inventory
and related emissions forecasts provide the foundational technical analysis for staff to understand
baseline conditions and identify necessary actions to achieve Council’s operational carbon
neutrality goal. For Lead by Example, the City updated its 2005 municipal operations baseline
inventory, completed a 2019 municipal operations inventory, and forecasted emissions for 2025
and 2030. Table 1. provides the emissions inventory and forecast years by emissions sector.
The municipal operations inventories and forecasts include emissions estimates for five sectors
as outlined in Table 1.1 Each sector uses activity data from City operations to estimate or model
GHG emissions:
The Building & Facility Energy sector focuses on emissions from energy (electricity and
natural gas) used to power buildings, facilities, and equipment owned and operated by the
City.
The Fleet sector focuses on emissions from fossil fuel use (gasoline and diesel) used in
fleet vehicles owned and operated by the City, including maintenance vehicles, buses, fire
trucks, and police vehicles.
The Employee Commute sector estimates emissions from vehicle miles traveled (VMT)
by employees traveling to and from work.
The Solid Waste sector focuses on emissions from landfilled solid waste, including the
paper and food products disposed in offices and landscape maintenance waste.
The Wastewater sector focuses on direct emissions from wastewater treatment
processes, specifically methane (CH4) from incomplete combustion of digester gas.
Informational GHG emission estimates for Wastewater are included in Appendix A. but
are not included in the total GHG emissions for the baseline, inventoried, or forecast
year(s) due to data and method uncertainty. Energy use from wastewater treatment
processes is included in the Building & Facility Energy sector.
Table 1.1 Municipal Operations GHG Emissions Inventories and Business as Usual
Forecast, 2005-2030 (MTCO2e).
Sector 2005 2019 2025 2030 % change from
baseline in 2030
Building & Facility
Energy 3,550 2,130 2,110 2,290 -35.5%
Fleet 2,250 2,090 2,130 2,130 -5.3%
Employee Commute 810 730 710 610 -24.7%
Solid Waste 120 120 120 120 0.0%
TOTAL 6,730 5,070 5,070 5,150 -23.5%
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4
Carbon Neutral by 2030
The term “carbon neutrality” refers to a state where the
total emissions of the inventoried sectors reported in Table
1.1, above, minus emissions captured through carbon
sequestration efforts are, at most, zero. To achieve carbon
neutral municipal operations, the City will need to pursue
all feasible pathways to decarbonize assets, reduce the
emissions intensity of daily business activities and
workspaces, and empower each department with the tools
to operate more efficiently and sustainably. Achieving
carbon neutrality is a challenge that will require the City to
implement priority near-term actions now and continue to
assess the feasibility of new emission reduction measures
as they emerge. Achieving municipal carbon neutrality will
require support from City Council and staff from all
departments.
Green Team
The Green Team is a cross-departmental collaborative body of staff convened to help guide the
City’s approach to achieving carbon neutral City operations. The Green Team allows staff from
each department to participate in the planning and implementation of emissions reduction
measures to achieve a truly all-City approach to municipal carbon neutrality. For Lead by
Example, the Green Team was divided into individual working groups based on each emissions
sector. The stated and ongoing objectives of the Green Team are to:
Cultivate an educated core group of staff that understand how their department’s
operations contribute to the City’s overall GHG emissions and, in turn, recognize
opportunities for emission reductions.
Build capacity within the organization to Lead by Example by developing and
implementing emissions reduction measures and supporting key technical tasks.
Maximize opportunities for partnership between departments to share responsibilities and
take action.
Establish a foundation for ongoing employee education and outreach on municipal carbon
neutrality.
Lead by Example has been co-created by the Green Team and reflects the hard work of staff
members from throughout different City departments.
Diversity, Equity, and Inclusion
Diversity, equity, and inclusion are core values for the City of San Luis Obispo. While Lead by
Example focuses on GHG emissions and reduction actions related to emissions, opportunities
exist to advance diversity, equity, and inclusion throughout the organization and the community.
Staff have collaborated with the Green Team and the City’s internal Diversity, Equity, and
What are Municipal Operations?
While the Climate Action Plan for
Community Recovery addresses
greenhouse gas emissions from all
actions that occur in the City limits,
Lead by Example is focused on
emissions caused by the day-to-day
operations of the City of San Luis
Obispo as an organization. In this
context, the City organization can be
thought of as a business that runs
offices, employs staff, uses fleet
vehicles, operates machinery, and
maintains properties to carry out a
variety of essential functions.
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5
Inclusion (DEI) Committee to develop the following list of actions that staff are committed to
throughout the implementation of Lead by Example and during future planning updates:
Staff will develop an employee outreach and education program to share accessible
information about Lead by Example and Council’s operational carbon neutrality goal to
staff outside of the Green Team.
Staff will facilitate employee feedback sessions to continue exploring opportunities and
challenges in integrating and addressing diversity, equity, and inclusion through the work.
A DEI committee member will be invited to join Green Team meetings quarterly to facilitate
collaboration around diversity, equity, and inclusion in Lead by Example implementation.
Staff will integrate diversity, equity, and inclusion at the initial stages of the next Lead by
Example update in 2023 and intend to collaborate with the DEI committee throughout the
planning process.
Additional information about equity considerations for specific emissions sectors is included in
Chapter 3: Carbon Neutral City Operations under “Emerging Issues and Opportunities”.
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7
2. THE PATH TO
CARBON
NEUTRALITY
The City’s Approach to Municipal Carbon
Neutrality
The City’s approach to municipal carbon neutrality is based on the guiding principles and
greenhouse gas (GHG) emission inventories and forecasts and staff engagement as described
in Chapter 1. The City’s approach to municipal carbon neutrality is organized into a total of seven
sectors, as shown in figure 2.1, each with a long-term goal and objectives, as well as foundational
actions to be initiated or completed by 2023.
The Municipal Operations GHG Inventory includes five emissions sectors as mentioned in
Chapter 1. Two additional sectors are included in Lead by Example that are not associated with
direct GHG emissions for the purposes of the inventory and forecast but play a critical supportive
role in the achievement of the City’s carbon neutrality goal. The two additional sectors are:
Natural Solutions. This sector captures the GHG emission sequestration activities
occurring on City-owned property that could partially offset operational emissions.
Procurement, Budget, and Finance. This sector focuses on aligning the financial
processes that are the foundations of City operations with climate action and
sustainability..
Estimated Greenhouse Gas Emission
Reductions
With the support of the Green Team, the City identified a pathway to achieve deep GHG
reductions in municipal operations. The City conducted a robust work effort to model and estimate
the emissions reductions occurring as the result of implementing Lead by Example. The resulting
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8
GHG reduction estimates and underlying calculations show that the City can make significant
progress toward achieving its goal of carbon neutral municipal operations by 2030.
The combined reductions from the Lead by Example sectors and their objectives (not including
sequestered emissions from the Natural Solutions sector) are expected to result in a total
reduction of 2,780 MTCO2e in 2025, or 55 percent below the “business as usual” forecast and
4,300 MTCO2e in 2030, or 84 percent below the business as usual forecast, as shown in Figure
2.2 and Table 2.1. In 2030, not including offset emissions from the Natural Solutions sector, a
remaining gap of 850 MTCO2e between forecast emissions and carbon neutrality is estimated.
Considering offset emissions from the Natural Solutions sector, total emissions are estimated to
reach net-zero in 2027 and surpass it thereafter.
Figure 2.1. Emission Sectors and Goals.
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9
Figure 2.2. Municipal Operations GHG Emissions Forecast, 2005-2030.
Table 2.1 GHG Emissions Reduction and Offset Estimates (MTCO2e, 2025 and 2030)
Sector 2025 2030
“Business as Usual” Emissions
Forecast 5,070 5,150
Building and Facility Energy -1,560 -1,950
Fleet -930 -1,890
Employee Commute -240 -350
Solid Waste -50 -110
Natural Solutions (offset) -1,790 -2,000
Total Emissions Reductions
(without Natural Solutions) -2,780 -4,300
Total Remaining Emissions
(without Natural Solutions) 2,290 850
Getting to True Carbon Neutrality
Lead by Example’s approach to reducing greenhouse gas emissions (not including sequestered
emissions from the Natural Solutions sector) leaves approximately 850 MTCO2e in annual
emissions in 2030 to reduce or offset to achieve true carbon neutrality. Considering the offset
emissions from the Natural Solutions sector, the City is expected to achieve net-zero greenhouse
gas emissions in 2027, three years before the City’s goal year of 2030. While the estimated offsets
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2000 2005 2010 2015 2020 2025 2030 2035MTCO2e
Year
Business as Usual Forecast (MTCO2e)
Reduction Measure Forecast without Natural Solutions (MTCO2e)
Reduction Measure Forecast with Natural Solutions (MTCO2e)
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10
from the Natural Solutions sector technically allow the City to achieve its carbon neutrality goal
ahead of schedule, it is necessary to emphasize the present uncertainty around the modeling
methodology used to estimate Natural Solutions offsets and the im portance of continued action
to approach carbon neutrality without offsets.
To estimate emissions offsets associated with Natural Solutions, the City used commonly-
accepted protocols and modeling equations to estimate offsets as a result of activities on City-
owned properties. However, the City has not yet implemented pilot projects and do not yet have
site-specific data.
The City is committed to fully implementing emissions reduction actions described in Lead by
Example and pursuing opportunities for expansion and enhancement as supportive market
conditions emerge to continue driving down operational emissions. Both in achieving Council’s
goal and leading in the community, it is important to continue making progress and engaging in
emerging decarbonization activities. As emissions quantification protocols evolve over time and
the City explores opportunities to further integrate Scope 31 indirect emissions into future
inventories and operations plans, a continued commitment to scaling decarbonization programs
and projects will be critical to achieve carbon neutral City operations.
1 The operational activities and sectors that are covered in Lead by Example fall under Scope 1 and 2 emissions, with the exception
of Employee Commute, which is considered to be Scope 3. Scope 3 emissions includes all other indirect emissions not covered in
Scope 2, such as emissions resulting from the extraction and production of purchased materials and fuels, transport -related
activities in vehicles not owned or controlled by the local government (i.e. Employee Commute), outsourced activities, waste
disposal, and more. More information can be found at https://ww3.arb.ca.gov/cc/protocols/localgov/pubs/lgo_protocol_v1_1_2010-
05-03.pdf.
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11
3. CARBON NEUTRAL CITY OPERATIONS
3. CARBON NEUTRAL
CITY OPERATIONS
Each sector’s actions present critical next steps in pursuing carbon neutral City operations by
2030. As described in previous chapters, the Green Team has worked closely with departmental
staff throughout the City to develop and refine each of the following actions to ensure consistency
with Council objectives, feasibility, and equity considerations.
This chapter provides an overview of each sector and its goal and objectives, a description of the
overall approach to reducing emissions, emerging challenges and opportunities that will guide
staff’s approach, the actions that will enable the City to achieve the goal and objectives, and an
emissions quantification summary.
Following best practices, the actions are organized by the Financial Plan period when they are
expected to be initiated. Lead by Example includes specific actions to be initiated during the 2021-
23, 2023-25, 2025-27, and 2027-29 Financial Plan periods. Actions are grouped by Financial Plan
periods in order to closely align Lead by Example projects and programs with budgeted resources.
All actions identified for 2021-23 are included in the 2021-23 Financial Plan adopted on June 1,
2021 or are included in staff work programs.
It is important to note that for actions expected to be implemented beyond the 2021-23 Financial
Plan, the timelines presented are a best estimate and may change as lessons are learned through
Lead by Example implementation. Staff are committed to performing an ongoing re-assessment
of the actions necessary to achieve each sector goal and objectives and may recommend new or
updated actions and/or changes to the implementation timeline based on feasibility and emerging
best practices.
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12
Building & Facility
Energy
Strategy Overview
City-owned buildings and facility energy use was the
largest contributor to annual municipal greenhouse gas
emissions in 2019, accounting for 40 percent of
inventoried emissions. The City has historically pursued
long-term cost-saving retrofit opportunities on an ad-hoc
basis when funding or outside resources allow (e.g., the
2016 replacement of streetlights with high-efficiency
LED bulbs).
Lead by Example includes a strategic pathway to identify
priority retrofit projects across buildings and facilities, align projects with new and existing funding
mechanisms and budget cycles, and initiate retrofits. Due to recent advances in electric high-
efficiency appliances and equipment, coupled with the City joining Central Coast Community
Energy (3CE), there is an opportunity to transition away from fossil fuels and decarbonize the
City’s new and existing buildings and facilities. This can be achieved through a two-pronged
approach: (1) committing to constructing all-electric new buildings and facilities, and (2) laying out
a path for building decarbonization, efficiency, and energy resilience retrofits in existing buildings.
Emerging Challenges and Opportunities
With recent Public Safety Power Shut-offs (PSPS) experienced across California during the 2019
and 2020 wildfire seasons, it is critical that City buildings and facilities are able to operate in a
rapidly changing climate. Additionally, as electric vehicles substantially increase load (and
potentially provide mobile storage), electricity pricing shifts to time of use, and the City adds
additional generation and storage assets, it will be increasingly complicated to manage onsite
energy use for optimal operations, cost, and low emissions.
As rapidly decreasing costs in onsite renewable energy systems (like rooftop solar PV arrays)
paired with battery storage, the City has an opportunity to gain greater energy independence and
enhance the resilience of facilities. Staff commit to continue considering these emerging issues
and integrating feasible solutions into this sector’s long-term strategic approach.
GOAL: The City eliminates fossil fuel
use in buildings and facilities.
OBJECTIVES:
1. Construct only all-electric new
buildings and facilities.
2. Eliminate fossil fuel use to the
maximum extent possible in
existing buildings and facilities.
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GHG Reduction Actions
Table 3.1 shows the reduction measure actions developed by the Green Team for the Building
and Facility Energy sector. The table includes immediate actions that were completed during
Phase I of the Lead by Example planning and implementation process as well as those near and
long-term actions collaboratively developed with the Green Team. All actions within the 2021-23
Financial Plan period are currently budgeted or scheduled and do not represent additional work
tasks. Chapter 4 provides additional implementation information, including responsible
departments.
Table 3.1. Building and Facility energy GHG reduction actions.
Status GHG Reduction Action Completed Energy Immediate Action 1 Initiate conversations with PG&E and The Energy Network
to explore on-bill financing opportunities for City buildings and facilities.
Energy Immediate Action 2 Review and propose edits for lawn & garden Request for
Proposals 2021-23 FP Energy 1.1 Initiate and complete Energy Master Plan to develop the approach to
decarbonization, comprehensive energy management, and efficiency across
buildings and facilities.
Energy 1.2 Complete On-Bill Financing Projects to retrofit buildings and facilities.
Energy 1.3 Complete solar projects at SLO Swim Center, Transit Yard, and Fire
Station 1 to offset energy use at key facilities.
Energy 1.4 Complete battery storage project at the Water Treatment Plant to promote
resilience against power failure.
Energy 1.5 Continue ongoing and strategic efficiency improvements to advance the
goal and objectives for the Energy sector.
Energy 1.6 Develop and pilot an energy monitoring and management dashboard for
Utilities Department to identify additional areas for efficiency improvements and
quantify the impact of existing and future actions and consider scaling after pilot
phase.
Energy 1.7 Identify low or no cost energy efficiency improvements at the Wastewater
Resource Recovery Facility (WRRF) through ongoing participation in energy
efficiency studies with PG&E to reduce energy demand and emissions for one of the
City’s largest energy-consuming facilities. 2023-25 FP Energy 2.1 Initiate implementation of Energy Master Plan, continue priority retrofits,
and initiate hard-to-reach retrofits to advance decarbonization and energy
management across buildings and facilities.
Energy 2.2 Continue funding building retrofits and identifying and pursuing innovative
funding and financing mechanisms such as on-bill financing.
Energy 2.3 Procure and manage facility-wide energy management software and
consider supportive staffing to target opportunities for retrofits and other energy
efficiency measures.
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Status GHG Reduction Action
Energy 2.4 "Opt-up" to Central Coast Community Energy (3CE) Prime to receive
100% renewable energy. 2025-27, 27-29 FP Energy 3.1 Continue implementing Energy Master Plan and continue hard-to-reach
retrofits to advance energy efficiency across buildings and facilities.
Energy 3.2 Continue funding building retrofits and identifying and pursuing innovative
funding and financing mechanisms such as on-bill financing.
Sector Emissions
The Building & Facility Energy sector focuses on emissions from energy (electricity and natural
gas) used in buildings and facilities owned and operated by the City. Figure 3.1 shows the
business as usual scenario for municipal building and facility energy emissions compared to
forecasted emissions as a result of implementing the sector’s emission reduction actions,
described in the previous section. In 2025, Building and Facility Energy emissions are expected
to decrease by 1,560 MTCO2e relative to “business as usual”, or approximately 74 percent. In
2030, emissions are expected to decrease by 1,950 MTCO2e relative to “business as usual”, or
approximately 85 percent.
Figure 3.1. Building and Facility Energy forecasted emissions.
-
500
1,000
1,500
2,000
2,500
2018 2020 2022 2024 2026 2028 2030 2032MTCO2e
Year
Reduction Measure Forecast (MTCO2e)Business as Usual Forecast (MTCO2e)
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Fleet
Strategy Overview
Fleet is the second-largest contributor to annual
municipal greenhouse gas emissions, creating
approximately 39 percent of overall emissions. It is
necessary for the City to pursue a phased transition to
an electrified fleet (including transit) to achieve
emissions reductions in this sector.
Lead by Example includes a strategic pathway to
identify priority electrification opportunities across the
City’s fleet, align fleet replacement and purchase
policies with the carbon neutrality goal, assess
charging capacity and needs, and identify external
funding opportunities to support the transition. By
enhancing charging capacity across key City facilities
via grants and partnerships, integrating EV-related
objectives in procurement policies, accelerating and
supporting the Transit Electrification Strategy, and
exploring alternate modes for in-town travel, the City will be prepared to accommodate a growing
EV fleet while driving down emissions across the sector.
Emerging Challenges and Opportunities
Reducing emissions in the Fleet sector is particularly challenging for medium and heavy-duty fleet
vehicles, off-road equipment, and the increasing need for diesel-powered backup generators. This
is especially true in divisions with medium and heavy-duty vehicles, including Public Works:
Streets, Utilities, Parks and Recreation, Police, and Fire. While there are many price and
performance-comparable options for light-duty vehicles, there is not currently a robust market for
large trucks and maintenance equipment powered by electricity, hydrogen, or other alternative
zero-emissions fuels. The inventoried Fleet sector also includes diesel used to power backup
generation systems. Diesel used for backup power generation presents a particularly difficult
fossil fuel source to decarbonize, as the need for reliable and accessible secondary power is
essential to maintain critical services during times of crisis.
Staff have designed the Fleet emissions reduction strategy to reflect market uncertainty and
integrated an action to lay the foundations for a hard-to-reach fleet vehicle transition once
technology and cost-effectiveness allow.
GOAL: The City eliminates fossil fuel
use in vehicle and equipment fleet.
OBJECTIVES:
1. Achieve 100% all-electric light
duty vehicles, excluding long-
range and certain public safety
vehicles.
2. Achieve 50% zero emissions
medium and heavy-duty vehicles.
3. Achieve 100% all-electric transit
fleet.
4. Achieve 100% all-electric
equipment, excluding certain
heavy-duty equipment, pumps,
and backup generators.
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GHG Reduction Actions
Table 3.2 shows the reduction measure actions developed by staff for the Fleet sector. The table
includes immediate actions that were completed during Phase I of the Lead by Example planning
and implementation process as well as those near and long-term actions collaboratively
developed with the Green Team. All actions within the 2021-23 Financial Plan period are currently
budgeted or scheduled and do not represent additional work tasks. Chapter 4 provides additional
implementation information, including responsible departments.
Table 3.2. Fleet GHG reduction actions.
Status GHG Reduction Action Completed Fleet Immediate Action 1 Support Fleet Replacement Policy update to include
requirements for all-electric light duty fleet vehicles on replacement.
Fleet Immediate Action 2 Research and assess green fleet procurement case studies
Fleet Immediate Action 3 Create GIS layer with locations of fleet parking and existing
and planned EV chargers 2021-23 FP Fleet 1.1 Expand EV charging infrastructure at strategic locations to accommodate a
growing EV fleet.
Fleet 1.2 Begin priority fleet electrification of light-duty vehicles to initiate the
transition to a zero-emissions fleet.
Fleet 1.3 Continue to research funding sources for charging infrastructure and
monitor best practices for zero emissions medium and heavy-duty vehicles to build
the foundation for a future "hard to reach" fleet transition.
Fleet 1.4 Advocate to Central Coast Community Energy (3CE) to fund a fleet
electrification plan to advance the goal and objectives of the Fleet sector. 2023-25 FP Fleet 2.1 Develop and begin implementing landscape management and maintenance
equipment transition plan to reduce fossil fuel use in maintenance equipment.
Fleet 2.2 Launch landscape management pilot program to explore feasibility and
effectiveness of electric landscaping equipment ahead of a broader transition.
Fleet 2.3 Expand charging infrastructure for electric landscaping equipment and
other electric/hybrid equipment to accommodate a growing electric equipment fleet.
Fleet 2.4 Explore feasibility of backup power generation transition plan to reduce
fossil fuel use in backup power generation.
Fleet 2.5 Develop onsite solar offsets for charging needs to prevent increased energy
demand and subsequent electricity purchases.
Fleet 2.6 Develop plan for charging ‘hard to electrify” light duty vehicles (e.g., police
cruisers), medium duty vehicles, and heavy-duty vehicles and install infrastructure as
feasible. 2025-27, 27-29 FP Fleet 3.1 Implement landscape management and maintenance equipment transition
plan to advance the goal and objectives of the Fleet sector.
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Status GHG Reduction Action 2025-27, 27-29 FP Fleet 3.2 Initiate backup power generation transition plan to advance the goal and
objectives of the Fleet sector.
Fleet 3.3 Begin or continue transition to zero emissions medium and heavy-duty fleet
vehicles to support the goal and objectives of the Fleet sector.
Fleet 3.4 Procure vehicles for Police Department as identified in the FY 2025-26
Capital Improvement Project Budget to support the goal and objectives of the Fleet
sector.
Sector Emissions
The Fleet sector focuses on emissions from fossil fuel use (gasoline and diesel) used to power
on-road vehicles and maintenance equipment owned and operated by the City. Figure 3.2 shows
the business-as-usual scenario for municipal fleet emissions compared to forecasted emissions
as a result of implementing the sector’s emission reduction actions, described in the previous
section. Please note that the Lead by Example implementation forecast is based on the
assumption that the City implements the Building & Facility Energy action 2.4, in which the City
will opt-up to Central Coast Community Energy (3CE) Prime. In 2025, Fleet emissions are
expected to decrease by 930 MTCO2e relative to “business as usual”, or approximately 44
percent. In 2030, emissions are expected to decrease by 1,890 MTCO2e relative to “business as
usual”, or approximately 89 percent.
Figure 3.2. Fleet forecasted emissions.
-
500
1,000
1,500
2,000
2,500
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031MTCO2e
Year
Reduction Measure Forecast (MTCO2e)Business as Usual Forecast (MTCO2e)
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Employee Commute
Strategy Overview
Single-occupancy transportation represents one of the
largest community emissions sources in San Luis Obispo
and the State of California. While employee commute for
only represents approximately 13 percent of annual
municipal operations emissions, the sector is highly visible
and successful program implementation at the City could
be transferable to businesses and other organizations in
the community. For example, in 1998 the City initiated the
Trip Reduction Incentive Program (TRIP) to help
employees track their commute and receive incentives for
taking less polluting commute options, which inspired
other regional organizations to take similar actions..
Lead by Example includes a strategic pathway to identify
opportunities to enhance and expand the TRIP program,
leverage updated work-from-home policies to tailor new and existing commute reduction
initiatives, and pursue partnerships to develop innovative mobility platforms. By building on
evolving practices for employee tele-work and tailoring programs to encourage alternative
transportation when commute is necessary, the City can achieve substantial reductions in
commute vehicle miles traveled and related emissions.
Emerging Challenges and Opportunities
The Employee Commute sector is a challenging, yet critical aspect of annual municipal GHG
emissions. Staff that live within and outside of San Luis Obispo overwhelmingly rely on single-
occupancy vehicle travel to report to work. This pattern can be attributed to the relatively far
distance between home and work for many out-of-town employees due to higher housing costs
in San Luis Obispo, the convenience of driving compared to other modes, perceived safety
compared to other modes, and cultural norms. Meaningful changes to the vehicle miles travelled
and commute mode chosen by employees will largely be based on behavioral change, over which
the City is able to exercise limited policy and program influence. Additionally, while the COVID-
19 pandemic has drastically reduced the number of employees physically reporting to work in
2020 and 2021, it is assumed that the transition back to in-person work could result in “business-
as-usual” commute habits.
In the commute emissions reduction strategy, staff are committed to utilizin g equity-focused
incentives to encourage City employees to choose alternate modes and reduce overall vehicle
miles traveled. Work with staff in the Human Resources department will inform the planning
process to develop updated, long-term work-from-home policies that will allow flexibility for
employees to work remotely.
GOAL: City employee commute is
aligned with and substantially
exceeds General Plan Mode Split
Objectives by 2030.
OBJECTIVES:
1. Reduce single-occupancy
commute miles 25% by 2025,
50% by 2030.
2. Of the remaining single-
occupancy commute miles,
achieve 25% via electric vehicle
by 2025, 50% via electric vehicle
by 2030.
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GHG Reduction Actions
Table 3.3 shows the reduction measure actions developed by staff for the Employee Commute
sector. The table includes immediate actions that were completed during Phase I of the Lead by
Example planning and implementation process as well as those near and long-term actions
collaboratively developed by the Green Team. All actions within the 2021-23 Financial Plan period
are currently budgeted or scheduled and do not represent additional work tasks. Chapter 4
provides additional implementation information, including responsible departments.
Table 3.3. Employee Commute GHG reduction actions.
Status GHG Reduction Action Completed Commute Immediate Action 1 Integrate “Lead by Example” into the Active
Transportation Plan.
Commute Immediate Action 2 Facilitate an initial meeting with San Luis Obispo
Council of Governments (SLOCOG) to expand iRideshare capabilities and leverage
“mobility as a service” for employee commute objectives. 2021-23 FP Commute 1.1 Leverage updated work from home policies to provide VMT and provide
additional incentives for alternative transportation for field workers and shift workers.
Commute 1.2 Update TRIP program to reflect current Council priorities and
contemporary issues such as work from home, DEI, and electric vehicles.
Commute 1.3 Develop trip reduction program to show that the City holds itself to the
same standards as current development and to reduce vehicle miles travelled.
Commute 1.4 Launch programs to increase employee access to bicycles (e.g.,
employee bike loan program).
Commute 1.5 Enhance/expand bus pass access to encourage alternate, low-carbon
transportation for commute purposes.
Commute 1.6 Explore mobility-as-a-service to connect employees with alternate, low-
carbon transportation for commute purposes.
Commute 1.7 Establish electric vehicle charging policy for personal vehicles at City
parking spaces to encourage use of EV’s for commute purposes. 2023-25 FP Commute 2.1 Enhance access to trip reduction incentives for out-of-town employees
to equitably advance the goal and objectives of the Employee Commute sector. 2025-27, 27-29 FP Commute 2.2 Evaluate staff commute habits and reevaluate strategic approach to
achieving sector objectives.
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Sector Emissions
The Employee Commute sector focuses on emissions from vehicle miles travelled (VMT) used
by City employees to travel to and from work. Figure 3.3 shows the business as usual scenario
for employee commute emissions compared to forecasted emissions as a result of implementing
the sector’s emission reduction actions, described in the previous section. In 2025, Employee
Commute emissions are expected to decrease by 240 MTCO2e relative to “business as usual”,
or approximately 34 percent. In 2030, emissions are expected to decrease by 350 MTCO2e
relative to “business as usual”, or approximately 57 percent.
Figure 3.3. Employee Commute forecasted emissions.
-
100
200
300
400
500
600
700
800
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031MTCO2e
Year
Reduction Measure Forecast (MTCO2e)Business as Usual Forecast (MTCO2e)
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Solid Waste
Strategy Overview
City facilities and operations produce a considerable volume
of annual solid waste, totaling about 280 tons in 2019. In
terms of municipal operations GHG emissions, Solid Waste
represents approximately two percent of total emissions.
However, similar to Employee Commute, the Solid Waste
sector presents an opportunity to develop and pilot waste
reduction programs and capital projects that can be
modeled by businesses and other organizations in the
community. The City has historically implemented
operations-based waste reduction policies consistent with
state law and launched in-office programs that coincide with
community programs, like the distribution of green waste bins across the organization.
The Utilities department is in a unique position to utilize its existing partnership with the Integrated
Waste Management Authority (IWMA) to scale community-based waste reduction initiatives for
municipal use. Lead by Example includes a strategic pathway to identify opportunities to enhance
and expand current waste reduction programs and policies through a waste reduction plan. By
implementing waste-reduction measures across City buildings and facilities and pursuing zero-
waste operations, the City can save money, cut emissions, and Lead by Example.2
Emerging Challenges and Opportunities
Pursuing zero-waste operations poses various challenges and uncertainties. Notably, reducing
office-based waste is largely dependent on individual employee behavior. Even after the
infrastructure and policies are in place, employees must dispose of waste in the correct bin, follow
best practices, and develop new habits. This reality makes employee buy-in and education a
critical component of achieving our waste objectives.
The pathway to reducing waste will largely depend on the findings and recommendations of the
Municipal Waste Reduction Plan and Characterization Study (to be developed in FY 21-23). While
any waste diverted from a landfill is a success, reducing consumption first is the best approach to
minimize issues such as recycling contamination and green waste bin under-utilization.
2 The Zero Waste International Alliance (ZWIA) defines “zero waste” as “t he conservation of all resources
by means of responsible production, consumption, reuse, and recovery of products, packaging, and
materials without burning and with no discharges to land, water, or air that threaten the environment or
human health.” Lead by Example operationalizes this as a 90% reduction in landfilled waste.
GOAL: City buildings, facilities,
and operations are zero waste as
defined by the Zero Waste
International Alliance (ZWIA).
OBJECTIVES:
1. Achieve 90% reduction in
landscape waste.
2. Achieve 90% reduction in
office-based operation
waste.
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GHG Reduction Actions
Table 3.4 shows the reduction measure actions developed by staff for the Solid Waste sector.
The table includes immediate actions that were completed during Phase I of the Lead by Example
planning and implementation process as well as those near and long-term actions collaboratively
developed with the Green Team. All actions within the 2021-23 Financial Plan period are currently
budgeted or scheduled and do not represent additional work tasks. Chapter 4 provides additional
implementation information, including responsible departments.
Table 3.4. Solid Waste GHG reduction actions.
Status GHG Reduction Action Completed Waste Immediate Action 1 Research and assess solution case studies for recycling
contamination in public spaces. 2021-23 FP Waste 1.1 Hire a CivicSpark Fellow to support municipal zero waste goal.
Waste 1.2 Develop a Municipal Waste Reduction Plan & conduct municipal waste
characterization study to frame an approach to operations-wide solid waste reduction.
Waste 1.3 Adopt waste reduction and diversion ordinances to ensure consistency with
ordinance directives from the Integrated Waste Management Authority.
Waste 1.4 Survey office space throughout the City and assess opportunities to
optimize waste reduction through the TRUE certification program.
Waste 1.5 Develop & implement paper-free workplace policy to reduce paper waste
in office-based operations.
Waste 1.6 Initiate project to right-size existing waste bins to encourage appropriate
waste disposal across offices. 2023-25 FP Waste 2.1 Implement Municipal Waste Reduction Plan to support the goal and
objectives of the Solid Waste sector. 2025-27, 27-29 FP Waste 3.1 Continue implementing Municipal Waste Reduction Plan to support the
goal and objectives of the Solid Waste sector.
Sector Emissions
The Solid Waste sector focuses on emissions from solid waste disposal as a result of City
operations. Figure 3.4 shows the business as usual scenario for solid waste emissions compared
to forecasted emissions as a result of implementing the sector’s emission reduction actions,
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described in the previous section. In 2025, Solid Waste emissions are expected to decrease by
50 MTCO2e relative to “business as usual”, or approximately 42 percent. In 2030, emissions are
expected to decrease by 110 MTCO2e relative to “business as usual”, or approximately 92
percent.
Figure 3.4. Solid Waste forecasted emissions.
-
20
40
60
80
100
120
140
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031MTCO2e
Year
Reduction Measure Forecast (MTCO2e)Business as Usual Forecast (MTCO2e)
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Wastewater
Strategy Overview
The City of San Luis Obispo owns and operates a major
facility responsible for treating wastewater, the Water
Resource Recovery Facility (WRRF). This facility and its
processes use a significant amount of energy to power
equipment. Additionally, the WRRF is a source of direct
emissions in the form of biogas, which is a byproduct of the wastewater treatment process.
Operations at the WRRF are highly regulated and opportunities to reduce emissions and enhance
energy efficiency are constrained to allowable changes according to the regulatory agencies that
oversee wastewater recovery in the State of California and the County of San Luis Obispo. The
WRRF is currently undergoing an upgrade project that will replace the use of chemicals for
disinfection with UV technology. This project will reduce the negative environmental and
embodied GHG emission impacts of industrial chemicals and will result in greater onsite electricity
use.
Lead by Example includes a strategic pathway to identify opportunities for emissions reduction
actions within the existing regulatory framework that the WRRF operates. By strategically
pursuing onsite energy generation using digester biogas and exploring pathways to utilize
biosolids for local use, the City can capitalize on critical infrastructure in a strict regulatory
environment to reduce direct and indirect emissions.
Emerging Challenges and Opportunities
Wastewater recovery is an essential function of the City. Critical services such as these operate
under strict regulatory standards which limit opportunities to pursue energy efficiency and other
climate actions. For example, new regulatory standards require the WRRF to phase-out it’s
chemical disinfection processes and construct a more effective and less environmentally-
impactful technology (UV disinfection) that requires greater onsite energy use. By exploring the
feasibility of further enhancing onsite energy generation via the co-generation system paired with
battery storage, the City can potentially offset these increased energy needs while creating a
more resilient system overall. The WRRF is currently partnered with PG&E and the U.S.
Department of Energy in exploring opportunities for additional efficiency measures, including the
expansion of onsite energy production and optimization of existing and future facilities currently
under construction. Staff are committed to considering feasible avenues for reducing emissions
while maintaining high standards of operation.
GHG Reduction Actions
Table 3.5 shows the reduction measure actions developed by staff for the Wastewater sector.
The table includes immediate actions that were completed during Phase I of the Lead by Example
GOAL: The City minimizes direct
emissions from the provision of
wastewater to the maximum extent
feasible.
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planning and implementation process as well as those near and long-term actions collaboratively
developed with the Green Team. All actions within the 2021-23 Financial Plan period are currently
budgeted or scheduled and do not represent additional work tasks. Chapter 4 provides additional
implementation information, including responsible departments.
Table 3.5. Wastewater GHG reduction actions.
Status GHG Reduction Action Completed Wastewater Immediate Action 1 Develop community engagement materials and
outreach program for sewer lateral replacement policy. 2021-23 FP Wastewater 1.1 Optimize onsite energy generation to reduce external energy demand
and subsequent electricity purchases.
Wastewater 1.2 Continue to reduce inflow and infiltration into the wastewater
collection system through capital replacement of gravity sewer mains and private
sewer lateral programs, resulting in less wastewater to treat.
Wastewater 1.3 Evaluate the potential for expanded onsite energy capture and
production through an ongoing partnership with the U.S. Department of Energy.
Sector Emissions
The Wastewater sector focuses on emissions from the wastewater treatment process. The energy
used to power the WRRF is included under the Building and Facility Energy sector. GHG
emissions estimates included in the 2019 Municipal GHG Inventory and Report are purely
informational, as staff are not confident that the calculation methods used are defensible.
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Procurement, Budget,
and Finance
Strategy Overview
While activities related to Procurement, Purchasing, &
Finance are not directly quantified in the Municipal
Greenhouse Gas Inventory, this sector is of unique
importance due to its nexus with the other sectors. The
way the City spends money, by funding internal
projects and programs, investing, and entering into
vendor contracts has downstream impacts on
greenhouse gas emissions. The City has historically
integrated climate and sustainability considerations
into financial policy on an ad hoc basis per Council
direction, like the Municipal Code Environmentally
Preferred Purchasing Policy adoption in 1990 (updated
in 2015 and 2018).
Lead by Example includes a strategic pathway to
identify opportunities to formally integrate climate
considerations across procurement, budgeting, and
finance activities and pilot purchasing programs.
Integrating climate considerations and priorities into the
City’s financial operations serves as the foundation for the broader transition to carbon neutral
City operations across all sectors.
Emerging Challenges and Opportunities
Currently, there are not strong case studies for how peer cities formally integrate quantitative
climate and sustainability metrics into financial decision-making processes. This space is rapidly
emerging as more municipalities aim to align financial policies and procedures with climate goals.
Staff have already begun integrating qualitative, high-level considerations and prompts into
purchasing and budget approval processes to frame the Council-adopted climate goal in the
context of financial activities. Staff are committed to considering opportunities to integrate climate
metrics broadly across financial activities and continuing to explore peer city case studies as the
emissions reduction strategy is implemented.
GOAL: The City supports and
accelerates achieving the carbon
neutrality goal through procurement,
budget, investment, and finance
processes.
OBJECTIVES:
3. Establish sustainability criteria to
guide vendor selection and other
procurement activities.
4. Establish criteria to guide budget
development and selection of
CIPs.
5. Achieve 100% ESG investments
across the City's portfolio.
6. Establish approach to enhancing
circularity in City procurement and
operations.
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GHG Reduction Actions
Table 3.8 shows the reduction measure actions developed by staff for the Procurement, Budget,
and Finance sector. The table includes immediate actions that were completed during Phase I of
the Lead by Example planning and implementation process as well as those near and long-term
actions collaboratively developed with the Green Team. These actions are expected to result in
indirect emissions reductions and are therefore not included in the GHG emissions forecast. All
actions within the 2021-23 Financial Plan period are currently budgeted or scheduled and do not
represent additional work tasks. Chapter 4 provides additional implementation information,
including responsible departments.
Table 3.8. Procurement, Budget, and Finance GHG reduction actions.
Status GHG Reduction Action Completed Procurement Immediate Action 1 Research and assess case studies on
green/sustainable budgeting at the municipal level.
Procurement Immediate Action 2 Collect case studies from Green Cities California
(GCC) on draft purchase policy update.
Procurement Immediate Action 3 Adopt new policy focusing budget decisions on
sustainability, resilience, and diversity, equity, and inclusion.
Procurement Immediate Action 4 Update capital improvement project (CIP) intake
form to include carbon neutrality considerations. 2021-23 FP Procurement 1.1 Develop and implement Capital Improvement Project (CIP)
climate and resilience quantification tool for 2023-25 FP to promote consistency
with Council-adopted climate goals for capital projects.
Procurement 1.2 Update and advance climate and equity budget approach for
2023-25 FP to promote consistency with Council-adopted climate goals for budget
processes.
Procurement 1.3 Update Environmentally Preferred section of Procurement Policy
and codify in the Municipal Code to reflect broader climate and sustainability
considerations.
Procurement 1.4 Conduct pilot program with IT and consider updating IT strategic
plan regarding environmentally preferred equipment to identify/assess challenges
and opportunities with sustainable purchasing that can be scaled to other
operations and equipment. 2023-25 FP Procurement 2.1 Develop and begin implementing Council-adopted sustainability
criteria for procurement contracts. 2025-27, 27-29 FP Procurement 3.1 Revisit janitorial contracts (amendment to request for proposal
template & purchasing policy) to promote consistency with Council-adopted climate
goals for janitorial products and services.
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Sector Emissions
The Procurement, Budget, and Finance sector is associated with indirect emissions not quantified
in the 2019 Municipal GHG Inventory and Report. Any emission reductions that will occur as a
result of implementation of emission reduction actions will also f all under indirect emissions and
are not currently quantifiable according to the Local Government Operations Protocol. Therefore,
staff did not estimate Procurement, Budget, and Finance sector emissions under a “business as
usual” or emission reduction measure scenario. The City recognizes the importance of taking
action within the sector despite not quantifying emissions, especially given the opportunity to “lead
by example” and implement highly replicable and scalable measures.
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Natural Solutions
Strategy Overview
The open space lands owned or managed by the City of
San Luis Obispo present a significant opportunity to
offset operational emissions via soil-based carbon
sequestration. Investment in the Urban Forest and
carbon farming in the City’s Greenbelt can increase soil
carbon storage while benefitting the community through
the conservation of natural resources, maintenance of
ecosystem services, access to passive recreation
opportunities, and enhanced climate resilience.
Lead by Example includes a strategic pathway to build
on Natural Solutions foundational actions detailed in the
Climate Action Plan for Community Recovery to grow the
City’s Greenbelt through conservation easements and
property acquisitions, implement targeted “carbon
farming” pilot projects, and expand the City’s Urban
Forest system. The Natural Solutions sector allows the
City to demonstrate leadership in this emerging field,
support climate resilience, and enhance community well-
being.
Emerging Challenges and Opportunities
Actions within the Natural Solutions sector need to be responsive to a changing climate. With the
frequency and intensity of extreme heat days and wildfire risk expected to increase over time,
many areas of San Luis Obispo will be left vulnerable. Specifically, when considering the
importance of tree cover to human health in cases of extreme heat, the co-benefits of a more
robust urban forest are apparent. Additionally, nature-based approaches to carbon sequestration
are a rapidly emerging field. Given uncertainty regarding methodology and the GHG sequestration
potential of “carbon farming,” the City should remain flexible in pilot project implementation.
As the region anticipates more frequent extreme heat days, tree planting will be coordinated to
maximize cooling and energy efficiency benefits for the areas of San Luis Obispo with the least
tree cover and greatest expected heat intensity. The Urban Forest system expansion strategy
also includes considerations for tree species in order to ensure long-term tree success in a
changing climate. Staff are committed to being responsive to changing conditions and will
continuously seek opportunities to enhance climate adaptation and resilience co-benefits while
pursuing carbon sequestration activities.
GOAL: The City optimizes carbon
sequestration within the City’s
Greenbelt and Urban Forest system.
OBJECTIVES:
1. The City has a healthy multi-
benefit Urban Forest system that
increases local carbon
sequestration.
2. The City open space and
Greenbelt support regenerative
agricultural practices and are
managed to sequester carbon,
where appropriate.
3. The City’s landscape
management practices are
climate friendly and utilize
compost from the regional
anaerobic digester.
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GHG Reduction Actions
Table 3.6 shows the reduction measure actions developed by staff for the Natural Solutions
sector. The table includes actions that were included in the Climate Action Plan for Community
Recovery and those included in the 2021-23 Financial Plan. All actions within the 2021-23
Financial Plan period are currently budgeted or scheduled and do not represent additional work
tasks. Chapter 4 provides additional implementation information, including responsible
departments.
Table 3.6. Natural Solutions GHG reduction actions.
Status GHG Reduction Action 2021-23 FP Natural Solutions 1.1 Prepare the City’s first Urban Forest Master Plan, to be
brought before City Council in 2022, including a comprehensive update of tree
inventory, assessment of tree canopy coverage, and implementation of an ongoing
tracking system.
Natural Solutions 1.2 Partner with ECOSLO and others in the community to support
the 10,000 Trees by 2035 goal through a tree planting and maintenance program.
Natural Solutions 1.3 Convene an inter-departmental staff team to assess and
provide recommendations for the Urban Forest Program's future role in advancing
sustainability goals and objectives.
Natural Solutions 1.4 Identify a strategy for a prioritized replacement schedule for
downtown Ficus trees and begin implementation to ensure the long-term
preservation of the Downtown street tree canopy.
Natural Solutions 1.5 Develop a “Carbon Farm Plan” for the City’s Johnson Ranch
Open Space and Calle Joaquin Agricultural Reserve (“City Farm”) in 2021 to
strategically implement compost application.
Natural Solutions 1.6 Begin pilot implementation of compost application and
monitoring to implement the Carbon Farm Plans described in 1.5, above, beginning
in 2022 to advance carbon sequestration efforts.
Natural Solutions 1.7 Actively pursue opportunities to purchase open space lands
and permanent land conservation agreements in furtherance of the City's Greenbelt
Protection Program.
Natural Solutions 1.8 Explore opportunities to utilize regional green waste digester
compost for beneficial use across properties and operations. 2023-25 FP Natural Solutions 2.1 Begin long-term implementation of “Carbon Farming”
practices to advance carbon sequestration efforts.
Natural Solutions 2.2 Continue planting trees on an annual basis towards the
objective of 10,000 new trees by 2035 pending direction in the Urban Forest Master
Plan.
Natural Solutions 2.3 Launch pilot project to strategically phase-in regional green
waste digester compost for landscape management operations to promote
circularity and advance carbon sequestration efforts.
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Status GHG Reduction Action 2025-27 FP Natural Solutions 3.1 Continue planting trees on an annual basis towards the
objective of 10,000 new trees by 2035 pending direction in the Urban Forest Master
Plan to advance carbon sequestration efforts.
Sector Emissions
The Natural Solutions sector focuses on emissions reductions as a result of natural carbon
sequestration on City-owned properties. Table 3.7 shows the forecasted emissions reductions as
a result of implementing the sector’s actions, described in the previous section.
Table 3.7. Natural Solutions forecasted emissions offsets.
Sector 2025 2030
Forecasted Emissions Offsets (MTCO2e) 1,790 2,000
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4. ACHIEVING OUR GOALS
Administrative Actions
In addition to the sector specific actions in Chapter 3, the City commits to the following administrative actions to ensure a ctive and effective
implementation of Lead by Example.
Administrative Action 1: Lead by Example Update. The City will update Lead by Example every four years (concurrent with every other
Financial Plan). The City will synch the update with the Community Plan so that each plan is updated in an alternating fashion concurrent with
every Financial Plan.
Administrative Action 2: Plan Monitoring and Reporting. The City will monitor and report implementation to City Council on a regular basis.
Action Implementation Matrix
The below table summarizes each action that the City is committed to pursuing as a part of Lead by Example, including the departments responsible
for implementing the action and the planned initiation period. Under the Responsible Department(s) column, departments that are bolded are the
primary lead for implementation and those that are not bolded have been identified as having a supportive role.
Action Description Responsible
Department(s)
Planned Initiation
(FP)
Administrative Actions
Administrative Action 1:
Lead by Example Update
The City will update Lead by Example every four years
(concurrent with every other Financial Plan). The City will
synch the update with the Community Plan so that each plan
is updated in an alternating fashion concurrent with every
Financial Plan.
Office of Sustainability Ongoing
Administrative Action 2:
Plan Monitoring and
Reporting
The City will monitor and report implementation to City Council
on a regular basis. Office of Sustainability Ongoing
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Energy
Energy Immediate Action
1
Initiate conversations with PG&E and The Energy Network to
explore on-bill financing opportunities for City buildings and
facilities.
Office of Sustainability,
Public Works Completed
Energy Immediate Action
2
Review and propose edits for lawn & garden Request for
Proposal Office of Sustainability Completed
Energy 1.1
Initiate and complete Energy Master Plan to develop the
approach to decarbonization, comprehensive energy
management, and efficiency across buildings and facilities.
Office of Sustainability,
Public Works 2021-23
Energy 1.2 Complete On-Bill Financing Projects to retrofit buildings and
facilities.
Public Works, Office of
Sustainability 2021-23
Energy 1.3 Complete solar projects at SLO Swim Center, Transit Yard,
and Fire Station 1 to offset energy use at key facilities. Public Works 2021-23
Energy 1.4 Complete battery storage project at the Water Treatment Plant
to promote resilience against power failure. Utilities 2021-23
Energy 1.5 Continue ongoing and strategic efficiency improvements to
advance the goal and objectives for the Energy sector. Public Works, Utilities 2021-23
Energy 1.6
Develop and pilot an energy monitoring and management
dashboard for Utilities Department to identify additional areas
for efficiency improvements and quantify the impact of existing
and future actions and consider scaling after pilot phase.
Utilities 2021-23
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Energy 1.7
Identify low or no cost energy efficiency improvements at the
Wastewater Resource Recovery Facility (WRRF) through
ongoing participation in energy efficiency studies with PG&E to
reduce energy demand and emissions for one of the City’s
largest energy-consuming facilities.
Utilities 2021-23
Energy 2.1
Initiate implementation of Energy Master Plan, continue
priority retrofits, and initiate hard-to-reach retrofits to advance
decarbonization and energy management across buildings
and facilities.
Public Works, Office of
Sustainability 2023-25
Energy 2.2
Continue funding building retrofits and identifying and pursuing
innovative funding and financing mechanisms such as on-bill
financing.
Public Works 2023-25
Energy 2.3
Procure and manage facility-wide energy management
software and consider supportive staffing to target
opportunities for retrofits and other energy efficiency
measures.
Office of Sustainability,
Public Works, Utilities 2023-25
Energy 2.4 "Opt-up" to Central Coast Community Energy (3CE) Prime to
receive 100% renewable energy.
Office of Sustainability,
Public Works, Utilities 2023-25
Energy 3.1
Continue implementing Energy Master Plan and continue
hard-to-reach retrofits to advance energy efficiency across
buildings and facilities.
Public Works 2027-29
Energy 3.2
Continue funding building retrofits and identifying and pursuing
innovative funding and financing mechanisms such as on-bill
financing.
Public Works 2027-29
Fleet
Fleet Immediate Action 1
Support Fleet Replacement Policy update to include
requirements for all-electric light duty fleet vehicles on
replacement.
Office of Sustainability Completed
Fleet Immediate Action 2 Research and assess green fleet procurement case studies Office of Sustainability Completed
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Fleet Immediate Action 3 Create GIS layer with locations of fleet parking and existing
and planned EV chargers Office of Sustainability Completed
Fleet 1.1 Expand EV charging infrastructure at strategic locations to
accommodate a growing EV fleet.
Public Works, Office of
Sustainability 2021-23
Fleet 1.2 Begin priority fleet electrification of light-duty vehicles to initiate
the transition to a zero-emissions fleet. Public Works 2021-23
Fleet 1.3
Continue to research funding sources for charging
infrastructure and monitor best practices for zero emissions
medium and heavy-duty vehicles to build the foundation for a
future "hard to reach" fleet transition.
Office of Sustainability,
Public Works 2021-23
Fleet 1.4
Advocate to Central Coast Community Energy (3CE) to fund a
fleet electrification plan to advance the goal and objectives of
the Fleet sector.
Office of Sustainability 2021-23
Fleet 2.1
Develop and begin implementing landscape management and
maintenance equipment transition plan to reduce fossil fuel
use in maintenance equipment.
Public Works, Office of
Sustainability 2023-25
Fleet 2.2
Launch landscape management pilot program to explore
feasibility and effectiveness of electric landscaping equipment
ahead of a broader transition.
Public Works, Office of
Sustainability 2023-25
Fleet 2.3
Expand charging infrastructure for electric landscaping
equipment and other electric/hybrid equipment to
accommodate a growing electric equipment fleet.
Public Works 2023-25
Fleet 2.4 Explore feasibility of backup power generation transition plan
to reduce fossil fuel use in backup power generation.
Office of Sustainability,
Public Works 2023-25
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Fleet 2.5
Develop onsite solar offsets for charging needs to prevent
increased energy demand and subsequent electricity
purchases.
Office of Sustainability,
Public Works 2023-25
Fleet 2.6
Develop plan for charging ‘hard to electrify” light duty vehicles
(e.g., police cruisers), medium duty vehicles, and heavy-duty
vehicles and install infrastructure as feasible.
Public Works, Office of
Sustainability 2023-25
Fleet 3.1
Implement landscape management and maintenance
equipment transition plan to advance the goal and objectives
of the Fleet sector.
Public Works, Office of
Sustainability 2027-29
Fleet 3.2 Initiate backup power generation transition plan to advance
the goal and objectives of the Fleet sector. Public Works 2027-29
Fleet 3.3
Begin or continue transition to zero emissions medium and
heavy-duty fleet vehicles to support the goal and objectives of
the Fleet sector.
Public Works 2025-29
Fleet 3.4
Procure vehicles for Police Department as identified in the FY
2025-26 Capital Improvement Project Budget to support the
goal and objectives of the Fleet sector.
Public Works 2025-29
Commute
Commute Immediate
Action 1
Integrate “Lead by Example” into the Active Transportation
Plan. Office of Sustainability Completed
Commute Immediate
Action 2
Facilitate initial meeting with San Luis Obispo Council of
Governments (SLOCOG) to expand iRideshare capabilities
and leverage “mobility as a service” for employee commute
objectives.
Office of Sustainability Completed
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Commute 1.1
Leverage updated work from home policies to provide VMT
and provide additional incentives for alternative transportation
for field workers and shift workers.
Human Resources, Office
of Sustainability 2021-23
Commute 1.2
Update TRIP program to reflect current Council priorities and
contemporary issues such as work from home, DEI, and
electric vehicles.
Human Resources, Office
of Sustainability, Public
Works
2021-23
Commute 1.3
Develop trip reduction program to show that the City holds
itself to the same standards as current development and to
reduce vehicle miles travelled.
Public Works, Office of
Sustainability 2021-23
Commute 1.4 Launch programs to increase employee access to bicycles
(e.g., employee bike loan program).
Office of Sustainability,
Public Works, Finance 2021-23
Commute 1.5 Enhance/expand bus pass access to encourage alternate,
low-carbon transportation for commute purposes. Public Works 2021-23
Commute 1.6 Explore mobility-as-a-service to connect employees with
alternate, low-carbon transportation for commute purposes.
Office of Sustainability,
Public Works 2021-23
Commute 1.7
Establish electric vehicle charging policy for personal vehicles
at City parking spaces to encourage use of EV’s for commute
purposes.
Public Works, Office of
Sustainability, Finance 2021-23
Commute 2.1
Enhance access to trip reduction incentives for out-of-town
employees to equitably advance the goal and objectives of the
Employee Commute sector.
Human Resources, Office
of Sustainability, Public
Works
2023-25
Commute 2.2
Evaluate staff commute habits and reevaluate strategic
approach to achieving sector objectives.
Human Resources, Office
of Sustainability, Public
Works
2023-25
Solid Waste
Waste Immediate Action 1 Research and assess solution case studies for recycling
contamination in public spaces. Office of Sustainability Completed
Waste 1.1 Hire a CivicSpark Fellow to support municipal zero waste goal. Utilities 2021-23
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Waste 1.2
Develop a Municipal Waste Reduction Plan & conduct
municipal waste characterization study to frame an approach
to operations-wide solid waste reduction.
Utilities 2021-23
Waste 1.3
Adopt waste reduction and diversion ordinances to ensure
consistency with ordinance directives from the Integrated
Waste Management Authority.
Utilities 2021-23
Waste 1.4
Survey office space throughout the City and assess
opportunities to optimize waste reduction through the TRUE
certification program.
Utilities 2021-23
Waste 1.5 Develop & implement paper-free workplace policy to reduce
paper waste in office-based operations. Utilities 2021-23
Waste 1.6 Initiate project to right-size existing waste bins to encourage
appropriate waste disposal across offices. Utilities 2021-23
Waste 2.1 Implement Municipal Waste Reduction Plan to support the
goal and objectives of the Solid Waste sector. Utilities 2023-25
Waste 3.1 Continue implementing Municipal Waste Reduction Plan to
support the goal and objectives of the Solid Waste sector. Utilities 2027-29
Wastewater
Wastewater Immediate
Action 1
Develop community engagement materials and outreach
program for sewer lateral replacement policy.
Utilities, Office of
Sustainability Completed
Wastewater 1.1 Optimize onsite energy generation to reduce external energy
demand and subsequent electricity purchases. Utilities 2021-23
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Wastewater 1.2
Continue to reduce inflow and infiltration into the wastewater
collection system through capital replacement of gravity sewer
mains and private sewer lateral programs, resulting in less
wastewater to treat.
Utilities 2021-23
Wastewater 1.3
Evaluate the potential for expanded onsite energy capture and
production through an ongoing partnership with the U.S.
Department of Energy.
Utilities 2021-23
Procurement
Procurement Immediate
Action 1
Research and assess case studies on green/sustainable
budgeting at municipal level. Office of Sustainability Completed
Procurement Immediate
Action 2
Collect case studies from Green Cities California (GCC) on
draft purchase policy update. Office of Sustainability Completed
Procurement Immediate
Action 3
Adopt new policy focusing budget decisions on sustainability,
resilience, and diversity, equity, and inclusion. Office of Sustainability Completed
Procurement Immediate
Action 4
Update capital improvement project (CIP) intake form to
include carbon neutrality considerations. Office of Sustainability Completed
Procurement 1.1
Develop and implement Capital Improvement Project (CIP)
climate and resilience quantification tool for 2023-25 FP to
promote consistency with Council-adopted climate goals for
capital projects.
Office of Sustainability,
Finance, Public Works 2021-23
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41
Action Description Responsible
Department(s)
Planned Initiation
(FP)
Procurement 1.2
Update and advance climate and equity budget approach for
2023-25 FP to promote consistency with Council-adopted
climate goals for budget processes.
Office of Sustainability,
Finance 2021-23
Procurement 1.3
Update Environmentally Preferred section of Procurement
Policy and codify in the Municipal Code to reflect broader
climate and sustainability considerations.
Finance, Office of
Sustainability 2021-23
Procurement 1.4
Conduct pilot program with IT and consider updating IT
strategic plan regarding environmentally preferred equipment
to identify/assess challenges and opportunities with
sustainable purchasing that can be scaled to other operations
and equipment.
Finance, Information
Technology, Office of
Sustainability
2021-23
Procurement 2.1 Develop and begin implementing Council-adopted
sustainability criteria for procurement contracts. Finance 2023-25
Procurement 3.1
Revisit janitorial contracts (amendment to request for proposal
template & purchasing policy) to promote consistency with
Council-adopted climate goals for janitorial products and
services.
Finance 2025-27
Natural Solutions
Natural Solutions 1.1
Prepare the City’s first Urban Forest Master Plan, to be
brought before City Council in 2022, including a
comprehensive update of tree inventory, assessment of tree
canopy coverage, and implementation of an ongoing tracking
system.
Public Works and Office
of Sustainability, 2021-23
Natural Solutions 1.2
Partner with ECOSLO and others in the community to support
the 10,000 Trees by 2035 goal through a tree planting and
maintenance program.
Office of Sustainability 2021-23
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Natural Solutions 1.3
Convene an interdepartmental staff team to assess and
provide recommendations for the Urban Forest Program's
future role in advancing sustainability goals and objectives.
Public Works and Office
of Sustainability 2021-23
Natural Solutions 1.4
Identify a strategy for a prioritized replacement schedule for
downtown Ficus trees and begin implementation to ensure the
long-term preservation of the Downtown street tree canopy.
Public Works, Office of
Sustainability 2021-23
Natural Solutions 1.5
Develop a “Carbon Farm Plan” for the City’s Johnson Ranch
Open Space and Calle Joaquin Agricultural Reserve (“City
Farm”) in 2021 to strategically implement compost application.
Office of Sustainability 2021-23
Natural Solutions 1.6
Begin pilot implementation of compost application and
monitoring to implement the Carbon Farm Plans described in
1.5, above, beginning in 2022 to advance carbon
sequestration efforts.
Office of Sustainability,
Parks & Recreation 2021-23
Natural Solutions 1.7
Actively pursue opportunities to purchase open space lands
and permanent land conservation agreements in furtherance
of the City's Greenbelt Protection Program.
Office of Sustainability 2021-23
Natural Solutions 1.8 Explore opportunities to utilize regional green waste digester
compost for beneficial use across properties and operations.
Office of Sustainability,
Public Works, Parks &
Recreation
2021-23
Natural Solutions 2.1 Begin long-term implementation of “Carbon Farming” practices
to advance carbon sequestration efforts. Office of Sustainability 2023-25
Natural Solutions 2.2
Continue planting trees on an annual basis towards the
objective of 10,000 new trees by 2035 pending direction in the
Urban Forest Master Plan to advance carbon sequestration
efforts.
Office of Sustainability 2023-25
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Action Description Responsible
Department(s)
Planned Initiation
(FP)
Natural Solutions 2.3
Launch pilot project to strategically phase-in regional green
waste digester compost for landscape management
operations to promote circularity and advance carbon
sequestration efforts.
Office of Sustainability,
Public Works, Parks &
Recreation
2023-25
Natural Solutions 3.1
Continue planting trees on an annual basis towards the
objective of 10,000 new trees by 2035 pending direction in the
Urban Forest Master Plan to advance carbon sequestration
efforts.
Office of Sustainability 2027-29
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Draft Lead by Example: A Plan for Carbon Neutral City Operations
Appendix A – Municipal Greenhouse Gas Emissions Inventory and Forecast
LEAD BY EXAMPLE
A Plan for Carbon Neutral Municipal
Operations
DRAFT
Appendix A: Greenhouse Gas Emissions
Inventory and Forecast
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Draft Lead by Example: A Plan for Carbon Neutral City Operations
Appendix A – Municipal Greenhouse Gas Emissions Inventory and Forecast
Page 794 of 845
Draft Lead by Example: A Plan for Carbon Neutral City Operations
Appendix A – Municipal Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo
CONTENTS
1. Introduction ............................................................................................................................ 1
1.1 Municipal GHG Inventory Overview .................................................................................. 1
1.2 2005 Municipal GHG Inventory ......................................................................................... 2
1.3 2019 Municipal GHG Inventory ......................................................................................... 2
2. Building & Facility energy ....................................................................................................... 4
2.1 Municipal Energy Sector Overview ................................................................................... 4
2.2 Inventory Data and Methods ............................................................................................. 4
2.2.1 Electricity ................................................................................................................... 4
2.2.2 Natural Gas – Direct Emissions .................................................................................67
2.2.3 Natural Gas – Fugitive Emissions .............................................................................. 8
2.3 Total Energy GHG Emissions ........................................................................................... 8
3. Fleet .................................................................................................................................. 1011
3.1 Fleet Sector Overview ................................................................................................. 1011
3.2 Inventory Data and Methods ........................................................................................ 1011
3.2.1 Gasoline ................................................................................................................ 1011
3.2.2 Renewable Diesel and Biodiesel ........................................................................... 1112
3.3 Total Fleet GHG Emissions ......................................................................................... 1213
4. Employee Commute .......................................................................................................... 1314
4.1 Employee Commute Sector Overview ......................................................................... 1314
4.2 Inventory Data and Methods ........................................................................................ 1314
4.3 Total Employee Commute GHG Emissions ................................................................. 1617
5. W astewater ...........................................................................................................................18
5.1 Wastewater Sector Overview ...........................................................................................18
5.2 Inventory Data and Methods ............................................................................................18
5.2.1 Stationary CH4 from Incomplete Combustion of Digester Gas ...................................18
5.2.2 Process N2O Emissions from Wastewater Treatment with Nitrification/Denitrification 19
5.2.3 Other Wastewater Treatment Emissions ............................................................... 2019
5.2.43. Potable Water Emissions ................................................................................... 2019
5.3 Total Wastewater GHG Emissions...................................................................................20
6. Solid waste ...........................................................................................................................21
4.1 Solid Waste Sector Overview ..........................................................................................21
4.2 Updated Inventory Data and Methods .............................................................................21
4.3 Total Solid Waste GHG Emissions ..................................................................................22
7. Forecast ................................................................................................................................24
8. Areas for improvement .......................................................................................................26
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Draft Lead by Example: A Plan for Carbon Neutral City Operations
Appendix A – Municipal Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo
List of Abbreviations ..............................................................................................................27
Page 796 of 845
Draft Lead by Example: A Plan for Carbon Neutral City Operations
Appendix A – Municipal Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo
LIST OF TABLES
Table 1.1. San Luis Obispo municipal GHG emissions (2005). .................................................. 2
Table 1.2. San Luis Obispo municipal GHG emissions (2019). .................................................. 3
Table 2.1. Municipal electricity activity data, 2005-2019 (kWh). ................................................. 5
Table 2.3. Community natural gas activity data, 2005-2019 (Therms). ....................................... 7
Table 2.4. Local Government Operations Protocol (LGOP) natural gas carbon dioxide equivalent.
.................................................................................................................................................. 7
Table 2.5. Municipal Natural Gas GHG estimates, 2005-2019 (MTCO2e). ................................87
Table 2.6. Energy GHG emissions, 2005-2019 (MTCO2e). .......................................................98
Table 3.1. 2005 and 2019 gasoline use (gallons). .....................................................................10
Table 3.2. Gasoline emissions factor (MTCO2e/gallon). ............................................................10
Table 3.3. 2005 and 2019 GHG emissions for gasoline use (MTCO2e). ................................ 1110
Table 3.4. 2005 and 2019 diesel use (gallons). .........................................................................11
Table 3.5. Diesel emissions factors (MTCO2e/gallon)................................................................11
Table 3.6. 2005 and 2019 GHG emissions for diesel use (MTCO2e). ........................................12
Table 3.7. Total fleet GHG emissions (MTCO2e). ......................................................................12
Table 4.1 2005 and 2019 total VMT per vehicle classification for combined single-occupancy and
carpool modes. .........................................................................................................................14
Table 4.2 2005 and 2019 total VMT for vanpool. .......................................................................14
Table 4.4 2005 and 2019 total VMT for single-occupancy, carpool, and vanpool modes. ..........14
Table 4.4 2005 and 2019 emissions factors by vehicle classification for single-occupancy and
carpool trips. .............................................................................................................................15
Table 4.5 2005 and 2019 emissions factors for vanpool. ...........................................................15
Table 4.6 2005 and 2019 GHG emissions per vehicle classification for single-occupancy and
carpool (MTCO2e). ...................................................................................................................16
Table 4.7 2005 and 2019 GHG emissions for vanpool. .............................................................16
Table 4.8 Total employee commute GHG emissions (MTCO2e). ..............................................17
Table 5.1 Stationary CH4 from Incomplete Combustion of Digester Gas equation. ...................19
Table 5.2 2019 total GHG emissions from wastewater treatment processes. ............................20
Table 4.1. City solid waste activity data, 2008-2019 (Disposal Ton). .........................................21
Table 4.2. Full-time employee (FTE) factor used to calculate 2019 annual solid waste disposal
tonnage. ....................................................................................................................................22
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Draft Lead by Example: A Plan for Carbon Neutral City Operations
Appendix A – Municipal Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo
Table 4.7. Total solid waste disposed emissions (MTCO2e). .....................................................23
Table 7.1. BAU forecasted GHG emissions, 2005-2030 (MTCO2e). ..........................................24
Page 798 of 845
Public Review Draft Climate Action Plan
Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo
LIST OF FIGURES
Figure 2.2. Total municipal electricity activity data and GHG estimates, 2006-2019. .................. 6
Figure 2.3. Energy GHG emissions, 2005-2016 (MTCO2e). ....................................................... 9
Figure 4.1. Total City solid waste (Disposal Ton). ................................................................. 2220
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Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo Page A-1
1. INTRODUCTION
1.1 Municipal GHG Inventory Overview
In 2020, the City of San Luis Obispo (City) adopted the City of San Luis Obispo Climate Action
Plan for Community Recovery (CAP). The CAP provides a pathway to achieve community carbon
neutrality by 2035 while also advancing equity initiatives and accelerating the transition to a green
local economy as the community recovers from the COVID-19 crisis. The CAP consists of six
greenhouse gas (GHG) sector related pillars including Clean Energy, Green Buildings, Connected
Community, Circular Economy, Natural Solutions, and Lead by Example.
The Lead by Example pillar’s goals included achieving carbon neutral government operations by
2030 and adopting a carbon neutral municipal operations plan (now titled Lead by Example: A
Plan for Carbon Neutral Municipal Operations) by July 2021. Although the City’s operational
emissions are only approximately 1.5% of community emissions, the Lead by Example pillar is
important because it allows the City to illustrate the feasibility, challenges, and benefits of pursuing
and achieving carbon neutral operations.
A GHG inventory and forecast is the technical foundation of any GHG emissions reduction plan.
The City prepared an updated 2005 baseline municipal GHG emissions inventory and a 2019
“check-in” emissions inventory update compliant with relevant protocols and guidance documents
including the Local Government Operations Protocol. The Local Government Operations Protocol
is the national standard for identifying sectors, quantifying, and reporting emissions from
operational activities and assets. Consistent with the Local Government Operations Protocol’s
Scope 1 and Scope 21 emissions sectors, this inventory includes emissions from the use of
electricity, onsite fuel combustion (i.e., natural gas), energy used for water and wastewater
conveyance and treatment, on-road vehicles, and generation of solid-waste.2 This report presents
a summary of the updated 2005 GHG emissions, details the 2019 municipal operations GHG
inventory completed in 2021, and provides emissions forecasts for 2025 and 2030.3
Greenhouse gas emissions are not measured directly. They are modeled and estimated by
multiplying data about some activity (e.g., the amount of electricity consumed, the number of miles
travelled in fossil fuel powered vehicles, the tons of solid waste sent to the landfill, etc.) by the
greenhouse gas emission content of a typical unit of that activity (e.g., the average greenhouse
gas emissions content per therm of combusted natural gas). This inventory accounts for three
common greenhouse gasses: carbon dioxide (CO2), methane (CH4), and nitrous oxide (N20).
Since methane and nitrous oxide are substantially more potent greenhouse gases than carbon
1 Scope 1 covers all direct emissions from City-owned property and assets, with the exception of direct CO 2
from biogenic sources. Scope 2 covers indirect emissions associated with the consumption of purchased
or acquired electricity, steam, heating, or cooling. More information can be found at
https://ww3.arb.ca.gov/cc/protocols/localgov/pubs/lgo_protocol_v1_1_2010 -05-03.pdf.
2 The electricity and natural gas sectors of the City’s GHG inventory include energy used to convey and
treat water.
3 Due to lagging data availability, 2019 is the most recent year for complete GHG inventory data. Annual
inventory updates will occur beginning in 2021. Where more current information is available by sector, it is
provided in this report.
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Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo Page A-2
dioxide (86 and 265 times more potent, respectively), the emissions modeled from their release
into the atmosphere are multiplied by their respective potential t o warm the atmosphere relative
to CO2. The common reporting unit for greenhouse gas emissions is “Metric Tons of Carbon
Dioxide Equivalence”, or MTCO2e.
1.2 2005 Municipal GHG Inventory
In 2020-21, the City prepared a municipal operations inventory of GHG emissions for the 2005
calendar year. City municipal operations total 2005 baseline GHG emissions are estimated to be
6,730 metric tons of carbon dioxide equivalent (MTCO2e). The inventory includes Building and
Facility Energy, Fleet, Employee Commute and Solid Waste sectors4. Of the four sectors, Building
& Facility Energy contributes the largest amount of GHG emissions with estimated emissions of
3,550 MTCO2e or 53 percent of the total municipal emissions. The second largest sector is Fleet
with estimated emissions of 2,250 MTCO2e or 33 percent of the total City emissions. The third
largest sector is Employee Commute with estimated emissions of 810 MTCO2e or 12 percent.
The Solid Waste sector makes up the remaining two percent of the total city operations emissions.
Table 1.1 presents the updated estimated 2005 GHG emissions by sector and their percent of
total emissions.
Table 1.1. San Luis Obispo municipal GHG emissions (2005).
Sector Subsector
Subsector
MTCO2e
Sector
MTCO2e
Sector Percent
of Total
Energy Municipal electricity use 2,830
3,550 53% Municipal natural gas use 720
Fleet Fleet gasoline 730
2,250 33% Fleet diesel 1,520
Employee
Commute 810 12%
Solid Waste 120 2%
Total 6,730 100%
1.3 2019 Municipal GHG Inventory
Table 1.2 provides the 2019 GHG emissions inventory results. In 2019, total municipal GHG
emissions are estimated to be 5,100 MTCO2e. As in 2005, Building and Facility Energy is the
largest contributor, with an estimated 2,130 MTCO2e or 42 percent of the total operational
emissions. Fleet is the second largest sector with 2,090 MTCO2e or 41 percent of the total
operational emissions. The third largest sector is Employee Commute with estimated emissions
of 730 MTCO2e or 14 percent. The Solid Waste sector makes up the remaining two percent of
the total city operations emissions.
4 Staff also calculated direct process emissions from wastewater treatment, but they are not included in
total estimated emissions for 2005 or 2019 due to indefensible methods. Estimated emissions for these
processes are included in the Wastewater section as an informational item.
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Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo Page A-3
Table 1.2. San Luis Obispo municipal GHG emissions (2019).
Sector Subsector Subsector
MTCO2e
Sector
MTCO2e
Sector Percent
of Total
Energy Municipal electricity use 1,310 2,130 42% Municipal natural gas use 820
Fleet Fleet gasoline 660 2,090 41% Fleet diesel 1,430
Employee
Commute -- 730 14%
Solid Waste -- 120 3%
Total 5,070 100%
1.3 GHG Inventory Comparison
Between baseline year 2005 and inventory year 2019, municipal operations GHG emissions
decreased by 1,660 MTCO2e, or approximately 25 percent. This reduction in annual emissions
can be attributed to a variety of energy efficiency projects that were implemented by the City, and
the gradual reduction in greenhouse gas intensity of the electricity grid. Figure 1.1 shows the total
inventoried greenhouse gas emissions for calendar years 2005 and 2019.
Figure 1.1 Total municipal GHG emissions, 2005 and 2019.
5,070
6,730
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000
2019
2005
MTCO2eYear
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Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo Page A-4
2. BUILDING &
FACILITY ENERGY
2.1 Municipal Energy Sector Overview
This section presents the 2005 and 2019 GHG emissions for the Building & Facility Energy sector,
which includes emissions generated from electricity and natural gas use that has occurred as a
result of municipal operations.
2.2 Inventory Data and Methods
This section provides municipal electricity and natural gas activity data and emissions estimates
for the baseline years of 2005 and 2019. Emissions estimates are calculated by multiplying the
activity data (kWh for electricity and therms for natural gas) by an emissions coefficient provided
by the utility or from the Local Government Operations Protocol.
2.2.1 Electricity
Pacific Gas & Electric (PG&E) Company provides municipal operations electricity data upon
request from City staff. Between 2005 and 2019, annual electricity activity decreased by
2,839,970 kWh, or 23 percent. Between 2013 and 2019, the City implemented a number of energy
efficiency projects across municipal buildings and facilities, including key street lighting retrofits,
which is reflected in decreases in activity data. Activity data for calendar year 2017 was not
provided in its entirety by PG&E and is not included in this data set.
To calculate GHG emissions, an emissions factor is applied to the activity data. PG&E staff
provided CO2 emissions factors via a City staff request. Due to changes in PG&E’s energy
portfolio (and particularly an increase in renewable energy supplies), the 2019 emissions factor
is approximately 40 percent lower than the 2005 factor.
Table 2.1 provides the activity data, emissions factor, and GHG emissions from municipal
electricity use from 2005 to 2019. During this time, electricity related GHG emissions decreased
by 1,520 MTCO2e, or approximately 54 percent. Staff attribute this decrease in energy use activity
data and GHG emissions to widespread facility efficiency projects beginning in 2013, including
streetlight LED retrofits and the integration of an onsite co-generation system at the Water
Resource Recovery Facility (WRRF). Coupled with the observed decrease in electricity activity
data as explained above, decreasing emissions intensity for electricity (activity data for calendar
year 2017 was not provided in its entirety by PG&E, so annual MTCO2e was not calculated for
that year).
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Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo Page A-5
Table 2.1. Municipal electricity activity data, 2005-2019 (kWh).
Year Annual Activity Data
(kWh) MTCO2e/kWh Total (MTCO2e)
2005 12,615,160 0.000224 2,830
2006 13,235,010 0.000208 2,770
2007 13,547,430 0.000290 3,940
2008 13,524,290 0.000292 3,960
2009 13,821,810 0.000262 3,630
2010 13,157,170 0.000203 2,680
2011 11,219,720 0.000179 2,020
2012 11,877,650 0.000203 2,420
2013 13,924,720 0.000195 2,720
2014 12,766,050 0.000198 2,540
2015 12,098,390 0.000185 2,240
2016 10,888,880 0.000135 1,470
2017 -- -- --
2018 10,341,149 0.000134 1,390
2019 9,775,190 0.000134 1,310
Figure 2.1 illustrates GHG and kWh activity data between 2005 and 2019. It is important to note
that while overall electricity use has been steadily decreasing, GHG emissions have been more
variable due to changes in PG&E’s power portfolio and the related carbon intensity of the
electricity it supplies.
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Figure 2.1. Total municipal electricity activity data and GHG estimates, 2006-2019.
2.2.2 Utilities Electricity
The above total electricity data for the City of San Luis Obispo is tied to two major funding sources:
the General Fund and the Utilities Fund. The Utilities Fund includes electricity use for the
conveyance and treatment of potable drinking water and wastewater. Based on research from
staff, it is estimated that approximately 65 percent of total City electricity use can be attributed to
critical services related to water and wastewater within the Utilities Fund. In future Lead by
Example updates, staff commit to working with the Utilities Department to utilize the in-
development Utilities energy management dashboard to gain a deeper understanding of
electricity use associated with these critical services and more clearly communicate how energy
is used across City operations.
To source potable drinking water, the City actively manages a portfolio of reservoirs that are either
owned by the City or partner agencies and jurisdictions. The amount of water conveyed from a
given source at any time depends on a variety of factors that are overseen by the Utilities
Department. While electricity use associated with pumping at the City-owned Whale Rock
reservoir is included in this inventory, pumping at the Nacimiento and Salinas reservoirs are
considered out of scope as they are not owned by the City and are simultaneously utilized by
other jurisdictions. As new operational emissions reporting protocols emerge, staff will consider
including electricity use from these secondary reservoirs in future inventory updates.
2.2.3 Natural Gas – Direct Emissions
Natural gas is primarily composed of methane and includes very small amounts of ethane,
propane, butane, pentane, nitrogen, and carbon dioxide. When natural gas is combusted, most
of the methane becomes carbon dioxide and water. Traditionally, greenhouse gas emissions
inventories account for the emissions that occur as the result of the onsite combustion of natural
gas. However, some of the un-combusted gas escapes as fugitive methane. Southern California
Gas Company (SoCalGas) provides natural gas utility services to the City. Table 2.3 provides the
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2005 2010 2015 2020
kWh MTCO2e
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natural gas activity data in therms from 2005-2019. Activity data for calendar years 2008 through
2013 was not provided by SoCal Gas and is not included in this data set.
Table 2.3. Community natural gas activity data, 2005-2019 (Therms).
Year Total
2005 133,607
2006 193,517
2007 160,264
2008 – 2013 Data Not Available
2014 182,045
2015 130,865
2016 149,676
2017 154,877
2018 145,790
2019 154,125
Just as with electricity, GHG emissions are estimated from activity data by applying an emission
coefficient to the activity data. Table 2.4 shows the emission coefficient for converting therms of
natural gas combusted on-site to MTCO2e. Unlike electricity, the inventory assumes no changes
in the carbon intensity of combusting natural gas in any given year , as the chemical composition
of combusted natural gas does not substantially vary from year to year.
Table 2.4. Local Government Operations Protocol (LGOP) natural gas carbon dioxide
equivalent.
Greenhouse Gas MTCO2e/Therm
CO2 0.005310
CH4 0.000043
N2O 0.000003
CO2e 0.005320
Table 2.5 provides GHG emissions estimates in MTCO2e for natural gas consumption in the
agency from 2005-2019. As noted in the natural gas activity data, there was a total increase in
natural gas-related emissions of approximately 13 percent. Activity data for calendar years 2008
through 2013 was not provided by SoCal Gas annual MTCO2e was not calculated for those years.
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Table 2.5. Municipal Natural Gas GHG estimates, 2005-2019 (MTCO2e).
Year Total (MTCO2e)
2005 720
2006 1,040
2007 860
2008-2013 Data Not Available
2014 970
2015 700
2016 800
2017 830
2018 780
2019 820
2.2.3 Natural Gas – Fugitive Emissions
Methane is a powerful greenhouse gas and 86 times stronger than carbon dioxide over a 20-year
time period in the atmosphere. As more is learned about the total natural gas system leakage rate
from well head, through the transmission system, to the distributions system, and at the end use,
it is becoming clear that fugitive methane emissions from the usage of natural gas is a critical
component of the climate crisis. Staff is currently working with technical experts to identify a
defensible method for estimating these emissions. Although not included in this report, they will
likely be included in future reports and are expected to substantially increase the emissions profile
of natural gas consumption.
2.3 Total Energy GHG Emissions
Table 2.6 and Figure 2.2 show the total energy related GHG emissions from electricity and natural
gas. Between 2005 and 2019, total energy related GHG emissions decreased by approximately
39 percent. Note that Figure 2.2 provides total energy sector emissions with a dark line; the
dashed line indicates a total emissions estimate necessitated by missing data.
As described in the above sub-sections, the net decrease in energy related GHG emissions
between 2005 and 2019 can be attributed to a decrease in electricity consumption because of
wide-ranging energy efficiency projects. The electricity emissions factor for PG&E also decreased
by nearly half between 2005 and 2019 due to a reduced carbon intensity of grid-sourced
electricity. Natural gas use showed a slight total increase between 2005 and 2019 but remained
relatively stable, and the natural gas emissions factor stayed consistent. These combined factors
resulted in a significant decrease in energy GHG emissions in 2019 compared to the baseline
year of 2005.
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Table 2.6. Energy GHG emissions, 2005-2019 (MTCO2e).
Year Electricity Natural Gas Total
2005 2,830 720 3,550
2006 2,770 1,040 3,810
2007 3,940 860 4,800
2008 3,960 -- --
2009 3,630 -- --
2010 2,680 -- --
2011 2,020 -- --
2012 2,420 -- --
2013 2,720 -- --
2014 2,540 970 3,510
2015 2,240 700 2,940
2016 1,470 800 2,270
2017 -- 830 --
2018 1,390 780 2,170
2019 1,310 820 2,130
Figure 2.2. Energy GHG emissions, 2005-2016 (MTCO2e).
0
1,000
2,000
3,000
4,000
5,000
6,000
2004 2006 2008 2010 2012 2014 2016 2018 2020MTCO2e
Year
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3. FLEET
3.1 Fleet Sector Overview
This section presents 2005 and 2019 GHG emissions for the Fleet sector and includes emissions
from all on-road trips (including cars, trucks, buses, etc.) and the use of maintenance equipment
that have occurred as a result of City operations.
3.2 Inventory Data and Methods
This section provides updated activity data and an emissions estimate for baseline year 2005 and
activity data and an emissions estimate for 2019. The inventory utilizes gasoline and diesel fuel
usage data sourced from the Public Works Department’s third-party fleet management system,
AssetWorks, as activity data for each year. Data for transit and fire vehicles were transmitted via
email from department staff.
3.2.1 Gasoline
Staff from the Public Works department provided activity data for the total gallons of gasoline
used in calendar year 2005 and 2019. Table 3.1 shows the activity data for gasoline used in 2005
and 2019 (gallons).
Table 3.1. 2005 and 2019 gasoline use (gallons).
Year Gasoline (gallons)
2005 83,440
2019 75,570
To calculate total GHG emissions, an emissions factor is applied to activity data. Table 3.2 shows
the gasoline emissions factor CO2e. The emissions factor was provided by The Climate Registry’s
2019 Default Emission Factor Report. Emissions factors for fuels have been relatively static over
time, so a single emissions factor is used for both 2005 and 2019 activity data.
Table 3.2. Gasoline emissions factor (MTCO2e/gallon).
Fuel Type MTCO2e/gallon
Gasoline 0.00878
The emissions factor was applied to gasoline activity data to calculate the GHG emissions for
gasoline in 2005 and 2019, as shown in table 3.3.
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Table 3.3. 2005 and 2019 GHG emissions for gasoline use (MTCO2e).
Year MTCO2e
2005 730
2019 660
3.2.2 Renewable Diesel and Biodiesel
The City’s Public Works Department uses a diesel blend of 90 percent renewable diesel and 10
percent biodiesel. The Public Works department began using this renewable and biodiesel blend
in 2017. Both renewable and biodiesel are petroleum-free alternatives to conventional diesel
sourced from renewable feedstocks such as fats and oils5. The production processes for
renewable diesel results in a fuel composition that mimics that of conventional diesel. This makes
the fuel ideal as a drop-in replacement for conventional diesel uses like heavy-duty fleet vehicles.
While biodiesel produces less tailpipe GHG emissions and renewable diesel produces less Scope
36 GHG emissions compared to conventional diesel, they are associated with other environmental
concerns related to the impacts of feedstock sourcing and production. Because the current blend
of renewable and bio-diesel does not have significant impacts on tailpipe emissions per gallon of
fuel used (Table 3.5), the City will continue to explore and pursue, when feasible, the transition to
zero-emission fuels and vehicles in order to achieve a truly carbon-neutral fleet. Table 3.3 shows
the activity data for diesel used in 2005 and 2019 (gallons).
Table 3.4. 2005 and 2019 diesel use (gallons).
Year Diesel (gallons)
2005 149,040
2019 141,590
Given that the diesel used by the City is a blend of renewable and biodiesel, staff applied two
emissions coefficients to diesel activity data to calculate total GHG emissions. The emissions
factor was provided by The Climate Registry’s 2019 Default Emission Factor Report. Table 3.4
shows the emissions coefficients for renewable diesel and biodiesel, respectively.
Table 3.5. Diesel emissions factors (MTCO2e/gallon).
Year Fuel Type MTCO2e/gallon
2005 Diesel 0.01021
2019 Renewable Diesel 0.01021
Biodiesel 0.00945
To calculate GHG emissions for the diesel blend, emissions coefficients were weighted based on
the composition of each respective fuel type and applied to activity data. Therefore, the renewable
5 https://www.sciencedirect.com/topics/engineering/renewable-diesel
6 Scope 3 emissions include all other indirect emissions not covered in Scope 1 and 2, such as the
emissions resulting from the extraction and production of purchased materials and fuels. More information
can be found at: https://ww3.arb.ca.gov/cc/protocols/localgov/pubs/lgo_protocol_v1_1_2010-05-03.pdf.
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diesel coefficient was applied to 90 percent of the diesel activity data and the biodiesel coefficient
was applied to 10 percent of the activity data. The sum of those two outputs was equal to the total
GHG emissions for diesel use. Table 3.5 shows the total GHG emissions for diesel use (MTCO2e).
Table 3.6. 2005 and 2019 GHG emissions for diesel use (MTCO2e).
Year MTCO2e
2005 1,520
2019 1,430
3.3 Total Fleet GHG Emissions
Table 3.7 shows the total fuel related GHG emissions from gasoline and diesel combined.
Between 2005 and 2019, total fuel related GHG emissions decreased by 150 MTCO2e, or
approximately seven percent.
Table 3.7. Total fleet GHG emissions (MTCO2e).
Year Total (MTCO2e)
2005 2,250
2019 2,090
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4. EMPLOYEE
COMMUTE
4.1 Employee Commute Sector Overview
This section presents the 2005 and 2019 GHG emissions for the Employee Commute sector and
includes emissions from all passenger vehicle trips taken by City employees traveling to and from
work.
4.2 Inventory Data and Methods
This section provides VMT activity data and emissions estimates for the baseline year of 2005
and inventory year 2019. Active Transportation staff collects biennial commute data that Office of
Sustainability staff used for the purposes of the inventory.
Employee commute data was collected by staff and then anonymized for analysis. VMT attributed
to trips where employees walked, rode a bicycle, took a bus, or drove an electric vehicle were
removed from the data set. For all active transportation modes, no direct GHG emissions are
produced as a result of activity. Direct emissions related to electric vehicles was not included in
this analysis. For those that utilized transit, those emissions are accounted for in the Fleet sector
of the inventory.
For single-occupancy and carpool trips, staff calculated the sum of VMT per vehicle type. Vehicle
types were classified according to the California Air Resources Board (CARB) Emissions Factor
(EMFAC) Model. Table 4.1 shows annual VMT per vehicle classification and percentage of total
VMT.
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Table 4.1 2005 and 2019 total VMT per vehicle classification for combined single-
occupancy and carpool modes.
Table 4.2 shows 2005 and 2019 total VMT for the vanpool. Between 2005 and 2019, annual VMT
activity data for single-occupancy and carpool increased by 111,600 VMT, or approximately six
percent. In the same time period, annual VMT for vanpool increased by 23,820 VMT, or
approximately 130 percent. Table 4.3 shows total VMT for single occupancy, carpool, and vanpool
modes. Overall, annual VMT increased by 26,560 VMT between 2005 and 2019, or approximately
one percent.
Table 4.2 2005 and 2019 total VMT for vanpool.
Year Annual VMT
2005 17,900
2019 43,520
Table 4.4 2005 and 2019 total VMT for single-occupancy, carpool, and vanpool modes.
Year Annual VMT
2005 1,920,620
2019 1,947,180
Year Vehicle Classification Total VMT % EMFAC VMT
2005
Passenger Cars 870,460 46%
Light-Duty Trucks (0-3,750 lbs.) 81,590 4%
Light-Duty Trucks (3,750-5,750 lbs.) 386,610 20%
Light-Heavy-Duty Trucks (8,501-10,000 lbs.) 117,460 6%
Light-Heavy-Duty Trucks (10,001-14,000
lbs.) 18,160 2%
Motorcycles 39,882 2%
Medium-Duty Trucks (5,751-8,500 lbs.) 306,120 16%
Other 70,768 4%
Total 1,902,716 100%
2019
Passenger Cars 819,610 43%
Light-Duty Trucks (0-3,750 lbs.) 263,240 14%
Light-Duty Trucks (3,750-5,750 lbs.) 225,680 12%
Light-Heavy-Duty Trucks (8,501-10,000 lbs.) 368,290 19%
Motorcycles 112,920 6%
Medium-Duty Trucks (5751-8500 lbs.) 113,930 6%
Total 1,903,670 100%
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Similar to the Fleet and Building & Facility Energy sectors, emissions factors are applied to activity
data to calculate GHG emissions. Emissions factors were provided by the 2005 and 2019 EMFAC
Model, respectively, with an individual emissions factor provided for each vehicle classification
based on the fuel used and the weight of the vehicle. Table 4.4 shows the emissions factors for
single-occupancy and carpool trips by vehicle classification.
Table 4.4 2005 and 2019 emissions factors by vehicle classification for single-occupancy
and carpool trips.
Year Vehicle Classification MTCO2e/VMT
2005
Passenger Cars 0.000339
Light-Duty Trucks (0-3,750 lbs.) 0.000396
Light-Duty Trucks (3,750-5,750 lbs.) 0.000470
Light-Heavy-Duty Trucks (8,501-10,000 lbs.) 0.000765
Motorcycles 0.000154
Medium-Duty Trucks (5,751-8,500 lbs.) 0.000583
2019
Total 0.000250
Passenger Cars 0.000296
Light-Duty Trucks (0-3,750 lbs.) 0.000333
Light-Duty Trucks (3,750-5,750 lbs.) 0.000703
Light-Heavy-Duty Trucks (8,501-10,000 lbs.) 0.000192
Motorcycles 0.000401
Table 4.5 shows the emissions factors for vanpool trips for 2005 and 2019. The emissions factor
used for vanpool trips was the emissions factor for the LHD1 vehicle class, or light-heavy-duty
trucks (8,501 to 10,000 lbs.). This vehicle classification was chosen based on the type of vehicle
typically used for vanpools.
Table 4.5 2005 and 2019 emissions factors for vanpool.
Year MTCO2e/VMT
2005 0.000764904
2019 0.000702558
Emissions factors were then applied to activity data to calculate the annual GHG emissions of
each vehicle classification. Table 4.6 shows the annual GHG emissions for single-occupancy and
carpool trips by vehicle classification. Table 4.7 shows the annual GHG emissions for vanpool
trips.
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Table 4.6 2005 and 2019 GHG emissions per vehicle classification for single-occupancy
and carpool (MTCO2e).
Year Vehicle Classification MTCO2e
2005
Passenger Cars 300
Light-Duty Trucks (0-3,750 lbs.) 30
Light-Duty Trucks (3,750-5,750 lbs.) 180
Light-Heavy-Duty Trucks (8,501-10,000 lbs.) 90
Motorcycles 0
Medium-Duty Trucks (5,751-8,500 lbs.) 180
2019
Passenger Cars 210
Light-Duty Trucks (0-3,750 lbs.) 80
Light-Duty Trucks (3,750-5,750 lbs.) 80
Light-Heavy-Duty Trucks (8,501-10,000 lbs.) 260
Motorcycles 20
Medium-Duty Trucks (5751-8500 lbs.) 50
Table 4.7 2005 and 2019 GHG emissions for vanpool.
Year MTCO2e
2005 10
2019 30
4.3 Total Employee Commute GHG Emissions
Table 4.8 shows the total GHG emissions from employee commute. Between 2005 and 2019,
total GHG emissions decreased by 80 MTCO2e, or approximately ten percent. While annual VMT
increased between 2005 and 2019 (Table 4.3) and employee commute data showed a decrease
in light-duty vehicle use proportional to other medium and heavier-duty vehicles (Table 4.1),
annual emissions showed a net decrease between 2005 and 2019. This could be attributed to a
number of factors. First, the survey that is used to collect employee commute data is optional and
not representatively reflective of the entire employment of the City. This can yield inconsistent
and incomplete data. Additionally, as seen in Table 4.4 and Table 4.5, there is an observed overall
decrease in the GHG emissions intensity of passenger vehicles between 2005 and 2019 as a
result of federal emissions standards.
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Table 4.8 Total employee commute GHG emissions (MTCO2e).
Year Total GHG Emissions
(MTCO2e)
2005 810
2019 730
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5. WASTEWATER
5.1 Wastewater Sector Overview
The treatment of wastewater produces direct and indirect GHG emissions. Indirect emissions
related to energy use are included in Chapter 2 Building and Facility Energy Use. Direct emissions
reported in this document are limited to methane produced by biogas generation. Due to data and
method limitations, this information is provided for reference but is n ot included in the municipal
operations inventories.
5.2 Inventory Data and Methods
The Wastewater Resource Recovery Facility (WRRF) is responsible for treating wastewater
within the City and has contractual agreements to treat the wastewater from Cal Poly and the San
Luis Obispo County airport. The facility is rated for 5.1 million gallons of wastewater and operates
24 hours a day, 365 days a year. The WRRF provides wastewater treatment starting with
preliminary treatment and ending with disinfection. The system processes included screening and
grit removal, clarification, biological nutrient removal, mono‐media filtration, and disinfection. The
treated wastewater is discharged to San Luis Obispo Creek at the southern end of the property.
Solids removed by the treatment processes are either dewatered (grit and screenings) or
thickened, stabilized in anaerobic digesters, and dewatered (biological sludge). Biosolids are
trucked and disposed of off‐site.
5.2.1 Stationary CH4 from Incomplete Combustion of Digester Gas
Anaerobic digesters are used to treat the solids stream in the wastewater process. These
digesters produce biogas as a part of the anaerobic process and conversion into biosolids. Staff
from Utilities provided process data for the measured standard cubic feet of digester gas produced
per day (ft3/day) and the fraction of CH4 present in biogas. Using that information, GHG emissions
from the incomplete combustion of digester gas were calculated. Staff utilized an equation from
the Local Government Operations Protocol where activity data was inputted, and other constants
and factors were provided. Table 5.1 shows the full LGOP equation, including provided constants
and factors and inputted activity data.
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Table 5.1 Stationary CH4 from Incomplete Combustion of Digester Gas equation.
CH4 emissions (MTCO2e) =
(Digester Gas x F CH4 x ρ(CH4) x (1-DE) x 0.0283 x 365.25 x 10 -
6) x GWP Value Year
2013 2019
CH4 emissions
= Digester gas
methane generation
potential
Computed 210 320
Activity Data (Digester
Gas)
=Measured standard
cubic feet of digester
gas produced per
day [ft3/day]
User Input 64,094 95,650
F CH4 = CH4 fraction in
biogas User Input 0.56516 0.56516
ρ(CH4) = Methane density 662 662 662
DE = CH4 destruction
efficiency 0.99 0.99 0.99
0.0283 = Cubic feet to cubic
meters 0.0283 0.0283 0.0283
365.25 = Days per year 365.25 365.25 365.25
0.000001 = Grams to metric
tons 0.000001 0.000001 0.000001
GWP (AR5) = GWP of methane 86 86 86
The data management system used by the Utilities Department that sourced digester gas activity
data was installed in 2012. Therefore, 2013 is the earliest available year with complete and
accessible activity data. Staff were not able to calculate a 2005 baseline inventory for this
emissions source.
It is important to note that between 2013 and 2019, the WRRF employed a co-generation system
to convert digester gas to electricity that is used at the facility. In 2018, the Utilities Department
deployed a pilot program to increase biogas production by supplementing the digesters with a
mix of microorganisms and enzymes. These supplements effectively increased biogas production
for on-site energy production via the co-generation system. This resulted in a net increase in
measured standard cubic feet of digester gas produced per day (Table 5.1), and subsequently,
an assumed decrease in flared biogas (not integrated into the quantification for stationary CH4).
5.2.2 Process N2O Emissions from Wastewater Treatment with
Nitrification/Denitrification
According to the Local Government Operations Protocol for quantifying GHG emissions for
wastewater treatment, process nitrous oxide (N2O) emissions from wastewater treatment with
nitrification and denitrification should be calculated. However, the WRRF process only completes
the nitrification process and there are no guidance documents associated with quantifying the
emissions associated only with this process. Given the likely minimal nature of these emissions
as shown in the above calculations, the City omitted process N2O emissions quantification from
the total 2005 and 2019 GHG emissions for the Wastewater sector.
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5.2.3 Other Wastewater Treatment Emissions
Electricity is used power the processes to treat wastewater at the WRRF. Emissions associated
with energy use at the WRRF are included in Chapter 2 Building and Facility Energy.
5.2.43. Potable Water Emissions
The Wastewater section does not include GHG emissions quantifications for the treatment or
conveyance of potable water. Emissions from the City’s Water Treatment Plant included in this
inventory are directly related to energy use, which is represented in Chapter 2 Building and Facility
Energy, above.
5.3 Total Wastewater GHG Emissions
Table 5.2 shows the total GHG emissions of stationary CH4 from incomplete combustion of
digester gas. In 2019, total GHG emissions for stationary CH4 from incomplete combustion of
digester gas was 320 MTCO2e. Staff ultimately determined the method for estimating emissions
for this activity is not justifiable and does not accurately represent emissions associated with the
wastewater treatment process, so the below values are only included as an informational item
and are not included in the 2019 Municipal GHG Inventory.
Table 5.2 2019 total GHG emissions from wastewater treatment processes.
Year Total GHG Emissions
(MTCO2e)
2013 210
2019 320
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6. SOLID WASTE
4.1 Solid Waste Sector Overview
This section presents the GHG emissions for the solid waste sector, specifically emissions
generated from the disposal of waste that has occurred as a result of City operations. This section
presents the updated 2005 GHG emissions along with modeled emissions for 2019.
4.2 Updated Inventory Data and Methods
This section provides updated solid waste activity data for the baseline year of 2005, as well as
activity emissions estimates for years 2005 through 2019 to estimate the City’s total greenhouse
gas emissions. The City of San Luis Obispo deposits all trash (not including recycling or organic
waste) generated as a result of municipal operations into the Cold Canyon Landfill. The Cold
Canyon Landfill provided solid waste disposal data that was used in this analysis. Table 4.1 and
Figure 4.1 provide annual municipal operation solid waste disposal tonnage for 2005 to 2019.
There is no available solid waste disposal data for calendar year 2019 as was calculated for
previous years. Staff use a per full-time employee (FTE) metric to project waste for 2019 based
on recorded waste generation from previous years. Table 4.2 shows the FTE factor used to
calculate 2019 annual solid waste disposal tonnage, which estimates that approximately 1.004
tons of solid waste are disposed per employee. Although this method is consistent with Local
Government Operations Protocol methods, staff will seek to update the inventory with empirical
data in Fiscal Year 2021-22.
Table 4.1. City solid waste activity data, 2008-2019 (Disposal Ton).
Year Total Waste (Tons)
2005 276
2006 276
2007 276
2008 277
2009 262
2010 261
2011 253
2012 254
2013 255
2014 255
2015 269
2016 269
2017 --
2018 --
2019 270
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Table 4.2. Full-time employee (FTE) factor used to calculate 2019 annual solid waste
disposal tonnage.
Solid Waste Coefficient
(tons per FTE)
1.003636
Figure 4.1. Total City solid waste (Disposal Ton).
4.3 Total Solid Waste GHG Emissions
To estimate the solid waste GHG emissions, the carbon dioxide equivalency emissions factor was
multiplied by the disposal ton activity data. Once these were applied, the annual solid waste
disposal ton emissions were calculated. As shown in Table 4.7, from 2005 to 2019, the solid waste
sector remained relatively consistent in terms of total emissions.
200
210
220
230
240
250
260
270
280
290
300
2004 2006 2008 2010 2012 2014 2016 2018 2020Tonnage
Total Waste (Tons)
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Table 4.17. Total solid waste disposed emissions (MTCO2e).
Year Total Waste (Disposal Ton) Solid Waste Total Emissions
MTCO2e
2005 276 120
2006 276 120
2007 276 120
2008 277 120
2009 262 110
2010 261 110
2011 253 110
2012 254 110
2013 255 110
2014 255 110
2015 269 120
2016 269 120
2017 -- --
2018 -- --
2019 270 120
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7. FORECAST
The adjusted business as usual (ABAU)7 GHG emissions forecast estimates how municipal
emissions would change over time if no action were taken to reduce emissions. The forecast is
based on changes to the number of Full Time Employees (FTE), building and facility square
footage, and wastewater treatment service population.
Given projected changes to the three demographics mentioned above, total municipal emissions
are expected to increase slightly relative to 2019 (and remain decreased relative to 2005). As
shown in Table 7.1, emissions in 2025 are projected to be 5,070 MTCO2e (approximately 25
percent below 2005 levels), and in 2030 are expected to be at 5,150 MTCO2e (approximately 23
percent below 2005 levels).
Table 7.1. BAU forecasted GHG emissions, 2005-2030 (MTCO2e).
Sector 2005 2019 2025 2030 % change from
baseline in 2030
Building & Facility Energy 3,550 2,130 2,110 2,290 -35.5%
Fleet 2,250 2,090 2,130 2,130 -5.3%
Employee Commute 810 730 710 610 -24.7%
Solid Waste 120 120 120 120 0.0%
TOTAL 6,730 5,070 5,070 5,150 -23.5%
Change from 2005 -- -1,660 -1,660 -1,580 --
The results of the municipal operations GHG emissions inventory and forecast show total
emissions remaining steady in 2025 relative to baseline years 2005 and 2019 followed by a steady
increase in total emissions between 2025 and 2030. As described in previous sections, the overall
decrease in GHG emissions between 2005 and 2019 can be attributed largely to decreases in
facility and fleet energy use and corresponding decreases in emissions factors for respective fuel
sources.
The anticipated increase in emissions between 2019 and 2025 and again between 2025 and 2030
can be closely tied with forecasted increases in demographic data used to project emissions. For
example, when conducting this forecast, staff worked closely with other departments to
reasonably and justifiably forecast the expected number of City employees, building and facility
square footage as new and replacement development projects are implemented, and service
population. These growth factors directly contribute to the forecasted increase in total emissions
between 2019 and 2030.
For example, staff were able to confirm four planned development projects between 2019 and
2030, two of them large-scale facilities (new Police Department headquarters and the Palm-
7 A business as usual emissions forecast projects greenhouse gas emissions based on expected changes in demographic data, such
as new building square footage and growth in the number of total employees, while using the same emissions coefficients for the base
inventory year (e.g. 2019). An adjusted business as usual emissions forecast utilizes those same metrics while also using projected
emissions coefficients for each forecast year (e.g. expected fuel and electricity emissions coefficients). Staff decided to create an
adjusted business as usual forecast in this analysis for accuracy and completeness.
Page 823 of 845
Public Review Draft Lead by Example: A Plan for Carbon Neutral City Operations
Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo Page A-25
Nipomo parking garage). These new developments are expected to add a total of 265,094
additional indoor air-conditioned and outdoor non air-conditioned square feet to the City’s portfolio
by 2030, or an increase of approximately 51 percent. As shown in Table 7.1, this demographic
information has a significant impact on forecasted building and facility energy emissions.
Page 824 of 845
Public Review Draft Lead by Example: A Plan for Carbon Neutral City Operations
Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo Page A-26
8. AREAS FOR
IMPROVEMENT
A greenhouse gas emissions inventory is only a snapshot of the total emissions occurring in City
operations. The report as presented includes emissions sectors and categories as required by
accounting protocol and represent those sectors that have defensible and transparent methods
and data. As the City continues its path of climate action toward municipal carbon neutrality, the
following areas for improvement will be closely monitored:
Wastewater - The Local Government Operations Protocol requires local governments to
account for direct process emissions that occur from the treatment of wastewater. It is
known that the treatment of wastewater can release Nitrous Oxide and Methane, both of
which are powerful greenhouse gases. Although the GPC provides accounting methods
for estimating the direct release of Methane emissions, an accounting protocol does not
exist for estimating the direct release of Nitrous Oxide from the specific type of treatment
that occurs at the San Luis Obispo Water Resource Recovery Facility (nitrification, but no
denitrification). The City will continue to explore solutions to this accounting issue and
intends to seek support from partners and academic institutions to find a quantification
method for direct Nitrous Oxide emissions.
Fugitive Methane – From the well head to the appliance, methane leaks directly into the
atmosphere as the result of natural gas development and transmission. Some estimates
of total system leakage are high enough to make natural gas consumption as bad a climate
polluter as coal. A common protocol for amending the natural gas emissions coefficient to
account for this leakage is not available. The City will consider updating the coefficient in
future years when such information is vetted and available.
Employee Commute – Emissions for employee commute can only be feasibly measured
based on voluntary data submission. Since not every employee participates in the
voluntary survey, the annual greenhouse gas emission estimates are based on incomplete
data. Staff have in recent years, though, implemented more incentive opportunities which
has enhanced participation. As more accurate data collection methods emerge and/or the
City includes more incentives to support employee participation, emissions for employee
commute will be more accurate in future inventory years.
Procurement, Budget, and Finance – In accordance with the Local Government
Operations Protocol, the City has only measured and recorded Scope 1 and 2 emissions,
or emissions from sources owned and/or controlled by the City and from the purchased
use of electricity, respectively. This leaves significant gaps in the ability to quantify
emissions from activities related to procurement, budget, and finance. Therefore, those
activities are not included in the 2019 inventory. As new data collection methods for Scope
3 emissions emerge to feasibly and accurately calculate those types of emissions, the City
will explore integrating those quantification strategies in future inventory updates.
Page 825 of 845
Public Review Draft Lead by Example: A Plan for Carbon Neutral City Operations
Community Greenhouse Gas Emissions Inventory and Forecast
City of San Luis Obispo Page A-27
Natural Solutions – This inventory does not account for ambient carbon emissions
sequestered or emitted within the City’s urban forest network or Greenbelt (except fuel
use for maintenance equipment under the Fleet sector). In accordance with the Local
Government Operations Protocol, the City does not currently estimate or inventory direct
emissions as a result of landscape management practices, including the application of
synthetic fertilizers. Sequestered emissions from reduction actions within the Natural
Solutions pillar were estimated and are included in the Lead by Example: A Plan for
Carbon Neutral City Operations reduction measure forecast. However, these sequestered
emissions cannot be compared to a baseline or business as usual scenario like other
sectors due to the fact that they are not inventoried. Staff will continue to explore feasible
approaches to inventorying direct emissions under the Natural Solutions sector in future
emissions inventory updates.
List of Abbreviations
CH4: Methane
CO2: Carbon dioxide
CO2e: Carbon dioxide equivalent
EV: Electric Vehicle
FTE: Full-time employee
GHG: Greenhouse gas
kW: Kilowatt
kWh: Kilowatt-hour
LGOP: Local Government Operations Protocol
MTCO2e: Metric tons of carbon dioxide equivalent
N2O: Nitrous oxide
PG&E: Pacific Gas & Electric Company
VMT: Vehicle miles traveled
WRRF: Water Resource Recovery Facility
3CE: Central Coast Community Energy
Page 826 of 845
Item 6c
Department: Attorney
Cost Center: 1002
For Agenda of: 7/6/2021
Placement: Business
Estimated Time: 20 Minutes
FROM: Christine Dietrick, City Attorney
SUBJECT: ADOPTION OF A RESOLUTION ALIGNING AND CONTINUING CERTAIN
PRIOR COUNCIL EMERGENCY ACTIONS FOR CONTINUED COVID-19
MITIGATION AND CONSISTENT WITH NEW STATE DIRECTION
RECOMMENDATION
Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, consolidating and aligning prior Council emergency actions with
recently revised State Orders, and continuing certain prior actions to support continued
protections for public health, safety and welfare, as well as economic recovery ,” as
follows:
1. Require continued compliance with State and County public health and emergency
orders and directives.
2. Partially terminate safety enhancement zones and enhanced penalties for
specified violations, except violations of State, County or local orders related to the
continuing COVID-19 declared emergency as expressly provided by ordinance.
3. Extend the life of all commercial cannabis business operator permits for an
additional three months, for a fixed period of twelve months from the original date
of expiration. And extend all other entitlements by a period of 18 months following
the end of the declared emergency.
4. Extend the OPEN SLO Pilot Program permitting temporary uses and structures in
designated City rights of way for continued public health and safety and to support
economic recovery.
5. Authorize the City Manager temporarily to suspend enforcement of certain sign
and private parking requirements provisions of the Municipal Code as necessary
to facilitate the temporary OPEN SLO programs in designated locations .
6. Continue suspension of use permits and other requirements for the establishment
or expansion of safe parking programs within the City for six months following the
end of the declared local emergency.
7. Terminate authority provided to the City Manager to use FY 2018-19 Unassigned
Fund Balance above required reserve levels and return to generally applicable
financial policies following budget adoption.
Page 827 of 845
Item 6c
REPORT-IN-BRIEF
In March 2020, National, State and City states of emergency were declared in response
to the COVID-19 pandemic. Since then, and pursuant to its emergency powers, the City
Emergency Services Director and City Council have taken several actions via ESD
Proclamations and Council Resolutions, or Ordinances designed to address and mitigate
the health, safety, welfare and economic impacts of the pandemic in the City.
On June 11, 2021, the Governor issued Executive Order N -07-21, terminating the Stay-
at-Home Order that was implemented early in the pandemic and retiring the Blueprint for
a Safer Economy, in favor of the Resilience Roadmap. The Governor’s Office established
a timeline and process to continue winding down the various provisions of the 58 COVID-
related executive orders, which suspended statutes and regulations to help the state and
businesses continue operations during the pandemic. To ensure that impacted individuals
and entities have time to prepare for the changes, the provisions will sunset in ph ases,
beginning later this month, in July and in September. By the end of September, nearly 90
percent of the executive actions taken since March 2020 will have been lifted.
In response the pandemic emergency declarations and restrictions, the City also took
more than twenty emergency actions related to the pandemic and facilitated a number of
projects and practices that staff believe have continuing value to support the safe and
successful progression through the pandemic, to ensure the City, its businesses and
residents are well prepared to respond to any similar public health emergency that may
emerge going forward, and to support economic vitality and recovery in a manner that
supports the continuation of safe, distanced, and outdoor activities in a ma nner that
recognizes the continuing risks of presented by emerging variants and less than optimal
vaccination rates.
The resolution attached consolidates and continues those actions deemed necessary to
support continued safe progression out of the pandemic and economic recovery in a
single location for clarity and ease of reference going forward.
DISCUSSION
Background
With broad availability and effectiveness of vaccines, the Country, State and City are now
emerging from the most restrictive aspects of t he continuing emergency, which has
resulted in the termination of certain State restrictions related to indoor activities,
gatherings, governmental and business operations, masking, and social distancing.
Nonetheless, vaccines are not yet available to children 12 and younger, virus variants
continue to have serious impacts within California, nationally and worldwide, the impacts
of reopening as we move into the fall and winter months are not yet known, and there are
still many people, both residents and visitors to the city, who are not vaccinated for a
variety of reasons.
Page 828 of 845
Item 6c
Accordingly, staff recommends that Council adopt a resolution affirming, continuing and
or extending several local programs and policies previously enacted to support public
health and economic recovery, while otherwise continuing to align with State and County
public health and emergency orders. The resolution continues the City’s ability to make
such orders applicable and directly enforceable pursuant to the City’s Municipal Code
and the key provisions are set forth below.
Partial Termination of Safety enhancement zones.
During the height of the pandemic and while County and State stay at home and gathering
and indoor activities restrictions were in place, the Council enacted a city-wide safety
enhancement zone that increased penalties for previously designated Municipal C ode
Violations that also had implications with regard to increased risk of spread of the COVID -
19 virus (e.g., noise, unruly gatherings, and open container in public violations). First via
resolution, and later via emergency ordinance, the Council also mad e violations of
emergency orders, regulations and directives issued by other authorized entities
(primarily State and County) pursuant to emergency powers and enhanced penalties
subject to enforcement as violations of the City’s Municipal Code upon declara tion of an
emergency and for the duration of the declared emergency.
The current resolution terminates the Citywide Safety Enhancement Zone previously
declared pursuant to Resolution 11106 (2020 Series) for all non-emergency related,
previously designated, Municipal Code violations specified in Section 9.22.020B and
restores the penalty for such violations to the levels otherwise provided by the Municipal
Code and related Administrative Guidelines.
However, Section 9.22.020B continues in effect (as enacted by Council emergency
ordinance) as to violations of emergency orders and provides that violations of any State
or County Public Health or other State or County Order or directive related to the COVID-
19 emergency, whether now existing or subsequent ly adopted, shall remain subject to
immediate penalties not to exceed $1,000 for the duration of the declared emergency.
The application of safety enhancement penalties to emergency order violations will
terminate by the terms of the Municipal Code upon termination of State, County, and local
emergency proclamations. As a practical matter, there are very few State and County
restrictions currently in place that staff would anticipate being subject to enforcement now
that stay-at-home orders and most gathering and occupancy restrictions have been lifted.
Nonetheless, the way the ordinance was drafted makes the safety enhancement zone
more flexible and self-executing, without the need for additional Council action, in the
event that conditions change, and the State or County enact subsequent orders related
to the declared emergency.
Page 829 of 845
Item 6c
Cannabis Operator Permits Activation Extension
On March 16, 2021, City Council adopted Resolution No. 11231 (which superseded a
prior resolution) and extended the life of all discretionary approvals, including extending
the life of all commercial cannabis business operator permits for an additional three
months. Staff is now recommending an additional three-month suspension and direction
to extend expiration provisions for commercial cannabis business operator permits based
on the length of the ongoing pandemic emergency and authorization to extend existing
operator permits.
The City has issued eight commercial cannabis operator permits during the past two
years. Three of those permits have been activated, four are in process of activating their
operator permit, and one business has also decided to not continue in the permitting
process. If a commercial cannabis operator permit is not fully activated (meaning the
business is open and continually operating) within one year of permit issuance, then
current code provisions specify that the operator permit expires. Council previously
approved a six-month suspension of the expiration provisions/extension permits for these
permits, then approved an additional three additional months, and staff is now
recommending an extension of three additional months (twelve months total) to these
operator permits.
Commercial cannabis business operators have been impacted by C OVID-19 similar to
other business types in the City. The process of activating a commercial cannabis
operator permit is extensive and requires approval of a Conditional Use Permit,
application for building permit, construction per the approved building permit, stocking
inventory, and opening for business. Accomplishing all of this within one year is an
ambitious schedule during normal times and the current pandemic and has created
unforeseen obstacles and other complications for cannabis operators working towards
opening. Staff believes current circumstances would render enforcement of the current
expiration provisions inequitable and counterproductive to economic recovery, COVID -19
business support, and efficient use of staff time and resources.
In light of the intertwined relationship between cannabis land use entitlements and
building permits and the activation requirements of a cannabis operator’s permit, staff is
recommending an additional three-month (twelve months total) suspension of the
enforcement of the activation requirements and an extension of currently issued
operator’s permits to align with the existing building permit extensions previously provided
(and recommended to be affirmed and continued) to other projects in the City. The
relevant code section of which staff recommends suspension of enforcement, and action
to extend current permits, is as follows:
D. Duration and Activation of Permit. Each commercial cannabis operator permit
issued pursuant to this chapter shall expire twelve months after the date of its
activation. The permittee may apply for renewal prior to expiration in accordance
with this chapter. Each commercial cannabis operator permit must be activated
within twelve months of issuance. The permit is activated by the issuance of a use
Page 830 of 845
Item 6c
permit for the commercial cannabis activity pursuant to Section 17.86.080,
together with all other applicable city permits and state licenses, and the
commercial cannabis operator thereafter opening and continuously operating the
commercial cannabis activity. Failure to timely activate the permit shall be deemed
abandonment of the permit and the permit shall automatically lapse. (Ord. 1673 §§
1, 2 (Exh. A), 2020; Ord. 1647 § 4 (Exh. A (part)), 2018)
The resolution affirmatively extends the permits for an additional three months.
Extension of Authority to Continue OPEN SLO Program allowing continued
outdoor public space expansion for temporary COVID-19 business support and
recovery and for continued mitigation against and preparation for impacts of
COVID-19 variants and increased seasonal risks of spread.
Throughout the pandemic the Council has taken several quick response actions to create
safe outdoor spaces and support our business community and residents through various
stages of COVID related closures and restrictions. One of the most significant packages
of actions was the authorization of the OPEN SLO program, approved in March 2021 via
Resolution 11232. Given the positive progression of the state, but also the continuing
existence of unpredictable variables that could negatively affect that progression, staff is
recommending the temporary continuation of the OPEN SLO Program, with continuing
authority for the City Manager to temporarily suspend enforcement of certain code
provisions (e.g., sign and private parking regulation s) for the duration of the temporary
program. The temporary continuation will also provide time for staff to provide Council
with an evaluation of potential longer-term implementations of some of the components
of the program that have proven popular and will help to build community resiliency going
forward. Staff will bring forward an agenda item on Council’s July 16 agenda to review
options and receive Council direction.
Extension of discretionary approvals and building permit applications.
On June 2, 2020, the City Council adopted the 2020 - 21 Financial Plan supplement with
a singular, integrated Meta City Goal – Economic Recovery. One of the near- term actions
identified was an extension of entitlements so that they would not expire during the
pandemic, causing delays in the economic recovery effort that could result in business
closures and lost revenue opportunities for both businesses and City operations.
On June 16, 2020, the City Council adopted Resolution No. 11131, authorizing extension
of City discretionary approvals and building permit applications due to the Covid - 19
pandemic. Then, on March 16, 2021, City Council adopted Resolution
No. 11231 which superseded the original resolution and extended the life of all
discretionary approvals further. Resolution No. 11231 extended the term of all active City
planning entitlements for an additional six months, extended the life of all commercial
cannabis business operator permits for an additional three months, and extended the life
of all building permit applications by an additional six months.
Page 831 of 845
Item 6c
The current resolution affirms and continues extensions to facilitate economic recovery
and process efficiency for both the development community and City staff.
Continue suspension of use permit and other requirements for the or expansion of
safe parking programs within the City and extend Community Development
Director approval authority for new safe parking sites for six month following the
end of the declared local emergency.
On August 18, 2020, the City Council adopted Resolution No. 11149 affirming the actions
of the Emergency Services Director by ESD Proclamation No. 5, which was adopted on
August 7, 2020. Through the two actions, the City found that emergency measures were
necessary to support and facilitate the expansion of safe parking facilities for unhoused
persons in order to minimize exposure to the elements that compromise health, to
minimize risks of sustained close contact and congregation to mitigate transmission of
COVID-19, and to advance social distancing and personal hygiene protocols necessary
to prevent or minimize the spread of COVID-19 and protect the public health, safety,
welfare and economic security of the citizens of San Luis Obispo.
The prior Council action suspended requirements of Chapter17.86 of the Municipal Code
and any and all provisions of any other code provision or use permit, entitlement or
contract issued to any current homeless or supportive services provider permitted or
contracted with the City of San Luis Obispo to the extent that such provisions would
otherwise limit or prevent the expansion of safe parking facilities within the City, until such
time as the declared City, County and State emergency declarations are terminated or
such other time as may be determined by order of the Emergency Services Director or
City Council. The prior action also established requirements for the Community
Development Director to approve establishment of new safe parking locations upon
review and approval of an application submitted by a new non -profit community partner.
Given the ongoing nature of the economic impacts of the pandemic and uncertainty
regarding vaccination rates, variants and seasonal impacts of COVID -19, staff
recommends continuing the prior actions to allow for expansion and establishment of new
safe parking sites for a period of six months after the termination of the local emergency
proclamation.
The City has currently authorized and funded one expanded site at Railroa d Square in
partnership with the City’s only current safe parking services provider CAPSLO. While
the site has not been fully utilized, the City Homeless Response Manager is currently
working with providers and members of the unhoused community to identif y and minimize
barriers to utilization and the flexibility to quickly expand successful shelter and service
models will be helpful to the success of the City’s objectives to move unhoused persons
into shelter and services in a timely manner responsive to diverse needs.
Page 832 of 845
Item 6c
Conclude City Manager authority to use FY 2018-19 Unassigned Fund Balance
On March 17, 2021, Council adopted Resolution giving the City Manager authority to use
FY 2018-19 Unassigned Fund Balance above required reserved levels to address
emerging public safety and economic support needs of the community related to COVID -
19. As we progress toward full reopening and greater stability in managing the pandemic
and its impacts, staff is recommending that the authority granted be terminated and that
the City revert to fiscal management and spending practices consistent otherwise
applicable City financial management policies.
Previous Council or Advisory Body Action
Throughout the course of the pandemic, the City Manager/Emergency Services Director
enacted six Emergency Proclamations, the substance of which was ultimately affirmed
as part of comprehensive Council emergency actions, including more than twenty
Emergency Resolutions and Ordinances related to COVID-19. The specific actions
relevant to the current resolution are outlined above related to each of the subject areas
of the resolution.
Policy Context
All of the actions recommended herein are consistent with the Council’s adopted Major
City Goals, are reflected in the work programs associated with Council’s goals and are
supported by funding in the recently approved 2021-23 Financial Plan and 2021-22
Budget.
Public Engagement
Public engagement has been ongoing via business, association, resident, employee and
visitor outreach and surveys regarding support needs and service levels throughout the
pandemic. As the City transitions and begins to evaluate longer term projects, policies
and public, health, safety, and economic support activities, more proactive and directed
outreach consistent with existing public engagement policies will be conducted and
provided to the Council as part of its evaluation and direction on future activities.
CONCURRENCE
The Deputy City Manager, City Attorney and Cannabis Program Coordinator concur with
this recommendation.
ENVIRONMENTAL REVIEW
As a result of the COVID-19 public health emergency, the City of San Luis Obispo
proposes to continue a temporary program to use the right-of-way, sidewalks and streets
to help create continued opportunities for social distancing during the first few phases
(stages) of reopening consistent with the State’s Resilience Roadmap .
Page 833 of 845
Item 6c
The actions proposed were initiated and are proposed to continue under the City’s
emergency and general police powers to provide for residents the health and wellness
benefits of being outdoors and to support businesses and customers with enough space
to safely physically distance as the State and County move toward optimal vaccinatio n
rates, monitor the emergence of variants, and monitor transmission rates into the Fall and
Winter months. The proposed project is exempt from environmental review pursuant to
the California Environmental Quality Act (CEQA) as follows:
A. The project is statutorily exempt under State CEQA Guidelines Section 15269
(Emergency Projects), because the temporary program includes specific actions
that would allow for safe physical distancing and support continued progression
through the pandemic consistent with the State’s Resilience Roadmap and County
and State Guidelines in order to mitigate the COVID-19 public health emergency
and the potential for resurgence.
B. The project is categorically exempt under State CEQA Guidelines Section 15301
(Existing Facilities) because the actions identified in the program are limited to the
permitting, leasing, and minor alteration of existing public facilities, including
existing streets, sidewalks, bicycle and pedestrian trails, which would not result in
the creation of additional automobile lanes. The program would result in a
negligible expansion of existing commercial uses and a negligible expansion of the
public’s use of City right-of-way, as the uses included in the temporary program
would not vary from the current uses of commercial businesses, residential areas,
or public access within the City’s right-of-way.
FISCAL IMPACT
The adoption of the Resolution will have no fiscal impact and actions authorized or
contemplated pursuant to the Resolution have been included in the 20 21-23 Financial
Plan or will be brought forward for separate Council consideration with a full fiscal
analysis.
ALTERNATIVES
1. Do not adopt the Resolution. This action is not recommended because the current
Council actions are documented throughout multiple prior resolutions making tracking
and clarity of Council direction difficult.
2. Provide direction to staff regarding modifications to the Resolution.
ATTACHMENTS
A – Draft Resolution consolidating and aligning prior Council emergency actions with
recently revised State Orders
Page 834 of 845
R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, CONSOLIDATING AND ALIGNING PRIOR
COUNCIL EMERGENCY ACTIONS WITH RECENTLY REVISED STATE
ORDERS, AND CONTINUING CERTAIN PRIOR ACTIONS TO SUPPORT
CONTINUED PROTECTIONS FOR PUBLIC HEALTH, SAFETY AND
WELFARE, AS WELL AS ECONOMIC RECOVERY
WHEREAS, on March 4, 2020, the Governor proclaimed a State of
Emergency to exist in California as a result of the threat of COVID-19; and
WHEREAS, on March 17, 2020, the City Council adopted Resolution 11099
proclaiming a local emergency and has thereafter affirmed and continued its
proclamation of local emergency to extend through the duration of the declared State
and/or County proclamations of emergency; and
WHEREAS, since March 2020, the State of California and both the City and
County of San Luis Obispo have taken a series of actions to reduce the spread, and
mitigate the impacts, of COVID-19, limiting harm and loss of life in our community;
and
WHEREAS, as a result of the effective actions taken, as well as the
successful and ongoing distribution of COVID-19 vaccines, California is turning a
corner in its fight against COVID-19 and cases and hospitalization rates in San Luis
Obispo are continuing a relatively low trend at present; and
WHEREAS, on June 11, 2021, the Governor of the State of California issued
Executive Order N-07-21, which formally rescinded the Stay-at-Home Order
(Executive Order N-33-20, issued on March 19, 2020), as well as the framework for
a gradual, risk-based reopening of the economy (Executive Order N-60-20, issued
on May 4, 2020); and
WHEREAS, in light of the current state of the COVID-19 pandemic in
California, the State has rolled back certain provisions of the Governor’s COVID-
19-related Executive Orders; and
WHEREAS, certain provisions of those COVID-19 related Executive Orders
have been deemed to remain necessary to continue to help California respond to,
recover from, and mitigate the impacts of the COVID-19 pandemic, and the City
intends to align and act in accordance with those continuing COVID-19 related
Executive Orders to the extent applicable to the City’s operations in order to
maintain clarity and consistency for the public; and
Page 835 of 845
Resolution No. _____ (2021 Series) Page 2
R ______
WHEREAS, the City has, through its emergency and general police powers,
implemented various programs to support the safe conduct of business and leisure
activities in the City and to facilitate the economic recovery of the community and its
residents from the impacts of COVID-19;
WHEREAS, the City Council finds that COVID-19 presents a continuing threat
to the health and economic wellbeing of the residents of San Luis Obispo because
the Country, State, City and County have not yet reached optimal vaccination rates
to fully protect against community spread of COVID-19, variants are emerging in the
State and the likelihood of spread remains a concern as we enter the Fall and Winter
months; and the City Council further finds that continuation of certain of those
programs enacted pursuant to its emergency authority remain important to advance
the health, safety and welfare of San Luis Obispo, mitigate the continuing risks and
effects of the COVID-19 pandemic, and support economic recovery.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. All recitals set forth above, and all recitals included in support of
Federal, State, and County actions referenced herein, are adopted as though fully set
forth herein as findings in support of this Resolution; and
SECTION 2. There is a continuing emergency related to the pandemic COVID-19
as declared by the Governor of the State of California via Executive Order N-08-21 and
the City Council finds that a concurrent local emergency continues to exist in the City
resulting from continuing low level case and hospitalization rates related to the pandemic
of COVID- 19, and vaccination rates that are not at levels to achieve “herd immunity” to
protect against the peril of increased spread related to emerging variants and the potential
for a seasonal spike in the Fall and Winter, which, absent continuation of preventative
measures, and in the absence of widespread vaccination, is still deemed to present an
imminent threat beyond the control of normal protective service, personnel, equipment,
and facilities of and within the City; and
SECTION 3. Partial termination of Safety Enhancement Zone. The Citywide
Safety Enhancement Zone previously declared pursuant to Resolution 11106 (2020
Series) for all Municipal Code violations specified in Section 9.22.020B is hereby
terminated and the penalty for such violations shall be as otherwise provided by the
Municipal Code and related Administrative Guidelines; except that violations of any State
or County Public Health or other State or County Order or directive related to the COVID-
19 emergency, whether now existing or subsequently adopted, shall remain subject to
immediate penalties not to exceed $1,000 for the duration of the declared emergency, as
expressly set forth by ordinance in Section 9.22.020B of the Municipal Code, and nothing
herein shall be interpreted to suspend or otherwise affect enforcement or penalties
consistent therewith.
Page 836 of 845
Resolution No. _____ (2021 Series) Page 3
R ______
SECTION 4. Cannabis Business Operator Permit Extensions. Due to the
severe economic impacts of COVID-19 and its impacts on scheduling, inspection and
construction of projects in the City, and in order to prevent situations where cannabis
operators must restart the discretionary review process and further delay the opening of
previously approved businesses due to the need to reapply for permits or request
individual extensions, and to prevent unnecessary distraction of staff focus and resources
away from continued support of COVID-19 recovery and continued public health and
safety compliance measures to prevent the resurgence of COVID-19 within the City, the
Council deems it in the best interest of public health and safety to suspend enforcement
of Section 9.10.070 D of the Municipal Code and reaffirm and continue certain prior
actions taken related to the continuing existence of a local emergency and economic
recovery as set forth in Resolution 11231 (2020 Series), as follows:
A. Extend the life of all currently issued commercial cannabis business operator
permits by a fixed period of twelve months from the original expiration date. If
any operator’ s permit currently issued is not activated and expires or is
deemed abandoned at the conclusion of the extension period specified herein,
the City shall open a subsequent application period for any retail storefront
permits made available as the result of the expiration or abandonment, during
which any previously permitted applicant may follow the established process to
submit a new application, which shall be evaluated at the same time and in
accordance with the same process for the applications of any new applicants
who may submit applications during the open application period.
SECTION 5. Continuation of OPEN SLO Pilot Program. In order to support the
continued safe re-opening of restaurants and other businesses in a manner that will
facilitate ongoing outdoor alternatives while vaccination efforts continue, variants emerge
and fall and winter approach, presenting an increased risk of resurgence of COVID-19
spread, the City Council hereby directs and authorizes the City Manager to continue the
OPEN SLO program at least until the termination of the proclamation of local emergency
and for such additional period of time, not to exceed one year from the termination of the
proclamation of local emergency, as is necessary to accomplish a safe of orderly
transition to preexisting regulations and/or the implementation of revise d long term
programs to support emergency resiliency and economic recovery. Temporary programs
expressly authorized herein shall include the following six strategies that may be used
independently or in combination, along with continued implementation of the Sidewalk
Dining Ordinance, as outlined below:
A. Six Strategies Identified in the OPEN SLO Pilot Program:
1. Changes to traffic flow, including “Quick-build” improvements toward
alignment with the Downtown Concept Plan.
2. Short-term street closures, including short-term road closures in the
Downtown and in other areas of the City to facilitate safely distanced
pedestrian circulation, expanded outdoor dining, and customer queuing,
pickup and waiting areas associated with permitted business activities.
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3. Conversion of selected on-street parking spaces to outdoor dining space or
other pedestrian uses (parklets), with consideration for at least one
installation outside of the downtown; use of the parklet may include:
i. Public sidewalk. No improvements other than rail and aesthetic
treatments, to create space for safely distanced pedestrian
movement and customer queuing, pickup, and waiting areas
associated with permitted business activities.
ii. Table and Chair. Utilized by one or more businesses under the City’s
“Table & Chair” permit process and designated for exclusive use of
the business, which may include appropriate signage (meaning no
more than 15 square feet per outdoor area).
iii. Sidewalk Café. Designated parklet for exclusive use by one business
under the City’s Sidewalk Café permit process.
4. Temporary use of private and public parking lots for expansion of
commercial uses. The City Manager is authorized to suspend current off-
street parking in order to permit selected spaces in private parking lots to
be converted to seating or expanded retail space. The City could also permit
use of spaces in public parking lots through the Sidewalk Cafes Ordinance.
5. Conversion of Mission Plaza at set days and times for community and
economic
recovery support uses, including tables and chairs for ‘to-go’ dining, space
for outdoor retail booths, art and culture pop-ups, which may include the
closure of the Broad Street ‘dog-leg’ and/or sections of Monterey Street.
6. Pop-ups to encourage and support additional ideas for outdoor space such
as:
i. Develop guidelines and allow use of parts of the sidewalk for
signage, merchandise and queueing, where adequate sidewalk
width exists consistent with disabled access requirements and public
safety.
ii. Develop guidelines and allow for pavement painting and planter box
projects initiated by neighborhoods to slow traffic, create painted
bulb-outs or other pedestrian-friendly adaptations.
iii. Support ‘traveling’ arts and culture events where exhibits or
exhibitions are allowed on public spaces for visitors to stroll by.
iv. Have designated staff available and a clear process to streamline
review and approval of uses to ensure conformity with access and
public health and safety regulations.
B. Support Expansion of Sidewalk Dining in Support of Social Distancing through
application of the existing Sidewalk Dining Ordinance. For purposes of the
temporary program support and only for such period of time as such temporary
program remains in effect, the following Sections of Chapter 5.50, Sidewalk
Cafes, of the Municipal Code shall be interpreted and applied as follows:
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5.50.015: Permits Required.
The encroachment permit process shall be used for the purpose of evaluating,
establishing conditions applicable to, and approving all requests for revocable
sidewalk cafés permits, and tables and chairs permits, while the temporary
program is in place.
5.50.020: Architectural review.
The Community Development Director shall use discretion conferred by this
section to process permit requests without a separate application for
architectural review and without public notice as may be otherwise specified by
section 5.50.035 or other City policy, unless required by state law.
5.50.030: Fees.
Fees associated with administrative approval of permits under this chapter for
permits shall be suspended, while the temporary program is in place. Any
program recommended for implementation that includes permanent or long-
term use of public property shall include an appropriate fee schedule related to
the use for recommendation for Council approval.
5.50.045.C: Required Operational Standards (Parking).
No additional parking will be required for permits approved under this chapter
while the temporary program is in place
5.50.045.G: (Umbrellas, Awnings, Festoon Lighting and Street Furniture)
Community Development Director may allow great flexibility with respect to the
design and appearance of outdoor furniture , barriers and Festoon Lighting,
consistent with standards for the protection of public health and safety and
subject to the approval of the City Engineer and/or Building Official.
5.50.050.A: Terms and expiration.
Sidewalk café permits approved while the temporary program is in place will
not be approved for an unlimited term and shall specify an automatic expiration
date, unless subsequently renewed
5.50.060.A: Revocation or Suspension of Permit
For the duration of the temporary program, the City retains the right to revoke
or suspend the permit upon twenty-four hours’ notice to the sidewalk café
operator for any cause, regardless of conformance with the provisions of the
Sidewalk Dining Ordinance.
17.70.100.F.1: Lighting and Night Sky Preservation Exemptions
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Low-intensity outdoor or festoon lighting fixtures used for architectural
decoration may be installed without Architectural Review, provided it shall not
otherwise create a nuisance or hazard for passing motorists, pedestrians,
cyclists or other modes of transportation, subject to the approval of the City
Engineer and/or Building Official.
C. Upon recommendation by the Community Development Director, the City
Manager may authorize suspension of enforcement of certain regulations as
set forth below to facilitate the operation of the temporary program, solely for
the duration of the temporary program:
1. Sign Regulations
a. Sections 15.40.200 (Exempt Signs), subsections H (Temporary Window
Signs) and
b. L (Temporary Signs in Non-Residential zones).
c. Section 15.40.470 (Sign Standards by Sign Type), subsection I. [A -
Frame (Sandwich Board) Signs].
d. For the time period specified above, any permitting requirements for the
types of
e. Signs specified in this Resolution, as set forth in Section 15.40.500 of
the Sign Regulations herein also may be suspended.
D. Parking Regulations (as to uses and activities on private properties only)
a. Section 17.72.020 A (Requirements by Type of Use)
b. Section 17.72.020 C (Parking Calculations), as applied to existing uses
only, and only to expressly exclude any temporary use of space on
private property for safe outdoor use purposes during the period of
suspension from parking calculations requirements for the property.
E. No facility, structure or improvement may be erected, constructed or placed
in the City Right of Way without the express written approval of the City
Engineer and nothing herein is intended to or shall be interpreted to convey
any vested right in or to the continued use or occupation of public or private
property permitted, allowed or suffered by the City pursuant to the temporary
program herein.
F. Continuing Enforcement of Conditions or Activities Posing a Threat to Public
Health, Safety or Welfare; Continued Enforcement of Permit Requirements for
Electrical, Plumbing, or Structural Components or Appurtenances and
Encroachments into Public Right of Way. Nothing herein is intended to or shall
be deemed to relieve any person from the obligation to obtain, or prohibit code
enforcement for failure to obtain, any permits that would otherwise be required
under state law, the San Luis Obispo Municipal Code, or building and safety
codes adopted thereunder, including but not limited to:
1. Permits otherwise required for electrical, plumbing, or structural work
performed within the City.
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2. Encroachment permits required for structures, uses and/or activities within
the public right of way, which may be issued at no cost by the City to
facilitate physical distancing and the reopening of businesses.
G. Nothing herein is intended to or shall permit or allow the erection or placement
of any permanent or temporary structure or improvement, on public or private
property in violation of any state or federal accessibility law, including the
Americans With Disabilities Act, or to prohibit or suspend code enforcement
action deemed necessary by the Chief Building Official, the City Engineer or
any other authorized enforcement official of the City, to remedy or abate: a
dangerous condition or activity; any activity presenting an imminent threat of
harm to the health, safety or welfare of the community; any violation of state or
federal accessibility law; or any unauthorized activity on private property or in
the public right of way.
H. Notwithstanding any other City policy or procedure, the City Engineer shall be
authorized to review and approve on behalf of the City any and all design and
construction necessary as part of the temporary program herein and the City
Manager shall be authorized to allow and accept on behalf of the City any and
all donations of time, materials, labor, professional services and/or funds in
support of the temporary program herein without further action of the C ity
Council.
SECTION 6. Extension of discretionary approvals and building permit
applications. Due to the severe economic impacts of COVID-19 and its impacts on
scheduling, inspection and construction of projects in the City, and in order to prevent
situations where developers or contractors need to restart the discretionary review
process or delay previously approved construction projects due to the need to reapply for
permits or request individual extensions, and to prevent unnecessary distraction of staff
focus and resources away from continued support of COVID-19 recovery and continued
public health and safety compliance measures to prevent the resurgence of COVID-19
within the City, the Council finds it in the best interest of public health and safety and
hereby reaffirms and continues certain prior actions taken related to the continuing
existence of a local emergency and economic recovery as set forth in Resolution 11232
(2021 Series), as follows:
A. Toll the expiration of all discretionary approvals co vered by Municipal Code
Section 17.104.070 from the declaration of the pandemic emergency
(beginning January 27, 2020) until the termination of local emergency
proclamations.
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B. Automatically extend the life of all discretionary approvals existing as of the
date of the termination of the local emergency and covered by Municipal Code
Section 17.104.070 by an additional one and a half years (18 months) after the
termination of the declared local emergency.
C. Automatically extend the life of all active building permit applications by one
year, as authorized by California Building Code Section 105.3.2.
SECTION 7. Continued Suspension of Safe Parking Requirements
Expansion. A Pursuant to the City’s authority under California Constitution Article XI,
Section 7 to make and enforce within its limits all local, police, sanitary, and other
ordinances and regulations necessary for the protection of the City; the City of San Luis
Obispo Charter; and Chapter 2.24 of the San Luis Obispo Municipal Code, the City
Council hereby directs the extension of emergency measures as follows to support and
facilitate the expansion of safe parking facilities for unhoused persons in order to minimize
exposure to the elements and risks of transmission of COVID-19 and protect the public
health, safety, welfare and economic security of the citizens of San Luis Obispo :
A. Requirements Suspended. Any and all provisions of the San Luis Obispo
Municipal Code, Chapter 17.86, and any and all provisions of any other
currently applicable code provision or use permit, entitlement or contract issued
to any current homeless or supportive services provider permitted by or
contracted with the City of San Luis Obispo , are hereby suspended to the
extent that such provisions would otherwise limit or prevent the expansion by
such party of safe parking facilities within the City, until 180 days following the
end of the declared City, County and State emergency declarations, or such
other time as may be determined by order of the Emergency Services Director
or City Council, subject to the requirements and restrictions set forth herein
B. Requirements for the temporary expansion of the 40 Prado Road Safe
Parking Program (City Conditional Use Permit #USE-0413-2014).
1. The Community Development Director is hereby authorized, upon written
request, to administratively allow for the temporary expansion of the existing
permitted operation for Safe Parking located at 40 Prado Road at that
location or at any other location authorized by the City Manager within the
City of San Luis Obispo if the Community Development Director determines
that the expansion is consistent with the purpose and intent of San Luis
Obispo Municipal Code Section 17.86.230.
2. If the operators of Safe Parking at 40 Prado Road wish to maintain the
establishment or expansion of a Safe Parking location after the period
authorized by this Resolution, any such operator shall submit the
appropriate Planning Application to the Community Development
Department for processing in accordance with otherwise applicable city
regulations for issuance of a use permit or modification to an existing permit.
Any limitations or new conditions of approval that result from the review
process shall be implemented following approval of the permit modification.
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C. Requirements for the establishment of new Safe Parking locations.
1. The Community Development Director is hereby authorized to immediately
allow for the establishment and operation of new Safe Parking locations by
the City and/or third party non-profit partner, upon submittal of a complete
Planning Application for a Conditional Use Permit demonstrating
compliance with the performance standards required by SLOMC Section
17.86.230.E.I as may be required to normally establish Safe Parking at the
proposed location.
2. The Community Development Department will process the new application
through the normal course of review for the permit application submitted.
Upon approval of the Safe Parking permit, all conditions of approval shall
be applied to the use. If a Conditional Use Permit is not approved within 120
days of the date of the application, then the Safe Parking use shall cease.
D. Operations in violation. In the event that the Safe Parking site is operated in
violation of any requirement established for the temporary operation and such
violation is not remedied as directed by the City, the Community Development
Director may notify the operator in writing that the temporary operation
authorization is terminated; and, upon receipt of said notice, the operator shall
terminate operations and return the site to its original condition within 10 days
of receipt of said notice.
SECTION 8. Financial Management Authority. The authority granted to the City
Manager by Resolution No. 11117 (2020 Series) to use FY 2018-19 Unassigned Fund
Balance above required reserve levels is hereby ended and practices shall be conducted
in accordance with generally applicable financial policies upon adoption of the Resolution.
SECTION 9. All existing orders of the State Public Health Officer, the Governor,
the San Luis Obispo County Emergency Services Director, Public Health Officer, and the
County Board of Supervisors as currently in effect and as subsequently clarified,
amended, modified or superseded by subsequent action of any of those parties are
hereby expressly acknowledged and declared to be enforceable within the City of San
Luis Obispo as if directly enacted by the City Council pursuant to San Luis Obispo
Municipal Code Chapter 2.24 and shall be enforceable under Municipal Code 2.24.100
until such time as any such order(s) is terminated by the issuing authority.
SECTION 10. The City’s proclamation of local emergency shall be deemed to
continue to exist until it is terminated by the City Council of the City of San Luis Obispo
pursuant to a resolution adopted by the City Council of the City San Luis Obispo or its
Emergency Services Director but shall continue at least until such time as the State
proclamation of emergency is terminated by the Governor.
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SECTION 11. The City has been undertaking, and will continue through cessation
of this emergency to undertake, necessary measures and incur necessary and
extraordinary costs, which are directly related to the prevention of the spread of the
COVID-19 Virus and are taken in furtherance of: the Secretary of Health and Human
Services’ determination that a public health emergency has existed since January 27,
2020; the Governor’s Proclamation of a State of Emergency for the State of California on
March 4, 2020; the President of the United States’ Declaration of a National Emergency
on March 13, 2020; the County of San Luis Obispo Emergency Services Director’s
Proclamation of Local Emergency and the County Public Health Director’s Declaration of
a Public Health Emergency on March 13, 2020; the City Council’s Proclamation of Local
Emergency on March 17, 2020 and subsequent proclamations of continuing local
emergency and related orders, regulations and directives of each of those parties.
SECTION 12. During the existence of said local emergency, the powers, functions,
and duties of the Emergency Services Director and the Emergency Organization of this
City shall be those prescribed by state law, ordinances, and resolutions of this City and
by the City of San Luis Obispo Emergency Operations Plan, notwithstanding otherwise
applicable procedures, timelines or methods of action and the Emergency Services
Director is expressly authorized to take any and all actions in furtherance of emergency
powers to address the local emergency.
SECTION 13. This resolution supersedes all prior Council Emergency Resolutions
and Emergency Services Proclamations related to the COVID -19 pandemic adopted by
the City Council between March 16, 2021, and the date of this resolution.
SECTION 14. Environmental Review. As a result of the COVID-19 public health
emergency, the City of San Luis Obispo proposes to continue a temporary program to
use the right-of-way, sidewalks, and streets to help create continued opportunities for
social distancing during the first few phases (stages) of reopening consistent with the
State’s Resilience Roadmap. The actions proposed were initiated and are proposed to
continue under the City’s emergency and general police powers to provide for residents
the health and wellness benefits of being outdoors and to support businesses and
customers with enough space to safely physically distance as the State and County move
toward optimal vaccination rates, monitor the emergence of variants, and monitor
transmission rates into the Fall and Winter months. The proposed project is exempt from
environmental review pursuant to the California Environmental Quality Act as follows:
A. The project is statutorily exempt under State CEQA Guidelines Section 15269
(Emergency Projects), because the temporary program includes specific
actions that would allow for safe physical distancing and support continued
progression through the pandemic consistent with the State’s Resilience
Roadmap and County and State Guidelines in order to mitigate the COVID -19
public health emergency and the potential for resurgence.
B. The project is categorically exempt under State CEQA Guidelines Section
15301 (Existing Facilities) because the actions identified in the program are
limited to the permitting, leasing, and minor alteration of existing public facilities,
including existing streets, sidewalks, bicycle, and pedestrian trails, which would
not result in the creation of additional automobile lanes. The program would
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result in a negligible expansion of existing commercial uses and a negligible
expansion of the public’s use of City right -of-way, as the uses included in the
temporary program would not vary from the current uses of commercial
businesses, residential areas, or public access within the City’s right-of-way.
SECTION 15. A copy of this Resolution shall be posted in the kiosk outside of City
Hall of the City of San Luis Obispo and on the outside doors of the City Clerk’s office and
personnel of the City of San Luis Obispo shall endeavor to make copies of this order and
regulation available to the news media.
Upon motion of Council Member ___________, seconded by Council Member
___________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this ____ day of _______ 2021.
___________________________
Mayor Heidi Harmon
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
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