HomeMy WebLinkAboutItem 7a. Lead by Example 2024 Progress Report Item 7a
Department: Administration
Cost Center: 1005
For Agenda of: 5/21/2024
Placement: Business
Estimated Time: 30 Minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Chris Read, Sustainability Manager
SUBJECT: LEAD BY EXAMPLE – 2024 PROGRESS REPORT
RECOMMENDATION
Receive, file, and provide feedback on the Lead by Example 2024 Progress Report.
POLICY CONTEXT
Conservation and Open Space Element of the General Plan:
o Policy 2.2.1 (Atmospheric Change) - City actions shall seek to minimize
undesirable climate changes and deterioration of the atmosphere’s
protective functions that result from the release of carbon dioxide and other
substances.
o Policy 2.2.5 (Model City) – the City will be a model of pollution control efforts.
It will manage its own operations to be as pollution free as possible. The
City will work with other agencies and organizations to help educate citizens
in ways to prevent air pollution
Land Use Element of the General Plan:
o Policy 9.4 (Climate Action Plan) - The City shall maintain and implement its
Climate Action Plan to reduce community and municipal GHG emissions
consistent with State laws and objectives.
2023-25 Financial Plan Climate Action Major City Goal
o Action 4.5.e - Initiate an update to the Lead by Example plan to inform the
2025-27 Financial Plan as called for CAP Lead by Example task 1.1.A and
Lead by Example Plan Administrative Action 1
o Action 4.5.f - Conduct GHG Emissions Inventory and Biennial CAP and
Lead by Example Progress Reports as called for in CAP Administrative
Action 2 and Lead by Example Plan Administrative Action 2.
Resolution 11159 (2020 Series) adopted the Climate Action Plan for Community
Recovery with the goal of community carbon neutrality by 2035 and a sub -goal of
carbon neutral municipal operations by 2030.
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Resolution 11263 (2021 Series) adopted the Lead by Example Plan with a goal of
carbon neutral municipal operations by 2030 and Administrative Action 2, which
directs action to, “monitor and report implementation to City Council on a regular
basis.”
Resolution No. 11381 (2022 Series) reaffirmed the City’s climate action goals and
created a work program for fiscal years 2023-27, including Leadership 1.1.A, which
directs staff to, “Implement the 2023-25 actions in the Lead by Example municipal
carbon neutrality plan and complete a focused plan update for 2025-30.”
DISCUSSION
Background
The City has a long history of managing its operations to reduce the environmental impact
and costs associated with City energy use, fleet fuel consumption, solid waste generation,
and employee commute. Since adoption of the 200 6 Conservation and Open Space
Element General Plan, the City has been working to be a “Model City” and to “manage its
own operations to be as pollution free as possible.”
In 2020, City Council adopted the goal of communitywide carbon neutrality by 2035 and
as part of that goal, Council also adopted a goal of carbon neutral municipal operations
by 2030. In 2021, Council adopted Lead by Example: A Plan for Carbon Neutral Municipal
Operations (referred to as “Lead by Example” or “Plan”), which identifies goals,
objectives, and actions for achieving the City’s municipal operations climate goal. The
Lead by Example 2024 Progress Report (Attachment A) provides a snapshot of the City’s
municipal operations climate action and sustainability work completed since the plan’s
July 2021 adoption. This Report is intended to act as a “check-in” in advance of the first
Lead by Example plan update, scheduled for late 2024.
The Lead by Example Plan addresses greenhouse gas emissions from four sectors
(building and facility energy, fleet, employee commute, and solid waste) and includes the
sequestration benefits from a fifth sector (natural solutions). The Plan also includes
information about sectors whose emissions were not quantified (procurement, budgeting,
and finance, as well as wastewater). The Lead by Example Plan focuses its carbon
neutrality goal on General Fund, Parking Fund, and Transit Fund activities. It is important
to note that the Lead by Example Plan’s carbon neutrality goal does not include assets
managed by Utilities Enterprise funds (water and wastewater).1
Key Findings
Based on the work completed for the 2024 Progress Report, staff have identified three
key takeaways:
1 At the time of Lead by Example’s drafting, staff were not able to inventory direct or indirect emissions
from these sources.
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1. The City is on the right path to achieving its goals. Through initial implementation
of the Lead by Example Plan, staff have learned many lessons and have confirmed
the efficacy of the plan’s approach. The general approach of efficiency,
conservation, and transitioning equipment from fossil fuel energy to electric energy
is working and continues to be the way forward. As staff transitions to updating the
plan, the recommended focus is on refining and optimizing the approach to
achieving existing objectives rather than developing entirely new ideas.
2. Ambitious goals provided access to resources that have allowed for rapid
progress. Council’s ambitious goals have made the City highly competitive in grant
programs. The City has received approximately $15.4 million in outside funding to
implement Lead by Example actions since 2019. This funding has made initial
progress possible and has kept the City on track to achieving its goals.
3. Increasingly complicated work ahead requires sustained commitment . Carbon
neutral municipal operations by 2030 is an achievable, but highly ambitious goal
that requires policy and financial decisions to be aligned and oriented towards the
goal. The next phase of work involves more complicated projects; f uture success
depends on maintaining City focus and funding for these more challenging
projects.
Sector Progress
In addition to the key findings mentioned above, the 2024 Progress Report includes an
update on key progress indicators, a summary of implementation trends by plan sector,
and a detailed review of every action’s implementation status as of April 2024. Summary
findings from the four emissions generating sectors are listed below:
Building Facility and Energy Use - Consumption of electricity and natural gas at
City buildings and facilities is the largest source of City Greenhouse Gas
emissions, accounting for approximately 43% of inventorie d emissions. Between
2019 and 2022 the City’s saw a 3.2% decrease in electricity use and a 2 7.8%
decrease in in gas use. A short list of example projects includes decommissioning
the natural gas co-generation facility at the SLO Swim Center, installing LED
lighting at City Hall, Fire Station 1, and all three parking garages , and replacing
seven natural gas water heaters with high efficiency heat pump hot water heaters.
Fleet - Consumption of gasoline and diesel in the City’s vehicle fleet is the second
largest source of City greenhouse gas emissions, accounting for approximately
42% of inventoried emissions. Between 2019 and 2022, fleet gas use decreased
by 11.8% and diesel use decreased by 26.5%. Through implementation of Lead
by Example, the City currently ha s 15 electric vehicles, 9 plug-in hybrid vehicles,
and 12 regular hybrid vehicles, with additional electric and hybrid vehicles
proposed as part of the 2024-25 Supplemental Budget. The City has also installed
11 level 2 charging ports for fleet use at the Corp Yard (6), City Hall (2), and the
Marsh Street Parking Garage (3). Although current buildout of chargers is behind
schedule due to staff turnover, numerous projects are in the works and more
chargers are on the way.
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Commute - City employees commuting to and from work generate the third largest
source of inventoried emissions (15% of total). Between 2019 and 2022, staff
estimate that employee vehicle miles traveled rose substantially (65.4%). This is
primarily due to a growing work force with employees commuting from towns such
as Atascadero, Arroyo Grande, Los Osos, and Paso Robles. The impacts from this
increase are partially mitigated by an increase in efficient and electric commute
vehicles. Key commute programs include promotion of irideshare.org, increasing
the amount of secure bike parking available to staff, and continuing to offer the
TRIP program with incentives for sustainable employee commutes.
Solid Waste - Solid waste from municipal operations is the fourth largest source of
inventoried emissions. Between 2019 and 2022, it is estimated that landfilled waste
from municipal operations increased slightly (2.5%) as the result of increasing staff
levels. As waste reduction initiatives are implemented, the volume of landfilled
waste is expected to decrease from increased recycling diversion rates. Notable
completed tasks include the rolling out of organic waste bins at City facilities,
providing waste reduction outreach and training to City employees, and adopting
a waste reducing purchasing policy. Staff have also made progress transitioning
to a paper-free workplace, including switches to digital plan sets and permit
applications in the Community Development Department.
Next Steps
The 2024 Progress Report represents the first steps in the Lead by Example plan update
process. The Green Team will convene in the Summer to identify 2025 -2030 work tasks
required to keep the City on track to achieve its 2030 goals and will bring a plan update
to Council for review and approval in late 2024 or early 2025.2
Previous Council or Advisory Body Action
August 2020 – Council adopted Resolution 11159 (2020 Series), which approved
the Climate Action Plan for Community Recovery with the goal of community
carbon neutrality by 2035 and a sub-goal of carbon neutral municipal operations
by 2030.
July 2021 – Council adopted Resolution 11263 (2021 Series), which approved the
Lead by Example Plan with a goal of carbon neutral municipal operations by 2030
and Administrative Action 2, which directs staff to, “monitor and report
implementation to City Council on a regular basis.”
December 2022 – Council adopted Resolution No. 11381 (2022 Series), which
reaffirmed the City’s climate action goals and created a work program for fiscal
years 2023-27, including Leadership 1.1.A, which directs staff to, “Implement the
2023-25 actions in the Lead by Example municipal carbon neutrality plan and
complete a focused plan update for 2025 -30.”
2 The Green Team is a cross-departmental collaborative body of staff convened to help guide the City’s
approach to achieving carbon neutral municipal operations. The Green Team allows staff from each
department to participate in the planning and implementation of emissions reduction measures to achieve
an “all-City” approach to municipal carbon neutrality.
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June 2023 – Council adopted the 2023-25 Financial Plan Climate Action Major City
Goal 4.1.i, which directs staff to initiate an update to the Lead by Example plan to
inform the 2025‐27 Financial Plan as called for by CAP Lead by Example task
1.1.A and Lead by Example Plan Administrative Action 1.
Public Engagement
Since January of 2024, the City has been conducting an outreach program explaining the
Lead by Example Work and its relationship to the “Sustainable SLO” graphic mark that
was recently added to fleet vehicles, buses, waste and recycling bins, and hydration
stations, among other things. Internal engagement has primarily occurred via Green
Team working groups. The community is encouraged to provide feedback as part of the
City Council meeting.
CONCURRENCE
The Progress Report was co-developed by the Green Team, which includes staff from
every department in the City. The Green Team provided final review of the Progress
Report.
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
FISCAL IMPACT
Budgeted: No Budget Year: 2023-24
Funding Identified: No
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund
State
Federal
Fees
Other:
Total N/A N/A N/A N/A
Development of the 2024 Progress Report itself has no fiscal impact and was completed
with budgeted staff time. Similarly, the Lead by Example Plan will also be completed
internally and will not require additional budget. Ongoing implementation of Lead by
Example will require substantial sustained funding from the City and dedication of existing
staff resources. The Lead by Example plan update will include updated project cost
estimates.
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ALTERNATIVES
Council could provide additional strategic direction to staff regarding Lead by
Example implementation and the forthcoming plan update.
ATTACHMENTS
A - Lead by Example 2024 Progress Report
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PAGE i
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CITY OF SAN LUIS OBISPO LEAD BY EXAMPLE
2024 PROGRESS REPORT MAY 2024
ACKNOWLEDGMENTS
City Council
Erica A. Stewart, Mayor
Andy Pease, Vice Mayor
Emily Francis, Council Member
Michelle Shoresman, Council Member
Jan Marx, Council Member
City Management
Whitney McDonald, Interim City Manager
Derek Johnson, City Manager (former)
Greg Hermann, Deputy City Manager
City Staff Contributors
Alex Fuchs, Mobility Services Business Manager;
Amy Fletcher, Human Resources Analyst;
Anthony Whipple, Urban Forester;
Bob Hill, Sustainability & Natural Resources Official;
Brian Nelson, Deputy Director of Public Works/City
Engineer;
Chris Lehman, Utilities Deputy Director – Wastewater
Chris Read, Sustainability Manager;
Dan Clancy, Financial Analyst;
Greg Cruce, Deputy Director – Maintenance
Operations;
Jacqui Clark-Charlesworth, Tourism & Community
Promotions Manager;
Joey Tran, Climate Fellow;
Josh Erquiaga, Information Technology Manager;
Kylie Preciado, Climate Fellow;
Lucia Pohlman, Sustainability & Natural Resources
Analyst;
Luke Schwartz, Transportation Manager;
Meg Buckingham, Solid Waste & Recycling Program
Manager;
Michael Loew, Deputy Building Official;
Natalie Harnett, Policy & Project Manager;
Patrick McGrath, WRRF Supervisor;
Rachelle Paris, Solid Waste & Recycling Coordinator;
Tina Clark, Solid Waste & Recycling Coordinator;
and many others.
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CITY OF SAN LUIS OBISPO LEAD BY EXAMPLE
2024 PROGRESS REPORT MAY 2024
1. INTRODUCTION ................................................................................................................... 1
Background ............................................................................................................................ 1
Key Takeaways ...................................................................................................................... 1
Lead by Example Plan and Progress Report Development Process ....................................... 2
Green Team ........................................................................................................................... 2
Implementation Resources ..................................................................................................... 2
Looking Ahead to a Carbon Neutral 2030 ............................................................................... 3
2. KEY PERFORMANCE INDICATORS .................................................................................... 5
Building and Facility Energy ................................................................................................... 5
Fleet ....................................................................................................................................... 5
Employee Commute ............................................................................................................... 6
Solid Waste ............................................................................................................................ 6
3. IMPLEMENTATION HIGHLIGHTS ........................................................................................ 7
Sustainable SLO .................................................................................................................... 7
Building and Facility Energy ................................................................................................... 8
Fleet Vehicles ......................................................................................................................... 9
Employee Commute .............................................................................................................10
Solid Waste ...........................................................................................................................11
Wastewater ...........................................................................................................................12
Natural Solutions ...................................................................................................................12
Procurement, Budget, and Finance .......................................................................................13
APPENDIX A. LEAD BY EXAMPLE PLAN IMPLEMENTATION PROGRESS ................ - 14 -
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MAY 2021
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1. INTRODUCTION
Background
The City has a long history of managing its operations to minimize the environmental impact and
costs associated with City energy use, fleet fuel consumption, solid waste generation, and
employee commute. Since adoption of the 2006 Conservation and Open Space Element of the
General Plan, the City has had Council policy direction to be a “Model City” and to “manage its
own operations to be as pollution free as possible.”
In 2020, City Council adopted a goal of communitywide carbon neutrality by 2035 and as part of
that goal, Council also adopted a goal of carbon neutral municipal operations by 2030. In 2021,
Council adopted Lead by Example: A Plan for Carbon Neutral Municipal Operations (referred to
in this document as “Lead by Example” or “Plan”), which identifies goals, objectives, and actions
for achieving the City’s municipal operations climate goal.
This Lead by Example 2024 Progress Report (Report) provides a snapshot of the City’s climate
action and sustainability work completed since the July 2021 adoption of Lead by Example. The
Report includes an update on key progress indicators (Chapter 2), a summary of implementation
trends by plan sector (Chapter 3), and a detailed review of every action’s implementation status
as of April 2024 (Appendix A). This Report is intended to act as a “check-in” in advance of the first
Lead by Example plan update, scheduled for late 2024.
Key Takeaways
Based on the work completed for the Report, staff have identified three key takeaways:
1. The City is on the right path to achieving its goals. Through initial implementation of the
Lead by Example Plan, staff have learned many lessons and have confirmed the efficacy of the
plan’s approach. The general approach of efficiency, conservation, and transitioning equipment
from fossil fuel energy to electric energy is working and continues to be the way forward. As staff
transitions to updating the plan, the recommended focus is on refining and optimizing the
approach to achieving existing objectives rather than developing entirely new ideas.
2. Ambitious goals provided access to resources that have allowed for rapid progress.
Council’s ambitious goals have made the City highly competitive in grant programs. The City has
obtained approximately $15.4 million in outside funding to implement Lead by Example actions
since 2019. This funding has made initial progress possible and has kept the City on track to
achieving its goals.
3. Increasingly complicated work ahead requires sustained commitment. Carbon neutral
municipal operations by 2030 is an achievable but highly ambitious goal that requires policy and
financial decisions to be aligned and oriented towards the goal. The next phase of work involves
more complicated projects; future success depends on maintaining City focus and funding for
these more challenging projects.
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Lead by Example Plan and Progress Report Development Process
The Lead by Example Plan addresses
greenhouse gas emissions from four
sectors (building and facility energy, fleet,
employee commute, and solid waste) and
includes the sequestration benefits from a
fifth sector (natural solutions). The Plan
also includes sectors whose emissions
were not quantified (procurement,
budgeting, and finance, as well as
wastewater). The Lead by Example Plan
focuses its carbon neutrality goal on
General Fund, Parking Fund, and Transit
Fund activities. Figure 1 provides the
sectors and associated goals.
The planning and implementation of Lead
by Example occurs over four repeating
steps including evaluating existing
conditions via a greenhouse gas
emissions inventory, identifying key
actions to eliminate greenhouse gas
emissions, implementing those actions,
and monitoring progress via this progress
report. This cycle is intended to be
completed every four years until the agency achieves its goal of carbon neutral municipal
operations.
Green Team
Given the City’s long commitment to operational efficiency, it was important that the Lead by
Example Plan and this Progress Report be developed and completed with the support of a group
of staff members known as the “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
municipal operations. The Green Team allows staff from each department to participate in the
planning and implementation of emissions reduction measures to achieve an “all-City” approach
to municipal carbon neutrality.
Implementation Resources
The City has long invested in energy efficiency and conservation. Since 2019, climate action has
been a Major City Goal with City funds directed towards achieving the more ambitious
contemporary goals. A central tenet of the 2020 Climate Action Plan is that leadership brings
resources and since 2019 the City has also brought in substantial funding from outside resources
Figure 1. Emission Sectors and 2030 Goals
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totaling approximately $15.4 million.1 Table 1 provides a list of grants, fundings programs, and
incentives received to date, with the totals expected to grow substantially as the City begins to
access Inflation Reduction Act tax rebates and additional grant programs come online.
Table 1. External Funding for Lead by Example Implementation
Project Sector Resources Amount
LED Lighting Retrofits
Building & Facility
Energy PG&E On-Bill Financing $576,857
Heat Pump Hot Water
Heater Installation
Building & Facility
Energy
PG&E Government and
K12 Program $60,681
Battery Energy Storage
System at WTP
Building & Facility
Energy
Self-Generating Incentive
Program $3,202,536
City Building
Electrification
Roadmap
Building and
Facility Energy 3CE Rebate $70,000
Electric Fleet Vehicles Fleet 3CE Rebate $68,000
Electric Vehicle
Charger Installation Fleet 3CE Rebate $24,048
Electric Fleet Transition
Roadmap Fleet 3CE Rebate $119,985
Electric Buses Fleet Federal Grants $8,893,350
Electric Buses Fleet State Grants $533,000
Electric Bus Charger
Installation Fleet Federal Grants $898,093
Electric Bus Charger
Installation Fleet State Grants $729,000
Open Space Climate
Restoration Natural Solutions
Wildlife Conservation
Board Program $251,996
Open Space Climate
Restoration Natural Solutions
US Fish and Wildlife
Services $25,000
Total $15,452,546
Looking Ahead to a Carbon Neutral 2030
To achieve one of the most ambitious climate neutrality goals in the nation, the City will need to
continue serving as a leader and innovator though the end of the decade. While challenging, the
years ahead offer opportunity to provide excellent community services while operating a clean,
fiscally responsible, and carbon-free organization.
Over the last three years, staff have learned a tremendous amount while implementing key
projects. When Council adopted the Lead by Example Plan in 2021, much was still unknown
about the viability or cost effectiveness of certain technologies that would be required to achieve
municipal carbon neutrality. As described in Appendix A, some actions ended up being infeasible
and some have ended up taking longer than expected, however the City is still making rapid
1 The City has a much longer record of receiving grant funds to increase its operational efficiency; 2019 is
selected as the cutoff date here to reflect the year greenhouse gas emissions were inventoried in the Lead
by Example Plan.
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progress on its Lead by Example work. Where actions were infeasible, staff will continue to identify
alternative ways to support progress.
The next step will be to update the Lead by Example plan. Staff will make adjustments to the
actions in the current pan to reflect all of the learning described in this report and return to Council
in late 2024 or early 2025 to confirm that path for the next four years of action. This plan update
will inform the 2025-27 and 2027-29 Financial Plans, the last two complete financial plans before
the 2030 goal. To make progress on the next phase of projects, the City must continue to leverage
external funds while also allocating the necessary internal staff and financial resources to
implement Lead by Example projects.
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2. KEY PERFORMANCE
INDICATORS
A greenhouse gas (GHG) inventory is an accounting of the GHG emissions that have occurred
as the result of activity in a calendar year. The greenhouse gas emissions inventory and related
emissions forecasts provide the foundational technical analysis for staff to understand baseline
conditions and monitor progress over time.
For the 2021 Lead by Example Plan, the City updated its 2005 municipal operations baseline
inventory, completed a 2019 municipal operations inventory, and forecasted emissions for 2025
and 2030.
The City is drafting a 2022 inventory for the Lead by Example plan update. For this report, the
City conducted a 2022 activity data “check-in”.2 Table 1 provides activity data for each inventoried
sector and includes the 2022 update. Note that Wastewater and Procurement sectors do not have
emissions estimates associated with them and are included in this Report for reference only. A
more robust inventory including greenhouse gas emission and updated 2025 and 2030
projections will be provided as part of the Lead by Example plan update. Key performance
indicator updates by sector are provided below.
Building and Facility Energy
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. Between
2019 and 2022, electricity use decreased by 3.2% and natural gas use decreased by 27%. The
electricity reduction represents the continuation of a long-term reduction trend enabled by energy
efficiency projects, but is expected to begin growing starting in the 2023 inventory as the result of
transitioning more building systems and fleet vehicles to electricity. The primary driver of the
natural gas reduction was the 2019 decommissioning of an electricity cogeneration system at the
SLO Swim Center. Despite these reductions in use, emissions from this sector likely increased
between 2019 and 2022. This blip was expected and is due to Central Coast Community Energy’s
transition from renewable energy credits to direct investments in renewable energy projects. As
those projects come online, the emissions intensity of Central Coast Community Energy’s
electricity will drop rapidly and result in large emissions reductions in this sector.
Fleet
The Fleet sector focuses on emissions from fossil fuel use (gasoline and diesel) used in fleet
vehicles owned and operated by the City, including light duty vehicles, maintenance vehicles,
buses, fire trucks, and police vehicles. Between 2019 and 2022, gas use decreased by 11.8%
and diesel use decreased by 26.5%, and total emissions in this sector have likey decreased.
The reduction in fuel consumption is the result of an increasingly efficient fleet and from a
2 2022 is the most recent year for which all necessary data is available.
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reduced transit schedule. These downward trends in fuel consumption are expected to continue
as the City electrifies its gasoline and diesel fleet vehicles.
Employee Commute
The Employee Commute sector estimates emissions from vehicle miles traveled (VMT) by
employees traveling to and from work. Between 2019 and 2022, employee commute vehicle
miles travelled (VMT) is estimated to have increased by over 65%. The increase is largely a
function of increased staffing levels, and the impact may be mitigated by the overall increase in
vehicle efficiency and private uptake of electric vehicles.
Solid Waste
The Solid Waste sector focuses on emissions from landfilled solid waste and implementing
initiatives to increase recycling and landfill diversion. In the 2021 Lead by Example Plan,
emissions from solid waste were modeled using a standard factor that estimated the amount of
waste generated per employee. In this Report, landfilled tons are calculated by converting the
2019 and 2022 trash service level volume from City facilities into tons by using the Municipal Solid
Waste weight conversion factor provided by the U.S. Environmental Protection Agency. In 2023,
a consultant was hired to perform a detailed waste characterization and generation study to
determine waste disposal tonnage resulting from municipal operations. The updated inventory
figures using this data will be substantially more accurate and are expected to be ready for
inclusion in the Lead by Example Plan update.
Table 1. Municipal Operations Activity Data, 2005-2022
Sector Activity Data 2005 2019 2022 % Change
2019-22
Building &
Facility
Energy
Electricity (kWh) 12,615,161 9,775,193 9,461,617 -3.2%
Natural Gas (Therm) 133,607 154,125 111,297 -27.8%
Fleet
Gasoline (Gallons) 83,440 75,570 66,660 -11.8%
Diesel (Gallons) 149,040 141,590 104,020 -26.5%
Employee
Commute
Vehicle Miles
Travelled (VMT) 1,920,620 1,947,180 3,220,555 65.4%
Solid
Waste
Landfilled Waste
(Tons) 156 161 165 2.5%
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3. IMPLEMENTATION
HIGHLIGHTS
The City has been busy implementing the Lead by Example Plan since it was adopted in July
2021. This section highlights some of the key successes and challenges experienced in each of
the plan’s sectors. It also provides an overview of the Sustainable SLO initiative. Appendix A
provides a comprehensive description of progress for every action in the Lead by Example plan.
Sustainable SLO
In the spirit of leading by example and telling the story of progress to date, the City added a new
“Sustainable SLO” mark and illustrated graphic to a variety of public facilities and equipment. City
assets with the Sustainable SLO mark includes electric and hybrid fleet vehicles, Big Belly trash
and recycling receptacles, trailhead kiosks, public electric vehicle chargers, electric buses, active
transportation greenway signs, and water fountains and bottle filling stations. In tandem with
physical branding on City assets, the City ran a community education series in the winter and
spring of 2024 that culminated in an Earth Month Event Series in April 2024. The mark and
illustrated graphic are integrated into the City’s brand standards and will be included on all Lead
by Example assets moving forward.
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CITY OF SAN LUIS OBISPO LEAD BY EXAMPLE
2024 PROGRESS REPORT MAY 2024
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Building and Facility Energy
The foundation of Lead by Example is that the electricity
grid will continue to get cleaner over time, and through
efficiency and transitioning from fossil fuel appliances to
electric appliances, the City will reduce and eventually
eliminate emissions.
Consumption of electricity and natural gas at City
buildings and facilities is the largest source of City
greenhouse gas emissions, accounting for
approximately 43% of inventoried emissions. Between
2019 and 2022 the City’s saw a 3.2% decrease in
electricity use and a 28% decrease in natural gas use.
The City has a long history of completing energy
efficiency projects as part of routine maintenance. In addition
to buying more efficient equipment and opportunistically
changing out incandescent lighting with LED, the City
completed substantial lighting retrofit projects in 2021,
changing out old lighting with LEDs at City Hall, Fire Station 1,
and all three parking garages.
In 2022, the City completed a comprehensive plan to transition
its buildings and facilities away from fossil fuels. The Carbon
neutral City Facilities Plan identifies several large projects,
including electrification of part of the City Swim Center and
City Hall and numerous smaller projects to complete as
opportunities arise.
In 2023, the City completed a no-cost project to replace seven
gas water heaters with heat pump hot water heaters and is
currently looking to expand to additional water heater retrofits.
Similarly, the City is working to deploy solar projects at five
City sites.
Large projects are expected to be designed in 2024 and 2025
and funding for the projects will be requested as part of the
2025-27 Financial Plan. Gas use is expected to rapidly decline
through 2030, especially as planned projects replacing large
furnaces and boilers are implemented. Electricity use is
expected to continue to increase as gas appliances are
transitioned to electric appliances. Additionally, the fleet and
building sectors will become more intertwined as new electric
vehicles start being charged at City facilities, increasing
electrical load at those sites but eliminating gas and diesel
consumption.
GOAL: Eliminate fossil fuels use in
buildings and facilities by 2030.
OBJECTIVES:
Construct only all-electric new
buildings.
Eliminate fossil fuel use to the
maximum extent possible in
existing buildings.
STATUS: On-track.
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Fleet Vehicles
The increasingly clean electricity grid also serves as
the foundation for the City’s fleet decarbonization goal,
which focuses on transitioning from fossil fuel to
electric vehicles. Consumption of gasoline and diesel
by the City’s vehicle fleet is the second largest source
of municipal greenhouse gas emissions, accounting for
approximately 42% of inventoried emissions. Between
2019 and 2022, fleet gas use decreased by 11.8% and
diesel use decreased by 26.5%.
The City is making progress in its goal of 100% light
duty electric vehicles. As of April 2024, the City has 15
electric vehicles, 9 plug-in hybrid vehicles, and 12
regular hybrid vehicles. The City has also installed 11
level 2 charging ports at the Corp Yard (6), City Hall
(2), and the Marsh Street Parking Garage (3). The
transition to electric fleet vehicles has been both harder
and easier than expected. Soaring demand for the
products has made finding and procuring vehicles
difficult. However, the cost of the vehicles has been lower than expected, with a potential 30% tax
credit through the Inflation Reduction Act and direct incentives from Central Coast Community
Energy.
The City, with support from Central Coast Community Energy, completed a fleet transition plan
and a charging infrastructure plan and is working to build out sufficient charging infrastructure
through the end of the decade. Building out fleet charging infrastructure remains challenging;
however, staff have found ways to provide sufficient charging for existing electric vehicles. To
meet rising demand for fleet charging, staff are planning for the installation of additional chargers
at the Utilities Administration Building, the Parks and Recreation Office, and on the ground floor
of the 919 Palm Street Parking Garage.
The regulatory environment has shifted since 2021. Governor’s Order N-79-20 requiring the
phase out of fossil fuel public fleet vehicles was codified as regulation in the California Air
Resources Board’s Advanced Clean Fleet rules
requiring electric fleet procurement by local
governments. Fortunately, because of early
leadership, the City is poised to comply with these
state regulations and are well positioned to secure
funding to do so.
The City has been behind schedule completing electric
vehicle charging infrastructure, however staff have
identified a project delivery approach to get it back on
schedule and anticipates being generally on-track to
achieve the Lead by Example Fleet goals. Specific
challenges facing the Fleet sector include finding charging and vehicle solutions for Police
Department cruisers, as well as the City’s medium and heavy-duty fleets.
GOAL: Eliminate fossil fuels use in
vehicle and equipment fleet by 2030.
OBJECTIVES:
Achieve 100% all-electric light duty
vehicles (excluding long-range and
certain public safety vehicles;
Achieve 50% zero emissions medium
and heavy-duty vehicles; Achieve
100% all-electric transit fleet.;
Achieve 100% all-electric equipment,
excluding certain heavy-duty
equipment, pumps, and backup
generators.
STATUS: On track.
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Employee Commute
City employees commuting to and from work generate
the third largest source of inventoried emissions (15%
of total). Between 2019 and 2022, it is estimated that
employee vehicle miles traveled rose substantially
(65%). This is in large part due to a growing work force
with employees commuting from regional towns such
as Atascadero, Arroyo Grande, Los Osos, and Paso
Robles. The impact from this rapid increase is partially
mitigated by an increase in efficient and electric private
commute vehicles.
During the 2021-2023 Financial Plan the City
implemented ongoing trip reduction programs to reduce
vehicle miles travelled from employee and staff
commutes. These efforts mostly occurred through
partnership with the San Luis Obispo Council of
Governments (SLOCOG), such as promotion of
irideshare.org. During this period the City also increased the amount of secure bike parking
available to staff, continued offering the TRIP program with incentives for sustainable employee
computes and emergency ride-home services, and continued to provide access to showers at the
workplace. In 2022, 69 employees qualified for TRIP program incentives, a 25% increase from
2019 numbers.
Due to staffing constraints and transitions, the planned update to the TRIP Program was put on
hold. Initial drafts have been prepared and are currently awaiting completion of the meet and
confer process with represented bargaining groups. Once finalized, the TRIP Program will be
presented to the City Council for consideration and adoption.
GOAL: Employee commute is
aligned with and substantially
exceeds General Plan Mode Split
Objectives by 2030.
OBJECTIVES:
Reduce single-occupancy commute
miles 25% by 2025 and 50% by 2030;
Of the remaining single-occupancy
commute miles, achieve 25% via
electric vehicle by 2025 and 50% via
electric vehicle by 2030.
STATUS: Behind schedule.
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Solid Waste
Since 2021, the Solid Waste and Recycling Program in
the Utilities Department increased their staff capacity
and made significant progress on municipal waste
reduction efforts.
In 2023, staff hired a consultant to perform a waste
characterization and generation study for municipal
operations to develop a benchmark diversion
percentage. The results were combined with initial data
collected by a CivicSpark fellow to develop a Municipal
Waste Reduction Plan (MWRP). The MWRP outlines
current waste reduction practices and includes
initiatives to increase diversion and reduce waste
categorized into short-, medium-, and long-term goals.
The short-term goals in the MWRP, slated for
completion in the current 23-25 Financial Plan, have
either been started or completed. These include the
rolling out of organic containers across indoor and
outdoor City facilities, providing waste reduction
outreach and strategies to City employees, and
adopting a Sustainable Purchasing Policy. Staff have
also made progress transitioning to a paper-free
workplace, including switches to digital plan sets and
permit applications in the Community Development
Department.
Additionally, the City has begun utilizing compost
created from regional green waste at the HZI Anerobic
Digester for beneficial use across City parks, Laguna
Lake Golf Course, community gardens, and other
landscaped areas. Compost applications have reduced
the City’s dependence on nitrogen fertilizer, improved
the health of plants, and is expected to lead to increases
in soil-based carbon sequestration.
GOAL: Buildings, facilities, and
operations are zero waste as defined
by the Zero Waste International
Alliance (ZWIA).
OBJECTIVES:
Achieve 90% reduction waste
generated from municipal operations.
STATUS: On track.
Uniform 3-stream bins at the Ludwick
Community Center
Uniform 3-stream bins at the
Meadow Park Neighborhood Center
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Wastewater
Over the 2021-2023 Financial plan, the City’s Water
Resource Recovery Facility (WRRF) was under
construction. As part of these planned upgrades, the City
continued to invest in innovative sustainability equipment
and processes that can reduce the facility’s energy
demand. One such example is the repurposing of on-site
tanks to produce and capture methane that will in turn
produce more than 150 kW of power to reduce energy use. Additionally, over 100 private sewer
laterals were replaced in the past year, reducing the amount of water the Water Resource
Recovery Facility must process.
Natural Solutions
The Natural Solutions category of the Lead by Example
plan contains actions the City can take to increase
carbon sequestration on City-owned property.
In April 2023, City Council adopted the City’s first
Community Forest Master Plan, which sets forth an
implementation plan to achieve the City’s goal of planting
10,000 new trees by 2035. In support of reaching this
goal, the City has initiated an interdepartmental "Keys for
Trees" program in partnership with ECOSLO. Through
Keys for Trees the Tourism Business Improvement
District (TBID) allocates 1% of their assessment of all
hotel revenue in the city towards planting trees. The
official 10Tall website, created in partnership with Cal
Poly, tracks progress on tree plantings and as of April
2024 reports that nearly 3,000 new trees have been
planted in both private and public spaces.
In November 2022, the City completed its first carbon
sequestration pilot project on City Open Space. The
project, completed in partnership with the Coastal San
Luis Resource Conservation District, spread a thin layer
of compost on over 1 acre of grassland to sequester
carbon, improve water retention, and improve forage quality. The City also completed a native
tree and shrub planting project at City Farm SLO to sequester carbon, improve soil quality,
conserve resources, and increase productivity and biodiversity. The City continues to evaluate
opportunities to sequester carbon on City property and has been awarded funds to advance multi-
benefit restoration projects such as Beaver Dam Analogs that can increase soil-based carbon
storage.
As the City has made progress on the initial set of actions, it has become clear that the first priority
is to continue to conserve open space properties in the SLO Greenbelt to protect existing carbon
stocks. The second priority is to manage the City’s new and existing properties to make them
more resilient to extreme heat and wildfires, so their carbon stocks remain durable over time. As
GOAL: Minimize direct emissions
from the provision of wastewater to
the maximum extent feasible.
STATUS: N/A.
GOAL: Optimize carbon
sequestration in the City’s Greenbelt
and Urban Forest system.
OBJECTIVES:
Maintain a healthy multi-benefit
Urban Forest system that increases
local carbon sequestration;
City open space and Greenbelt
support regenerative agricultural
practices and are managed to
sequester carbon (where
appropriate);
Landscape management practices
are climate-friendly and utilize
compost from the regional anerobic
digester.
STATUS: On track.
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PAGE 13
the City advances adaptation-focused restoration projects, the third priority is to integrate carbon
sequestration practices including tree planting into City open space management.
Procurement, Budget, and Finance
A budget is the truest reflection of an organization’s values.
The way that the City purchases goods and services,
budgets resources, and finances projects and programs
indicate its commitment to a carbon neutral organization.
In the last several years, the City has taken several actions
to align its budgeting process with its carbon neutrality goals
including:
Adopting Budget Policy A.6, which states that the
City will link resources with results by integrating
climate risk and climate action considerations
throughout all financial decisions.
Integrating procedures for all Capital Improvement
Projects to disclose how they contribute to achieving
the Lead by Example goals as part of the biennial
financial planning process.
Adopting a fleet procurement policy that requires
most new vehicles to be all-electric.
Due to staffing constraints and competing priorities, an
updated Environmentally Preferred section of Procurement
Policy has been initiated but has not been fully drafted or
included in official Procurement Policy. However, the City
has conducted several pilots and initiatives to see how it can reduce waste and emissions through
environmentally preferred approaches to purchasing goods and services.
GOAL: Support and accelerate
achieving the carbon neutrality
goal through procurement,
budget, investment, and finance
processes.
OBJECTIVES:
Establish sustainability criteria to
guide vendor selection and other
procurement activities;
Establish criteria to guide budget
development and selection of
CIPs; Achieve 100% ESG
investments across the City's
portfolio;
Establish approach to enhancing
circularity in City procurement
and operations.
STATUS: Behind schedule.
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APPENDIX A. LEAD BY EXAMPLE PLAN IMPLEMENTATION PROGRESS
The below table provides an overview of actions committed to in the Lead by Example plan. Provided details for each action include a description,
the department responsible for leading initiation and implementation, the status of the action, and general progress. For the “Current Status” column,
actions are categorized as follows:
Completed – This action has been initiated and implemented.
Ongoing – This action has been initiated and implementation is ongoing.
Initiated – This action is currently being initiated and is in the planning stages. Implementation has not yet begun.
On Hold – This action has encountered uncertainties or barriers resulting in the need for a new or altered strategic approach. Additional support
is being sought to re-assess feasibility.
Of the 59 Actions described below, 29 are completed, 20 are ongoing, 7 are initiated, and 3 are on hold.
Action Action Description Responsible
Department
Current
Status Action Progress
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 As part of task 1.5E in the Major City Goal W ork Program, the City will
update the Lead by Example plan ahead of the 25-27 Financial Plan.
Staff will initiate the subsequent update to the Lead by Example Plan in
June 2024, which will result in a plan that will guide municipal climate
efforts for FY25-29.
Administrative
Action 2: Lead
by Example
Update
The City will monitor and report
implementation to City Council on a regular
basis.
Office of
Sustainability
Ongoing Lead by Example Progress Reports are the City’s primary mechanism
for monitoring and reporting on the Lead by Example Plan. Reports will
continue to be produced every other financial plan, staggered with full
Lead by Example plan updates. In addition to this report, the first to go
to City Council, staff across departments have featured Lead by
Example implementation progress in social media updates, community
engagement efforts, and other communications.
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 W orks
Completed The City installed LED lights at City Hall, Fire Station 1, and three City-
owned parking garages. There are currently no more on-bill financing
opportunities for LED lighting retrofits. There are only a small number
of facilities with non-LED lights remaining and those are being
transitioned via routine maintenance as those lights reach the end of
their useful life.
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Action Action Description Responsible
Department
Current
Status Action Progress
Energy
Immediate
Action 2
Review and propose edits for lawn and
garden Request for Proposals
Office of
Sustainability
Completed Staff have completed reviewing and updating edits for lawn and garden
Request for Proposals. A vendor has been procured with their contract
running until 2026. At that time, staff plans to evaluate the use of
battery powered lawn equipment as current, commercial markets are
not fully equipped for this change.
Energy 1.1
(21-23 FP)
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
Completed The City completed the Energy Master Plan in March 2022 with
support from the consulting group, Glumac. The plan, officially named
the “Carbon Neutral City Facilities Plan” identified three priority projects
located at the Swim Center, Fire Station 1 and City Hall. The plan has
already been used to formulate Capital Improvement Project (CIP)
requests and inform a potential ESCO decarbonization project across
the three priority sites, which is currently under consideration. Staff will
continue using this plan to inform future funding requests and facility
decarbonization projects.
Energy 1.3
(21-23 FP)
Complete solar projects at SLO Swim
Center, Transit Yard, and Fire Station 1 to
offset energy use at key facilities.
Public Works Ongoing Solar project construction has been delayed and is expected to initiate
in 2024. In addition to the sites mentioned in the action title, the City is
also considering two additional sites at the Cultural Arts District Parking
Structure and the Water Resource Recovery Facility (WRRF).
Energy 1.4
(21-23 FP)
Complete battery storage project at the
Water Treatment Plant to promote resilience
against power failure.
Utilities Ongoing Through the statewide Self-Generation Incentive Program (SGIP), staff
have successfully installed a 644 kWh Tesla battery pack at the Water
Treatment Plant at no cost to the city. This project has been operating
since October 2023 and provides low-carbon backup power for up to
seven hours, reduces emissions, and has lowered the facility’s energy
costs.
Energy 1.5
(21-23 FP)
Continue ongoing and strategic efficiency
improvements to advance the goal and
objectives for the Energy sector.
Public Works,
Utilities
Ongoing Staff are evaluating several funding opportunities resulting from the
Inflation Reduction Act to improve the efficiency of energy production.
Staff are investigating funding for biogas energy production at the
City's Water Resource Recovery Facility (WRRF). Staff at the Water
Treatment Plant and WRRF are participating in Energy Load Reduction
Plans (ELRPs) designed to incentivize reducing grid load during
extreme peak usage and grid maintenance periods.
Energy 1.6
(21-23 FP)
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 Completed In 2020, a pilot program was developed at the Water Resource
Recovery Facility (WRRF) in coordination with PG&E's Green Button
Alliance's interface that gets energy usage data into the hands of the
consumer. Staff have developed a dashboard to monitor power
consumption at every City-owned meter and have found that this
dashboard is both scalable and applicable in providing a significant
benefit to staff operations. The Utilities Department is actively seeking
financial resources to hire a software developer, and staff capacity to
scale this program to the larger City organization.
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Action Action Description Responsible
Department
Current
Status Action Progress
Energy 1.7
(21-23 FP)
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 Ongoing Staff is exploring opportunities to install solar panels at the south end
of the Water Resource Recovery Facility (WRRF) with the help of a
Power Purchase Agreement (PPA). These solar panels will provide
enough clean energy to power the recycled water pumping station
facility.
Energy 2.1
(23-25 FP)
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
Initiated Staff have begun implementation of the Energy Master Plan by
retrofitting seven domestic water heaters with electric options and are
in the initial planning stages for larger projects.
Energy 2.2
(23-25 FP)
Continue funding building retrofits and
identifying and pursuing innovative funding
and financing mechanisms such as on-bill
financing.
Public Works Initiated Staff are continuing to identify and pursue funding options for building
retrofits including heat pump installations at SLO Swim Center and City
Hall and building electrifications at Fire Station 1. The 2023-25
Financial Plan also identifies the installation of solar panels at the
City’s Bus Yard, Fire Station 1, and Sinsheimer Pool as on-bill
financing items are to be completed by 2025.
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 The City amended and adopted the Fleet Replacement Policy in
September 2022 which prioritizes electric vehicles in the City’s fleet.
The policy enforces the replacement of fleet vehicles with either an
electric car or an e-bike unless specifically approved by the City
Manager.
Fleet
Immediate
Action 2
Research and assess green fleet
procurement case studies.
Office of
Sustainability
Completed Staff completed initial research and received grant funding from 3CE to
complete a Fleet Electrification Study Vehicle Report and a Charging
Infrastructure Report.
Fleet
Immediate
Action 3
Create GIS layer with locations of fleet
parking and existing and planned EV
chargers.
Office of
Sustainability
Completed A GIS layer with information on locations for fleet parking and current
and on-bill EV chargers has been completed and was included on the
Fleet Electrification Study Vehicle Report and Charging Infrastructure
Report.
Fleet 1.1
(21-23 FP)
Expand EV charging infrastructure at
strategic locations to accommodate a
growing EV fleet.
Office of
Sustainability
Ongoing The City has installed six level 2 chargers at the City Corps yard, three
level 2 chargers for Parking Services at the Marsh Street Parking
Structure, and anticipate installing fleet charging at two more sites this
fiscal year. Staff are actively working to expand electric vehicle
infrastructure to accommodate a growing electric fleet.
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Action Action Description Responsible
Department
Current
Status Action Progress
Fleet 1.2
(21-23 FP)
Begin priority fleet electrification of light-duty
vehicles to initiate the transition to a zero-
emissions fleet.
Public W orks Ongoing Since November 2021, the City has purchased twelve electric vehicles,
four Chevrolet Bolts and eight Ford F150 Lightnings. The city has plans
to obtain seven more electric vehicles in FY 2024-25.
Fleet 1.3
(21-23 FP)
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
Ongoing Staff continues to research funding sources for fleet electric charging
infrastructure and is readily exploring ways to install and operate fast
chargers capable of supporting medium and heavy-duty vehicles.
Fleet 1.4
(21-23 FP)
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
Completed Staff were successful in advocating to 3CE and received the necessary
funds to complete a Fleet Electrification Study Vehicle Report. The
report calls for SLO to electrify 47% of its light-duty vehicles by 2025
and 99% by 2030 and 10% of medium-duty vehicles by 2025 and 48%
by 2030. A majority of the 161 vehicles deemed “Best-Fit” for full
electrification are light duty pick-ups, and 64 of the total are either
Police or Fire fleet vehicles and would require incremental
implementation to maintain department operations. As of April 2024,
the City has 15 electric vehicles, 9 plug-in hybrid vehicles, and 12
regular hybrid vehicles.
Fleet 2.6
(23-25 FP)
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
Initiated Staff are assessing the procurement of two electric police cruisers and
are facilitating initial conversations around electric medium-duty
vehicles and the infrastructure required to support them.
Commute
Immediate
Action 1
Integrate “Lead by Example” into the Active
Transportation Plan.
Office
Sustainability
Completed Lead By Example Plan action items and principles, including exploring
options to get more city employees using active transportation and
transit, have been integrated into the Active Transportation Plan. This
plan, adopted in February 2021, includes Policy 3.1 which ensures
bicycle parking is available at government offices throughout the city
and Policy 6.7 which encourages the city and local business to keep
incentivizing commute via walking and biking to their employees.
Commute 1.1
(21-23 FP)
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
Ongoing Through the FY22-23 Green Team, staff organized a Green Team
Subcommittee focused on employee commute with representation
from Human Resources and Public Works. The City continues to
support its employees in using low-carbon mobility options including
walking, biking, taking the bus, and carpooling through the TRIP
program.
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Action Action Description Responsible
Department
Current
Status Action Progress
Commute 1.2
(21-23 FP)
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
Ongoing Due to staffing constraints and transitions, the formalization of the
TRIP Program and Telework Policy has been put on hold. Initial drafts
have been prepared and are currently awaiting internal review, as well
as completion of the meet and confer process with represented
bargaining groups. Once finalized, the TRIP Program will be presented
to the City Council for adoption, while the Telework Policy will be
formalized upon approval by the City Manager.
Commute 1.3
(21-23 FP)
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
Ongoing The City has implemented ongoing trip reduction programs to reduce
vehicle miles travelled from employee and staff commutes. These
include providing secure bike parking, access to showers at the
workplace, and incentives for employees to choose sustainable modes
of transportation which include extra vacation time, emergency ride
home, and prizes.
Commute 1.4
(21-23 FP)
Launch programs to increase employee
access to bicycles (e.g., employee bike loan
program).
Office of
Sustainability,
Public Works,
Finance
On Hold The City has not launched a program to increase employee access to
bicycles.
Commute 1.5
(21-23 FP)
Enhance/expand bus pass access to
encourage alternate, low-carbon
transportation for commute purposes.
Public Works Ongoing At Council’s review the Transit Innovation Study, staff presented and
was approved to implement a pilot program expanding discounted bus
and fare options for K-12 students. The Transit Innovation Study
recommends expanding discounted or free fare options to seniors and
low-income individuals. Additionally, the Transit Innovation Study
recommends exploring more institutional partnerships with large
employers in the area to promote more transit use for employees’
commuting needs. Future collaborative efforts with the county are
being considered ways to simplify the existing Downtown Access
Program are under review.
Commute 1.6
(21-23 FP)
Explore mobility-as-a-service to connect
employees with alternate, low-carbon
transportation for commute purposes.
Office of
Sustainability,
Public Works
On Hold After thorough research, staff found that a mobility-as-a-service
platform is not feasible for a city of San Luis Obispo's size for the sole
purpose of employee commute. However, as the City develops options
to increase transit ridership, it may become more feasible and be
implemented at that time.
Commute 1.7
(21-23 FP)
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
On Hold The City has not yet developed an electric vehicle charger policy for
personal vehicles at City parking spaces.
Waste
Immediate
Action 1
Research and assess solution case studies
for recycling contamination in public spaces.
Office of
Sustainability
Completed Staff completed case study research, which, in part, informed the
selection of the new Big Belly waste receptacles.
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Action Action Description Responsible
Department
Current
Status Action Progress
Waste 1.1
(21-23 FP)
Hire a CivicSpark Fellow to support a
municipal zero waste goal.
Utilities Completed A Civic Spark Fellow was hired from September 2021 until August
2022 and assisted the Utilities Department with drafting a preliminary
Municipal Waste Reduction Plan. The Fellow collected data on
municipal waste generation and diversion activities.
Waste 1.2
(21-23 FP)
Develop a Municipal Waste Reduction Plan
and conduct municipal waste
characterization study to frame an approach
to operations-wide solid waste reduction.
Utilities Initiated A consultant was hired in July 2023 to perform a waste
characterization and generation study for City operations. The results
include Citywide diversion data and serves as a benchmark for the
Municipal Waste Reduction Plan. In addition to diversion, the
completed plan identifies programmatic recommendations for staff to
incorporate to increase diversion and reduce waste.
Waste 1.3
(21-23 FP)
Adopt waste reduction and diversion
ordinances to ensure consistency with
ordinance directives from the Integrated
Waste Management Authority.
Utilities Ongoing The City adopted a comprehensive waste reduction and diversion
ordinance in 2021 that incorporated the regulatory requirements of SB
1383 into the City’s Municipal Code. The City continues to amend and
adopt waste diversion ordinances to remain in compliance with state
laws such as AB1276 – Single Use Foodware Accessories and
Standard Condiments, which was approved by City Council on May 7,
2024.
Waste 1.4
(21-23 FP)
Survey office space throughout the City and
assess opportunities to optimize waste
reduction through the TRUE certification
program.
Utilities Completed Staff successfully completed surveyance of City office spaces to
ensure that deskside bins and outside dumpsters are accurately
labeled, all facilities have 2-3 bin systems, and that trash, recycling,
and food waste materials are properly source separated. Staff are
updating bin infrastructure with adequate signage and have prioritized
educating City employees to reduce waste in City offices through in-
person outreach, newsletters, and video messaging.
Waste 1.5
(21-23 FP)
Develop & implement paper-free workplace
policy to reduce paper waste in office-based
operations.
Utilities Initiated Staff started implementing the Statewide procurement vision outlined in
SB 1383 through incorporating paper-free workplace practices. All City
printers are adjusted to default to duplex printing and a recycled
content paper procurement policy has been adopted. Finance and
Utilities provide education to staff on the importance of procuring
recycled content paper and are increasing education on SB 1383 to
influence positive interdepartmental purchasing behavior.
Waste 1.6
(21-23 FP)
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.
Utilities Completed Staff have successfully completed a compost application and
monitoring pilot project at Johnson Ranch Open Space and Laguna
Lake Golf Course. Please see Natural Solutions 1.6 for additional
detail.
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Action Action Description Responsible
Department
Current
Status Action Progress
Waste 2.1
(23-25 FP)
Initiate project to right-size existing waste
bins to encourage appropriate waste
disposal across offices.
Utilities Initiated Staff conducted a City-wide building audit and hired an independent
consultant to perform building walk-throughs to recommend additional
diversion methods. Staff have right-sized 3 bin systems and outdoor
bins at various City facilities to encourage proper source-separation.
Approximately $10,000 has been allocated to purchase indoor
containers and grants are being pursued to acquire additional funding.
Waste 3.1
(27-29 FP)
Continue implementing the Municipal Waste
Reduction Plan to support the goal and
objectives of the Solid Waste sector.
Utilities Ongoing Staff have initiated an on-going effort to continue implementing a waste
reduction plan outlined in Waste 1.2.
Wastewater
Immediate
Action 1
Develop community engagement materials
and outreach program for sewer lateral
replacement policy.
Utilities, Office
of
Sustainability
Completed Staff regularly hold community engagement workshops on the City’s
sewer lateral replacement policy. The City’s Sewer Lateral Program
website features resources including financial support, to help the
community more easily access information about sewer lateral
replacement. Additionally, the utilities department is revising the
Municipal Code to streamline the Sewer Use Ordinance. They
anticipate this revision will result in additional reduction of stormwater
infiltration into the sewer which consumes energy through the
treatment processes at the Water Resource Recovery Facility (WRRF.)
Wastewater 1.1
(21-23 FP)
Optimize onsite energy generation to reduce
external energy demand and subsequent
electricity purchases.
Utilities Completed The Water Resource Recovery Facility (WRRF) has recently gone
through an upgrade that allows it to utilize tanks on site to produce
methane gas to run an engine that powers a generator that is expected
to produce more than 150 kW of power. These tanks will be used to
provide power and reduce the need for offsite electricity generation.
Staff will be able to fully quantify increased onsite energy production
when the WRRF upgrade project is completed in the latter half of 2024.
Wastewater 1.2
(21-23 FP)
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 Completed Staff have replaced over 100 private sewer laterals in the last year
which has successfully prevented stormwater from infiltrating the sewer
system, and thereby reduced the amount of water the Water Resource
Recovery Facility (WRRF) must process. To quantify the impacts of
repairs completed after 2014, a Flow Study of gravity sewer mains is
being conducted and is expected to be completed by summer 2024.
Wastewater 1.3
(21-23 FP)
Evaluate the potential for expanded onsite
energy capture and production through an
ongoing partnership with the U.S.
Department of Energy.
Utilities Ongoing The City is currently involved in the Sustainable Wastewater
Infrastructure of the Future (SWIFt) Accelerator administered by the
U.S. Department of Energy. The invitation-only-program provides a
nation network designed to provide education and funding
opportunities to participants seeking to increase the energy efficiency
of wastewater infrastructure operations. The City was invited to
participate after being awarded the Water Environment Foundation’s
“Utility of the Future” award in 2020.
Page 822 of 888
CITY OF SAN LUIS OBISPO LEAD BY EXAMPLE PROGRESS REPORT
MAY 2024
PAGE - 21 -
Action Action Description Responsible
Department
Current
Status Action Progress
Natural
Solutions 1.1
(21-23 FP)
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
Completed City Council adopted the City’s first Community Forest Master Plan in
April 2023. This plan establishes goals to maintain and expand the
urban forest, manage the urban forest for sustainability and climate
resilience, foster a spirit of collaboration with other agencies and
community groups, and educate and involve City residents and visitors
to sustain a thriving urban forest. The plan also sets forth an
implementation plan to achieve these goals. Key tasks are to improve
data about the urban forest, ensure the “right tree, right place”
approach to plantings, strengthen maintenance practices, and reach
the City’s goal of planting 10,000 new trees by 2035.
Natural
Solutions 1.2
(21-23 FP)
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
Completed In support of reaching the City’s goal of planting 10,000 trees by 2035,
the City has initiated an interdepartmental "Keys for Trees" program in
partnership with ECOSLO. Through Keys for Trees the Tourism
Business Improvement District (TBID) allocates 1% of their
assessment of all hotel revenue in the city towards planting trees in
SLO. Through this partnership, the City and ECOSLO have planted
over 40 trees per year in a variety of locations including city parks and
open spaces. The official 10Tall website, created in partnership with
Cal Poly, tracks progress on tree planting and as of March 2024
reports that nearly 3,000 new trees have been planted in both private
and public spaces.
Natural
Solutions 1.3
(21-23 FP)
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
Ongoing The City conducted an Urban Forestry Organizational Assessment
which provided recommendations to maximize organizational efficacy.
Priority recommendations include establishing a pruning cycle
performed by external contractors and reestablishing an in-house team
that can answer service requests or workorders. The assessment also
recommends developing a comprehensive schedule and work plan that
organizes routine maintenance needs, rotation schedules, and
expected staff time to complete maintenance activities.
Natural
Solutions 1.4
(21-23 FP)
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
and Office of
Sustainability
Completed The Community Forest Plan, adopted by Council in April 2023,
identifies a strategy to systematically remove and replace Ficus trees
in downtown. The plan outlines a specific goal to have more diverse,
mixed-age, and mixed-species tree canopy that is more appropriate for
its surroundings to preserve the downtown tree street canopy over
time. The most likely plan is for a regular 20- to 30-year replacement
cycle to be established. Some trees of the same species, including
Ficus microcarpa, may be replanted but they will not again be allowed
to attain such enormous size in cramped sidewalk spaces.
Page 823 of 888
CITY OF SAN LUIS OBISPO LEAD BY EXAMPLE PROGRESS REPORT
MAY 2024
PAGE - 22 -
Action Action Description Responsible
Department
Current
Status Action Progress
Natural
Solutions 1.5
(21-23 FP)
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
Completed With support from the Coastal San Luis Resource Conservation
District, the City completed the "Carbon Farm Plan" in December 2022.
The Carbon Farm Plan analyzes two properties – Johnson Ranch
Open Space and City Farm SLO. At Johnson Ranch the plan explores
carbon farming practices such as prescribed grazing, silvopasture,
planting a riparian forest buffer, and compost application. At City Farm
SLO, reduced/no-till farming, cover cropping, mulching, riparian
restoration, and hedgerow planting were analyzed (among other
practices). Since completion of the plan the City has successfully
implemented compost application at Johnson Ranch.
Natural
Solutions 1.6
(21-23 FP)
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 and
Recreation
Completed The City completed a compost application pilot project at Johnson
Ranch Open Space that spread a thin layer of compost on over 1 acre
of grassland to sequester carbon, improve water retention, and
improve forage quality. At the Calle Joaquin Agricultural Reserve (“City
Farm”) the City completed a native tree and shrub planting project to
improve soil quality, conserve resources, and increase productivity and
biodiversity. The City continues to evaluate opportunities to sequester
carbon on City Open Space Properties and has been awarded funds to
advance multi-benefit restoration projects such as Beaver Dam
Analogs that can increase terrestrial carbon storage.
Natural
Solutions 1.7
(21-23 FP)
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
Ongoing Staff have completed a suite of open space easements within the
Froom Ranch Specific Plan area, which includes an area of wetlands,
the “Upper Terrace” containing natural springs, wildlife habitat, and
numerous rare plants, as well as the future alignment of Froom Creek
itself. Natural Resources Program staff have continued pursuing
additional conservation projects within the Greenbelt.
Natural
Solutions 1.8
(21-23 FP)
Explore opportunities to utilize regional
green waste digester compost for beneficial
use across properties and operations.
Office of
Sustainability,
Public Works,
Parks and
Recreation
Completed The City has applied HZI Anerobic Digester compost to parks,
landscaping areas, and other City facilities. Specific applications
include the Laguna Lake Golf Course, several community gardens,
Emerson Park, as well as organized giveaways for the public. At
locations like the golf course, compost application has reduced the
City’s dependence on nitrogen fertilizers. This procurement supports
the City’s compliance with SB 1383.
Natural
Solutions 2.1
(23-25 FP)
Begin long-term implementation of “Carbon
Farming” practices to advance carbon
sequestration efforts.
Office of
Sustainability
Ongoing The City has implemented several carbon sequestration projects and
activities in the FY21-23 financial plan. Staff have organized tree
plantings in the urban core and on City open space, spread compost
on rangeland, and restored riparian corridors throughout the
watershed. Going forward, 2 grant-funded restoration projects at
Johnson Ranch Open Space and Bishop Peak will enable the City to
continue researching innovative restoration techniques. These efforts
on City Open Space will draw down carbon and help the SLO
Greenbelt adapt to more frequent droughts, floods, and fires.
Page 824 of 888
CITY OF SAN LUIS OBISPO LEAD BY EXAMPLE PROGRESS REPORT
MAY 2024
PAGE - 23 -
Action Action Description Responsible
Department
Current
Status Action Progress
Natural
Solutions 2.2
(23-25 FP)
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
Ongoing Planting new trees and increasing canopy cover increases local carbon
sequestration in the urban core and City open space. Thus far, the City
and its partners have planted 3,000 of its 2035 goal of planting 10,000
new trees. The City also continues to maintain a healthy urban forest
so that existing carbon stocks stored in trees’ living tissues are resilient
to present and future climate hazards.
Natural
Solutions 2.3
(23-25 FP)
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 and
Recreation
Completed Staff have successfully used compost produced by regional green
waste digesters at City facilities. Please see Natural Solutions 1.8 for
additional detail.
Procurement
Immediate
Action 1
Research and assess case studies on
green/sustainable budgeting at municipal
level.
Office of
Sustainability
Completed City staff reviewed green and sustainable budgeting approaches in
place at several peer-Cities and jurisdictions and found that the City’s
current approach and policies related to budgeting are already
supportive of achieving goals in the Lead by Example plan.
Procurement
Immediate
Action 3
Adopt new policy focusing budget decisions
on sustainability, resilience, and diversity,
equity, and inclusion.
Office of
Sustainability
Completed On June 06, 2023, Council adopted the City’s 2023-25 Financial Plan.
The plan’s sixth objective “Integrate climate risk and climate action
considerations throughout all financial decisions” and item C of the
Long-term Financial Planning section (see below), provide budgeting
guidance related to sustainability, resilience, and diversity, equity, and
inclusion. Item C. Consideration of Climate Risk and Climate Action:
“The City is aware of the increasingly severe and frequent natural,
economic, and social disruptions presented by a rapidly changing
climate. The City is also aware of the financial benefits (e.g., reduced
operational costs, prudent asset management, access to green bonds,
etc.) of managing climate risk and orienting towards a carbon neutral
municipal operations and community. The City will include climate risk
and climate action considerations in its long-term financial planning.”
Procurement
1.1
(21-23 FP)
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
Completed The City initiated an effort to quantify climate emissions, resilience
impacts, and benefits of Capital Improvement Projects (CIP). Given the
wide variety of CIP projects, an effective quantification system was
deemed infeasible and instead, staff created a qualitative section in the
CIP proposal template, requiring that internal project sponsors include
information about how the project is aligned with the Lead by Example
Plan.
Procurement
1.2
(21-23 FP)
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
Completed Sustainability staff participated on the Capital Improvements Project
(CIP) committee and successfully integrated sustainability and equity
criteria into the CIP evaluative criteria to ensure that all decisions are
made with climate and equity in mind.
Page 825 of 888
CITY OF SAN LUIS OBISPO LEAD BY EXAMPLE PROGRESS REPORT
MAY 2024
PAGE - 24 -
Action Action Description Responsible
Department
Current
Status Action Progress
Procurement
1.3
(21-23 FP)
Update Environmentally Preferred section of
Procurement Policy and codify in the
Municipal Code to reflect broader climate
and sustainability considerations.
Finance, Office
of
Sustainability
Completed Staff have drafted an update to the Environmentally Preferred section
of the Procurement Policy and are continuing to work on it, ahead of
inclusion in the official Procurement Policy.
Procurement
1.4
(21-23 FP)
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
Completed The City’s pilot program evaluated several options for sustainability
and found that current practices were the most sustainable alternative.
The City typically purchases computers through a single provider which
had made its own commitments to sustainability through electronics
recycling, using recycled materials in bulk packaging, using recycled
materials in new components, and use of sustainable materials like
bioplastics.
Procurement
2.1
(23-25 FP)
Develop and begin implementing Council-
adopted sustainability criteria for
procurement contracts.
Finance Initiated Staff have updated the purchasing policy manual to include the Climate
Action Plan in all City issued Request for Proposals (RFPs). The City’s
RFP process evaluates efforts bidders have taken towards reducing
emissions within their operations and asks how sustainability is
considered during project implementation.
Page 826 of 888
Lead by
Exa m p le
CITY OF SAN LUIS OBISPO
2024 Progress Report
MAY 2024
Solar EV charger at City Hall
Recommendation
2
Receive, file, and provide feedback on the
Lead by Example 2024 Progress Report.
Solar EV charger at City Hall
Carbon Neutral Operations by 2030
•Goal adopted by Council in
2020, 2021, and 2023
•Builds on a long legacy of
municipal climate action
•5 years earlier than
community goal creates an
opportunity to “Lead by
Example”
•2024 Progress Report
evaluates success and
informs update
3
Co -Created by Staff Across Departments
Solar EV charger at City Hall 4
Plan Sectors
5= Sectors with quantified emissions
Buildings &
Facility Energy
Fleet
Employee
Commute
Solid
Waste Natural
Solutions
Recent Accomplishments
1.LED retrofits at City Hall, Fire Station 1, and three
city-owned parking garages (PW, ADMIN)
2.Completion of Carbon Neutral City Facilities Plan
and implementation via retrofits of seven domestic
water heaters (ADMIN, PW)
3.Installation of a 644 kWh Tesla battery pack at the
Water Treatment Plant (UTILITIES)
Notable Future Tasks
1.Major facility electrification projects at the SLO
Swim Center, City Hall, Ludwick, and the Corp Yard
(PW, ADMIN)
FleetBuildings
WHO
Public Works
Administration
Utilities
GOAL
Eliminate fossil fuel use
in buildings and facilities
KEY INDICATORS (2019 -22)
Electricity Use 3%
Natural Gas Use 28%
Emissions Intensity
SECTOR 1
6
Delayed On Tra ck Ahead of Schedule
FleetFleet Recent Accomplishments
1.Installed nine Level 2 EV chargers and purchased
twelve electric fleet vehicles (PW)
2.Completed a Fleet Electrification Study Vehicle
Re port and Charging Infrastructure Report with 3CE
(ADMIN, PW)
3.Adopted a Fleet Replacement Policy that prioritizes
electric fleet vehicles (PW, ADMIN)
Notable Future Tasks
1.Comply with CARB’s Advanced Clean Fleet
Regulations and develop an approach for cruisers
and medium and heavy-duty vehicles (PW, ADMIN)
2.Continue building out EV chargers (PW, ADMIN)
WHO
Public Works
Administration
GOAL
Eliminate fossil fuel use in
vehicles and equipment
KEY INDICATORS (2019 -22)
Gas Use 12 %
Diesel Use 27%
SECTOR 2
7
Delayed On Tra ck Ahead of Schedule
FleetCommute Recent Accomplishments
1.Sustained trip reduction programs that encourage
and support low-carbon employee commutes
(HR, PW)
Notable Future Tasks
1.Update the TRIP Program to further support and
incentivize low -carbon commutes (HR)
2.Establish an EV charging policy for personal
vehicles at City parking spaces to encourage use of
EV’s for commute purposes (ADMIN)
3.Launch a bikesha re program to increase employee
access to bicycles (ADMIN, PW)
WHO
Human Resources
Public Works
Administration
GOAL
Substantially exceed General
Plan Mode Split Objectives
for employee commutes
KEY INDICATOR (2019 -22)
Employee Vehicle Miles
Travelled 65%
Emissions Intensity
SECTOR 3
8
Delayed On Tra ck Ahead of Schedule
FleetSolid
Waste
Recent Accomplishments
1.Rolled out green bins across City facilities , right -
sized existing internal waste bins, and introduced
updated signage (UTILITIES)
2.S witched from paper to digital plan sets and
permit applications (CDD)
3.Started utilizing HZI Anerobic Digester compost for
beneficial use across City parks, Laguna Lake Golf
Course, community gardens, and other landscaped
areas (UTILITIES, PW, P&R)
Notable Future Tasks
1.Continued implementation of the Municipal
Operations Waste Reduction Plan (UTILITIES)
WHO
Utilities
GOAL
Zero waste City
buildings, facilities, and
operations
KEY INDICATOR (2019 -22)
Landfilled Waste 2.5%
SECTOR 4
9
Delayed On Tra ck Ahead of Schedule
FleetNatural
Solutions
Recent Accomplishments
1.Planted 3,000 new trees in accordance with the
C ommunity Forest Plan and Urban Forestry
Organizational Assessment
(ADMIN, PW, P&R)
2.Completed carbon sequestration pilot projects at
Johnson Ranch and City Farm SLO, with grant
funding secured for future efforts (ADMIN + P&R)
Notable Future Tasks
1.Continue implementing innovative restoration
practices for resiliency and sequestration (ADMIN)
2.Make significant progress on the 10 Tall goal
(PW + P&R + ADMIN) (CIP)
WHO
Administration
Parks and Recreation
Public Works
WHAT
Optimize sequestration
within the City’s greenbelt
and Urban Forest
SECTOR 6
10
Delayed On Tra ck Ahead of Schedule
FleetWaste
Water
Recent Accomplishments
1.Developed outreach program for the City’s sewer
lateral replacement policy including recurring
workshops to educate the community, leading to
over 100 replacements in the past year (UTILITIES)
2.Increased onsite energy generation by utilizing
existing tanks to capture methane gas and produce
power (UTILITIES)
Notable Future Tasks
1.Completion of a Flow Study to quantify the impacts
of sewer lateral repairs (UTILITIES)
2.Continue to participate in the US DOE SWIFt r
program for energy efficiency education and
funding (UTILITIES)
WHO
Utilities
GOAL
Minimize direct
emissions from provision
of wastewater to
maximum extent feasible
SECTOR 5
11
Delayed On Tra ck Ahead of Schedule
FleetPurchasing
and Finance
Recent Accomplishments
1.2023-25 Financial Plan policy calls for climate risk
and climate action to be integrated into all
financial decisions (FINANCE, ADMIN)
2.Staff created a new qualitative section in the CIP
Proposal template to factor in climate and DEI
factors into decision making (ADMIN, FINANCE, PW)
Notable Future Tasks
1.Continue update to the Environmentally Preferred
Section of the Procurement Policy (FINANCE , ADMIN)
2.Develop and begin implementing Council-adopted
sustainability criteria for procurement contracts
(FINANCE , ADMIN)
WHO
Finance
Administration
Public Works
WHAT
Achieve carbon neutrality
through procurement,
budget, investment, and
finance processes
SECTOR 7
12
Delayed On Tra ck Ahead of Schedule
Sustainable SLO
13
Key Takeaways
CITY IS ON THE
RIGHT PATH TO
ACHIEVING ITS GOALS
2021 Lead by Example Plan
provides clear direction and
its approach to carbon
neutrality holds true in 2024
AMBITIOUS GOALS
ATTRACTED RESOURCES
ENABLING RAPID PROGRESS
SLO’s leadership on climate
attracted $15M+ in external
funding and third -party support
to accomplish first set of tasks
INCREASINGLY COMPLEX
WORK AHEAD REQUIRES
SUSTAINED COMMITMENT
Future success depends on
maintaining City focus and
funding for these more
challenging projects
14
Timeline and Next Steps
Solar EV charger at City HallFINANCIAL PLAN 15
THANK YOU!
16
Solar EV charger at City Hall
Recommendation
17
Receive, file, and provide feedback on the
Lead by Example 2024 Progress Report.