HomeMy WebLinkAboutItem 6a. Adopt the 2023-2027 Climate Action Plan Work Program Item 6a
Department: Administration
Cost Center: 1005
For Agenda of: 12/13/2022
Placement: Business
Estimated Time: 60 Minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Chris Read, Sustainability Manager
Lucia Pohlman, Sustainability and Natural Resources Analyst
Robert Hill, Sustainability and Natural Resources Official
SUBJECT: ADOPTION OF THE 2023-2027 CLIMATE ACTION PLAN WORK
PROGRAM
RECOMMENDATION
1. Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of
San Luis Obispo, California, approving the Climate Action Plan 2023-27 Work
Program and a Determination of Consistency with the adopted Initial
Study/Negative Declaration for the 2020 Climate Action Plan for Community
Recovery” to approve the Climate Action Plan Volume 3: 2023-27 Work Program
(Attachment B), including a finding that the action is consistent with the previously
adopted Initial Study/Mitigated Negative Declaration for the 2020 Climate Action
Plan for Community Recovery; and
2. Authorize staff to apply for grants that fund implementation of the 2023-27 Climate
Action Plan Work Program and authorize the City Manager to execute grant
agreements and related documents.
POLICY CONTEXT
Resolution 11159 (2020 Series) approved the Climate Action Plan for Community
Recovery, adopted the goal of community carbon neutrality by 2035, and directed staff to
return with an update ahead of the 2023-25 Financial Plan.
REPORT-IN-BRIEF
Adopted on August 18, 2020, the Climate Action Plan for Community Recovery (2020
Climate Action Plan) includes a goal of community carbon neutrality by 2035, sub -goals
for sectors like clean energy and green buildings, and foundational actions to achieve
these goals.
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Item 6a
As directed by the 2020 Climate Action Plan (CAP), Staff have conducted an
implementation review, technical review, community engagement, and assessment of
federal, state and other financial resources in support of the update, all of which affirmed
the 2020 CAP’s carbon neutrality goal, sector specific goals, and foundational actions.
Given this affirmation of current approach, staff developed the Climate Action Plan
Update as a set of tasks to be completed in 2023-27 in support of the existing adopted
goals and actions. Should Council approve staff’s recommendation, the work program
would inform the 2023-25 Financial Plan’s process for allocating staff and financial
resources.
DISCUSSION
Background
2020 Climate Action Plan for Community Recovery
On August 18, 2020, City Council approved the City’s Climate Action Plan for Community
Recovery (2020 CAP), and adopted Resolution 11159 (2020 Series), which includes a
goal of community-wide carbon neutrality by 2035. The 2020 CAP includes Volume 1:
Stories from 2035 and Volume 2: Technical Foundation and Work Program. Volume 1 is
an innovative and engaging collection of short stories from the future envisioning San
Luis Obispo after full implementation of the CAP. Volume 2 provides 27 foundational
actions for staff to advance during the 2021-23 Financial Plan.
The 2020 CAP is guided by six sector-specific pillars and
related goals:
Pillar 1: Lead by Example – Carbon neutral
government operations by 2030; Municipal Action
Plan by July 2021.
Pillar 2: Clean Energy Systems – 100 percent
carbon free electricity by 2020.
Pillar 3: Green Buildings – No net new building
emissions from onsite energy use by 2020; 50
percent reduction in existing onsite building
emissions by 2030.
Pillar 4: Connected Community – Achieve General
Plan mode split objective by 2030; 40 percent of
vehicle miles travelled by electric vehicles by 2030.
Pillar 5: Circular Economy – 75 percent diversion of
landfilled organic waste by 2025; 90 percent diversion
by 2035.
Pillar 6: Natural Solutions – Increase carbon
sequestration in the San Luis Obispo Greenbelt and
Urban Forest through continued open space
protection, carbon farming activities, and tree
planting; ongoing through 2035.
Climate Adaptation and
Community Resilience
The community has
expressed ongoing interest in
climate adaptation and
resiliency. The City is taking
proactive measures to ensure
community resiliency and has
initiated a city-wide strategic
approach to climate
adaptation through the
updates to the Safety
Element of the General Plan,
which includes a
comprehensive climate
change vulnerability
assessment. The Climate
Adaptation and Safety
Element of the General Plan
is planned to be presented to
Council for adoption in early
2023.
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Item 6a
Climate Action Plan Update Schedule
The 2020 CAP directs staff to update the Climate Action Plan ahead of the 2023 -25
Financial Plan. This step was included so staff could learn from initial pilot proje cts,
studies, and plans, and identify the next set of work tasks following these foundational
actions. Figure 1, below, provides the CAP update schedule included in the 2020 CAP.
Figure 1. Climate Action Plan Update Schedule
Climate Action Plan Volume 3: 2023-27 Work Program
As of 2023, there will only be 12 years left to achieve the City’s community goal of carbon
neutrality. However, the path to meeting quantifiable emissions reduction objectives that
support a more equitable and thriving community remains clear. The challenge now is to
implement the actions at the speed and scale needed to achieve the community’s goals.
City staff, with feedback from community members and stakeholders, developed the
Climate Action Plan Volume 3: 2023-27 Work Program (CAP Volume 3) to integrate with
and look beyond the upcoming 2023-25 Financial Plan to identify the next set of
implementation tasks needed to accomplish the goals and foundational actions
established in the 2020 Climate Action Plan.
Update Method
The tasks presented in CAP Volume 3 represent the culmination of nearly a year of work,
including review of implementation of the 2020 CAP, numerous community conversations
about how the next set of actions could drive community benefits, and review of state and
federal resources. The technical evaluation (provided in the 2021 -22 Progress Update)
and community outreach processes are described below.
Regarding new resources, in 2022, the Federal government and the State of California
have passed historically unprecedented legislation and budget commitments aligned with
the City’s climate goals. Key supportive legislation with direct funding aligned with CAP
Volume 3 include the Inflation Reduction Act (Federal Legislation, $368 billion in climate
and energy funding), the Infrastructure Investment and Jobs Act (Federal Legislation,
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$1.2 trillion in total funding), and the California Climate Budget (California State Budget,
$54 billion in committed funds).1,2,3
Document Organization
CAP Volume 3 is organized into five chapters:
1. Chapter 1: Introduction provides background context and demonstrates the
critical need for an updated work program.
2. Chapter 2: 2021-22 Progress Update outlines key accomplishments from 2021-
22 and provides a snapshot GHG inventory update.
3. Chapter 3: Community Outreach describes the community outreach process that
supported the development of the 2023-27 work program.
4. Chapter 4: 2023-27 Work Program provides details on work tasks to be
completed in Financial Plan 2023-25 and 2025-27 under the six pillars established
in the 2020 Climate Action Plan.
5. Chapter 5: Achieving Our Goals provides updated administrative actions and
includes an implementation table that summarizes work tasks to be completed in
2023-27.
2021-22 Progress Update
The 2020 CAP directed staff to provide a biennial Climate Action Plan progress report to
Council. The City provided an initial progress report in May of 2021. Chapter 2 of CAP
Volume 3 provides the next progress report, includes a snapshot update to the
greenhouse gas emissions inventory, and highlights key areas of CAP progress achieved
since 2020. A complete description of CAP implementation progress by action is available
in Attachment A of CAP Volume 3. Key findings from the progress report include:
1. Despite an increase in community greenhouse gas emissions between 2016 and
2018, the City is still seeing downward trends in emissions.
2. The communitywide impact of the 2020 CAP on greenhouse gas emissions will be
better known when 2021 and 2022 inventory data is available and analyzed in
2023.
3. The City has made implementation progress in clean electricity, all-electric new
buildings, natural solutions and carbon sequestration, decarbonizing municipal
operations, active transportation, and organic waste reductions, among others.
4. While there is variability in each sector, implementation progress is generally on
track with the emissions reductions assumptions established in the 2020 CAP. One
area exceeding prior assumptions is electric vehicle uptake. One area behind
schedule is existing building electrification retrofits; however, new state and federal
funding is anticipated to catalyze implementation and help resolve this delay.
1 For example, see the Inflation Reduction Act: https://www.congress.gov/bill/117th-congress/house-
bill/5376/text
2 For example, see the Infrastructure Investment and Jobs Act: https://www.congress.gov/bill/117th-
congress/house-bill/3684/text
3 For example, see the California Climate Comm itment released by Governor Gavin Newsom in 2022:
https://www.gov.ca.gov/wp-content/uploads/2022/09/Fact-Sheet-California-Climate-Commitment.pdf
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2023-27 Work Program
Chapter 4 of CAP Volume 3 presents the 2023-27 Work Program and is organized by
pillar and 2020 CAP action. After each 2020 CAP action, Chapter 4 provides the future
work tasks that will be necessary to continue to implement them. Figure 2 provides a page
from CAP Volume 3 to illustrate this structure. Additional details listed under each FY23-
25 work program task include responsible department, funding approach, tracking metric,
and the subsequent FY25-27 work program task. Table 5.1 in Chapter 5 of CAP Volume
3 provides a summary table of all 2023-25 and 2025-27 tasks.
Figure 2. Example 2022 Work Program Task from CAP Volume 3
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Grant Funding for the 2023-27 Work Program
As described above, staff anticipates a robust grant funding environment available to
assist with implementation of the 2023-27 work program.4 Administrative Action 6 in CAP
Volume 3 directs staff to “Pursue grants opportunistically and strategically.” Financial
Management Manual Section 740 (Grant Management Policy) identifies Council as the
responsible entity for approving all grant applications in excess of $5,000. Given the high
volume of applications that are likely to be in exceedance of this threshold over the 2023 -
27 work plan period, staff recommends authorizing staff to apply for grants that fund 2023-
27 work program tasks and are consistent with the City’s Grant Management Policy.
Previous Council or Advisory Body Action
The Climate Action Plan has been discussed by Council and Advisory Bodies on
numerous occasions including:
1. September 18, 2018 – City Council directed staff to pursue the 2035 carbon
neutrality goal and directed staff to update the Climate Action Plan with strategies
and options to achieve the 2035 goal.
2. June 4, 2019 – City Council adopted the 2019-21 Climate Action Major City Goal.
3. August 18, 2020 – City Council adopted the Climate Action Plan for Community
Recovery, which included the goal of carbon neutrality by 2035.
4. May 18, 2021 – Staff presented to City Council the 2020-21 Climate Action
Progress Report, which highlighted key Climate Action Plan implementation
milestones achieved in 2020 and 2021.
5. June 1, 2021 – City Council adopted the 2021-23 Financial Plan, which invested
over $30 million to support strategies under the Major City Goal: “Climate Action,
Open Space, & Sustainable Transportation”.
6. July 6, 2021 – City Council adopted Lead by Example: A Plan for Carbon Neutral
City Operations, re-establishing a goal of carbon neutral municipal operations by
2030.
7. November 3, 2022 – Staff provided an informational presentation about the update
to the Active Transportation Committee.
8. November 16, 2022 – Staff provided an informational presentation about the
update to the Planning Commission.
Public Engagement
Staff conducted public engagement for CAP Volume 3 from March 2022 through
November 2022 through a combination of activities designed to engage and empower a
variety of residents, stakeholders, City staff, and decision-makers. The public
engagement activities are summarized below:
4 For the purpose of this report, “grant funding” includes traditional grants, incentives, rebates, and formula -
based funding opportunities.
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1. Community Strategy Forums – Staff organized and facilitated three multi-part
community strategy forums that met in the Spring and Summer of 2022. The three
forums engaged over 30 community stakeholders in meaningful collaboration and
feedback exercises over the course of 18 meetings. The strategic feedback offered
by participants laid the foundation for the draft work program that was brought to
the community for feedback in the Fall of 2022.
2. Community Events – Staff tabled at the San Luis Obispo County Earth Day Fair
on April 23, 2022, and hosted the Community Climate Party on August 13 , 2022,
to inform the community about Climate Action Plan progress, collect feedback on
implementation strategies, and share the proposed draft CAP Volume 3. These
events engaged approximately 480 community members.
3. Online Outreach – The City provided online opportunities for community members
to learn about and contribute to the development of CAP Volume 3 through several
social media posts and two Open City Hall forums.
4. Advisory Bodies – Staff provided CAP update presentations to and received
feedback from the Active Transportation Committee and the Planning Commission
on November 3, 2022 and November 16, 2022, respectively. Staff will also provide
an informational presentation about the relationship between climate action and
diversity, equity, and inclusion to the Human Relations Commission on December
7, 2022.
Through the activities described above, the public engagement process followed the
City’s Public Engagement and Noticing Manual and created over 900 unique interactions
with community members. Chapter 3 of CAP Volume 3 provides additional detail about
the community outreach process, including outreach objectives and individual event
descriptions. Staff will continue to conduct public engagement as needed throughout the
implementation of the CAP Volume 3.
Public Review Draft
The Public Review Draft of CAP Volume 3 was available for community discussion and
feedback from November 2 to November 16, 2022, on the San Luis Obispo Open City
Hall platform. 180 community members saw the topic and 55 participants provided
comments. Feedback was generally supportive of the proposed 2023 -27 work program,
with a consistent focus across comments on the Active Transportation Plan, electric
vehicle charging stations, natural climate solutions, and affordable infill housing projects.
Of the 55 total comments, many provided feedback relevant to the implementation of
specific work program tasks. These implementation -focused recommendations were
documented and have been shared with relevant City staff.
CONCURRENCE
The City’s Public Works, Community Development, Parks and Recreation, Fire, and
Utilities Departments have contributed to the development of CAP Volume 3.
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ENVIRONMENTAL REVIEW
The CAP Volume 3 update is consistent with the Initial Study/Negative Declaration
adopted for the 2020 Climate Action Plan for Community Recovery. An Initial Study was
prepared pursuant to the California Environmental Quality Act (CEQA) (EID 0275 -2020)
by Rincon Consultants to evaluate the potential effects of implementing the 2020 Climate
Action Plan for Community Recovery and CEQA GHG Thresholds Guidance.5
The Initial Study identified several areas where “Less Than Significant” impacts have the
potential to occur including aesthetics, agricultural and forestry resources, air quality,
biological resources, cultural resources, energy, geology and soils, greenhouse gas
emissions, hazards and hazardous materials, hydrology and water quality, noise, tribal
cultural resources, transportation impacts, and utilities and service systems, and
concluded that implementation of the Climate Action Plan and GHG thresholds of
significance would not result in potentially significant impacts on the environment.6
The Negative Declaration was adopted on August 18, 2020, in accordance with CEQA
Guidelines Section 15063 (b)(2), which states that “the lead agency shall prepare a
Negative Declaration when there is no substantial evidence that a project or any or its
aspects may cause a significant effect on the environment”. The thirty (30) day public
comment period opened on June 22, 2020 and closed on July 22, 2020. A Notice of
Determination was filed with the County-Clerk Recorder and with the State Clearinghouse
on August 19, 2020.
The 2020 CAP included a series of administrative actions, including Administrative Action
1 directing staff to update the Climate Action Plan ahead of the 2023-25 Financial Plan.
The CAP Volume 3 update implements Administrative Action 1, including the update to
the greenhouse gas emissions inventory, highlights of key are as of CAP progress
achieved since 2020, and proposed Work Program, all of which were previously identified
and addressed in the adopted Initial Study/Negative Declaration for the 2020 Climate
Action Plan for Community Recovery. Approval of the Climate Action Plan Volume 3:
2023-27 Work Program is consistent with the adopted Initial Study/Negative Declaration
for the 2020 CAP because the work program tasks in CAP Volume 3 are consistent with
the general scope of the adopted Initial Study/Negative Declaration and do not authorize
any specific projects or have the potential to adversely impact the environment . At the
implementation level, any specific projects contemplated by CAP Volume 3 would either
be exempt from environmental review or subject to project level environmental review at
the time of project implementation.
5 The 2020 Initial Study/Negative Declaration document is available at
https://www.slocity.org/home/showpublisheddocument/27813/637329143809730000 and is on file at the
City Clerk’s office.
6 Resolution 11159 (2020 Series) approved the 2020 CAP, adopted the goal of carbon neut rality by 2035
and adopted the CEQA documentation and local thresholds of significance. It is important to note that, if
adopted, the Draft Resolution (Attachment A) would be in addition to, and not in replacement of, Resolution
11159 (2020 Series).
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Item 6a
FISCAL IMPACT
Budgeted: No Budget Year: 2022-23
Funding Identified: No
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ N/A $ $ $
State
Federal
Fees
Other:
Total $ N/A $ $ $
City Council’s adoption of the Climate Action Plan Volume 3: 2023-27 Work Program
would have no direct fiscal impact, in and of itself. The existing budget for 2022 -23 will
continue to be used for implementation of the 2021-23 Major City Goal for Climate Action,
Open Space & Sustainable Transportation and the 2020 CAP. As discussed abo ve, the
2020 CAP provides direction to return with this update ahead of the 2023 -25 Financial
Plan.
The 2021-23 Climate Action, Open Space, and Sustainable Transportation Major City
Goal included operational and capital expenses of approximately $30 million over the two-
year period. In preparation for the 2023-25 Financial Plan, staff have identified which
tasks in CAP Volume 3 can be completed with current staffing levels and which tasks
require new capital or operational budget requests. Based on high-level cost
assumptions, staff estimates that it is necessary to at least maintain current funding levels
for the City to remain on-track in reaching its community and municipal operations
greenhouse gas emissions reduction goals. Should Council adopt CAP Volume 3, more
precise implementation task costs would be developed by staff and presented for
community input through the Financial Plan process and subsequent Council approval.
ALTERNATIVES
1. Council could request more information, suggest changes, or request that the
Volume 3: 2023-27 Climate Action Plan Work Program be presented for adoption
at a later date.
2. Council could take no action and direct staff to pursue other initiatives. This
action is not recommended by staff because it is inconsistent with adopted Council
policy and the City's climate action goals.
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Item 6a
ATTACHMENTS
A - Draft Resolution adopting the 2023-27 Climate Action Work Program
B - Climate Action Plan for Community Recovery Volume 3: 2023-27 Work Program
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R ______
RESOLUTION NO. _____ (2022 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING THE CLIMATE ACTION PLAN
2023-27 WORK PROGRAM AND A DETERMINATION OF
CONSISTENCY WITH THE ADOPTED INITIAL STUDY/NEGATIVE
DECLARATION FOR THE 2020 CLIMATE ACTION PLAN FOR
COMMUNITY RECOVERY
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 unprecedented disasters with tremendous human, ecological, 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 Senate Bill (SB) 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, in 2022 the State of California enacted Assembly Bill (AB) 1279 to
formally declare that it is the policy of the state to achieve net zero greenhouse gas
emissions as soon as possible, but no later than 2045, and to ach ieve and maintain net
negative greenhouse gas emissions thereafter. AB 1279 clarified that this goal is in
addition to, and does not replace, diminish, or supersede, the statewide greenhouse gas
emissions reduction targets established via SB 32; and
WHEREAS, City of San Luis Obispo residents and businesses have repeatedly
identified climate action as a top community priority; and
WHEREAS, low greenhouse gas emissions, resilience and equity are required for
communities to thrive in the 21st century; and
WHEREAS, to protect public health, safety, and welfare, it is in the best interest of
the City of San Luis Obispo to substantially reduce or eliminate local greenhouse gas
emissions; and
WHEREAS, the City of San Luis Obispo City Council first adopted a Climate Action
Plan (“CAP”) in 2012; and
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Resolution No. _____ (2022 Series) Page 2
R ______
WHEREAS, the City Council has included Climate Action as a Major City Goal
since 2017 in response to the climate crises; and
WHEREAS, on August 18, 2020, City Council adopted Resolution 11159, which
approves the 2020 Climate Action Plan for Community recovery, establishes a
community-wide goal of carbon neutrality by 2035, adopts sector specific goals, and
provides foundational actions to establish a trajectory towards achieving those goals; and
WHEREAS, an Initial Study was prepared pursuant to CEQA (EID 0275 -2020) by
Rincon Consultants to evaluate the potential significant effects of implementing the 2020
Climate Action Plan for Community Recovery and CEQA GHG Thresholds Guidance; and
WHEREAS the Initial Study concluded that implementation of the Climate Action
Plan and GHG thresholds of significance would not result in potentially significant impacts
on the environment; and
WHEREAS a Negative Declaration was adopted on August 18, 2020, in
accordance with CEQA Guidelines Section 15063 (b)(2), which states that “the lead
agency shall prepare a Negative Declaration if there is no substantial evidence that a
project or any or its aspects may cause a significant effect on the environment”; and
WHEREAS a Notice of Determination was filed with the County-Clerk Recorder
and with the State Clearinghouse on August 19, 2020; and
WHEREAS the 2020 Climate Action Plan for Community Recovery included a
series of administrative actions, including Administrative Action 1 directing staff to update
the Climate Action Plan ahead of the 2023-25 Financial Plan; and
WHEREAS the 2022 CAP update implements Administrative Action 1, including
the update to the greenhouse gas emissions inventory, highlights of key areas of CAP
progress achieved since 2020, and proposed Work Program, all of which were previously
identified and addressed in the adopted Initial Study/Negative Declaration for the 2020
Climate Action Plan for Community Recovery; and
WHEREAS through research conducted during the update process, staff affirmed
the 2020 Climate Action Plan’s carbon neutrality goal, sector specific goals, and
foundational actions; and
WHEREAS staff has prepared an update that continues to implement the goals
and actions provided in the 2020 Climate Action Plan via tasks to be initiated or completed
in fiscal years 2023-27.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
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Resolution No. _____ (2022 Series) Page 3
R ______
SECTION 1. Recitals. The recitals set forth above are hereby adopted as the
findings of the City in adopting the policies herein.
SECTION 2. Environmental Review. The City Council has reviewed the Negative
Declaration adopted on August 18, 2020 and determined that the CAP Volume 3 update
is within the general scope of and consistent with the Initial Study/Negative Declaration
adopted for the 2020 Climate Action Plan for Community Recovery (Resolution No.
11159) and hereby reincorporates and adopts the findings and determinations therein as
applicable to the CAP Volume 3 Update as if fully set forth herein .
SECTION 3. Climate Action Plan for Community Recovery. The City Council
hereby approves the Climate Action Plan for Community Recovery, Volume 3: 2023-27
Work Program.
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Resolution No. _____ (2022 Series) Page 4
R ______
SECTION 4. This resolution is an amendment supplementary to, and does not
replace, Resolution Number 11159 (2020 Series).
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 22.
___________________________
Mayor Erica A. Stewart
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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Climate Action Plan for Community Recovery
Volume 3: 2023–27 Work Program
HOLD FOR .PDF
REPLACMENT
COVER
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Climate Action Plan for Community Recovery
Volume 3: 2023–27 Work Program
ACKNOWLEDGMENTS
City Council City Management
Erica A. Stewart, Mayor Derek Johnson, City Manager
Carlyn Christianson (Former) Shelly Stanwyck, Assistant City Manager
Emily Francis Greg Hermann, Deputy City Manager
Jan Marx
Andy Pease
Michelle Shoresman
City Staff
Doug Carscaden, Vlahdemir Cruz, Tina Clark, Michael Codron, Greg Cruce, Chris Felt, Aaron Floyd, Adam Fukushima,
Christopher Hamma, Alejandro Hernandez, Devin Hyfield, Basile Inman, Chris Lehman, Bob Hill, Matt Horn. Michael
Loew, Teresa McClish, Austin O’Dell, Freddy Otte, Lucia Pohlman, Chris Read, Shawna Scott, Luke Schwartz, Marina
Varano, Anthony Whipple, and many others.
Green and Healthy Homes Roundtable
Elaine Archer, Housing Authority of San Luis Obispo
Jennifer Brennan, Ten Over Studio
Rita Casaverde, SLO Diversity Coalition
Gray Gautereaux, Tri-County Regional Energy Network
Ashley Goldlist, SLO County Air Pollution Control District
Michael Hicks, Harmony Building Efficiency Consulting
Samantha Huntley, Central Coast Green Building Council
Nalah Lohman, Race Matters SLO
Jim McNamara, Community Action Partnership of SLO County
Elizabeth Merson, Healthy Communities Working Group
Allison Priola, Cal Poly AmeriCorps
Rich Souther, Pacific Heating and Sheet Metal
Eric Veium, SLO Climate Coalition
Chad Worth, Cal Poly
Anne Wyatt, Smart Share Housing SLO
Special thanks to everyone who took a survey,
attended the climate party, and participated through
Open City Hall!
Connected Community Strategy Forum
Yesenia Alonso, Lumina Alliance
Anders Bjork, Cal Poly Associated Students Inc.
Lani Hemmings Pallay, Bike SLO County
Krista Jeffries, SLO County YIMBY
Mallory Jenkins, Rideshare
Molly Kern, SLO Chamber of Commerce
Russell Mills, Active Transportation Committee
John Osumi, Mass Transportation Committee
Sara Sanders, SLOCOG
Mark Shaffer, RideOn
Natural Solutions Strategy Forum
Mauriça Anderson Fitzgibbons, Cal Poly
Meredith Hardy, California Conservation Corps
Grant Helete, ECOSLO
Liz Lucas, Tree Committee
Hallie Richard, Coastal San Luis RCD
Matt Ritter, Cal Poly Faculty
Dylan Theobald, Land Conservancy of SLO
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City of San Luis Obispo
Table of Contents
Executive summary ............................................................................................................... ES-1
1. Introduction ............................................................................................................................ 1
2. 2021-22 progress update ....................................................................................................... 3
3. Community Outreach ............................................................................................................. 7
4. 2023-27 Work Program ........................................................................................................11
Pillar 1: Lead by Example ..............................................................................................13
Pillar 2: Clean Energy Systems ....................................................................................19
Pillar 3: Green Buildings ................................................................................................23
Pillar 4: Connected Community .....................................................................................29
Pillar 5: Circular Economy .............................................................................................43
Pillar 6: Natural Solutions ..............................................................................................49
5. Achieving Our Goals .............................................................................................................53
Attachment A. Climate Action Plan for Community Recovery Implementation Progress ……….63
List of Tables
Table 2.1. GHG Emissions, 2005-2018 (MTCO2e) .................................................................... 4
Table 4.1. Lead by Example Foundational Actions (2020 CAP) ................................................13
Table 4.2. Lead by Example 2023-27 Work Program Implementation Timeline.........................14
Table 4.3. Clean Energy Systems Foundational Actions (2020 CAP) ........................................19
Table 4.4. Clean Energy Systems 2023-27 Work Program Implementation Timeline ................20
Table 4.5. Clean Energy Systems Foundational Actions (2020 CAP) ........................................23
Table 4.6. Green Buildings 2023-27 Work Program Implementation Timeline ...........................24
Table 4.7. Mode Split Objectives, 2020 and 2030 .....................................................................29
Table 4.8. Connected Community Foundational Actions (2020) ................................................30
Table 4.9. Connected Community 2023-27 Work Program Implementation Timeline ................31
Table 4.10. Circular Economy Foundational Actions (2020 CAP) ..............................................43
Table 4.11. Circular Economy 2023-27 Work Program Implementation Timeline ......................44
Table 4.12. Natural Solutions Foundational Actions (2020 CAP) ...............................................49
Table 4.13. Natural Solutions 2023-27 Work Program Implementation Timeline .......................50
Table 5.1. Staff Work Program ..................................................................................................57
List of Figures
Figure 2.1. Progress to Carbon Neutrality Target ....................................................................... 4
Figure 4.1. 2020 Climate Action Plan Pillars .............................................................................12
Figure 5.1. Climate Action Plan Update Schedule .....................................................................54
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City of San Luis Obispo Page ES-2
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Climate Action Plan for Community Recovery
Volume 3: 2023-27 Work Program
City of San Luis Obispo Page ES-1
EXECUTIVE
SUMMARY
Chapter 1: Introduction
Since the adoption of the 2020 Climate Action Plan for
Community Recovery (2020 CAP), the City of San Luis Obispo
has made considerable strides toward its goal of reaching
carbon neutrality by 2035. The challenge now is to implement
the climate solutions at the speed and scale needed to achieve
the community’s goals.
The Climate Action Plan Volume 3: 2023-27 Work Program
(CAP Volume 3) is an extension of the 2020 CAP. It reflects a
cross-departmental and multi-sector approach to climate
action that is aligned with the federal government and State of
California’s unprecedented funding and policy support for
climate solutions. Looking ahead to the next four years of local
climate projects and programs, the City is prepared to support
community-scale solutions that reduce greenhouse gas (GHG)
emission through securing carbon-free electricity,
decarbonizing and electrifying buildings, providing accessible
low-carbon transportation options, creating a robust circular
economy around composting organic waste, and continuing to
protect and adapt City open space properties to sequester and
store carbon.
Chapter 2: 2020-2022 Progress Update
Chapter 2 of this document provides an update on our
community’s progress towards carbon neutrality. Chapter 2
includes a snapshot GHG emissions inventory (however, due
to data lags this inventory precedes major actions taken since
adoption of the 2020 CAP). The chapter also includes the 2020
CAP implementation progress report, which highlights key
areas of climate action progress, including Diversity Equity and
Inclusion, Clean and Green Electricity, All-Electric New
Buildings, Open Space and Carbon Sequestration, Municipal
Operations, Active Transportation, and Organic Waste.
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Chapter 3: Community Outreach
The extensive outreach conducted for CAP Volume 3 led to a
community-informed work program. The City’s planning
process informed the community, achieved broad
demographic and geographic representation, and empowered
residents, businesses, students, and decision-makers to take
meaningful climate action within their unique roles in the
community.
The City organized and facilitated three community strategy
forums that in total met over a dozen times in 2022 to inform
CAP Volume 3. In addition to local experts and technical
stakeholders, the forums also included organizations and
community members that typically do not participate in City
climate workshops or events. The City also hosted and
attended public events to inform the community about local
progress on climate action, collect feedback on
implementation strategies, and share early drafts of CAP
Volume 3. Notably this includes the Climate Party, which
showcased six City departments, hosted sixteen local
organizations and green businesses, and attracted over 400
attendees.
Chapter 4: 2023-27 Work Program
The 2020 CAP is organized into six sector-specific themes
called pillars. CAP Volume 3 builds on each of the six pillars
by assessing progress and establishing key next steps for
achieving community-wide carbon neutrality by 2035. The
work program in Chapter 4 includes an overview of each pillar,
the status of every foundational action the City committed to
in 2020, and a detailed description of each work program task
planned for 2023-27.
Pillar 1: Lead by Example
The City is committed to Leading by Example by
reducing GHG emissions across municipal operations,
creating a more resilient and equitable City organization,
and demonstrating climate solutions that are scalable.
The City aims to reach net-zero emissions by 2030.
Significant work tasks scheduled during the 2023-25
Financial Plan timeline include continued
implementation of the Lead by Example municipal
carbon neutrality plan, as well as implementing unified
branding across City Lead by Example projects.
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Pillar 2: Clean Energy Systems
Affordable, accessible, abundant, and clean energy
systems are the foundation of a low carbon economy.
The City's electricity generation utility, Central Coast
Community Energy (CCCE), is rapidly investing in
renewable energy projects and programs that support
the local economy and generate carbon-free electricity.
Significant work tasks scheduled during the 2023-25
Financial Plan timeline include continuing to support
CCCE’s goal of delivering 100 percent renewable
energy by 2030, and monitoring and supporting CCCE
and PG&E’s grid reliability work.
Pillar 3: Green Buildings
The City is committed to avoiding onsite emissions from
new buildings, as well as reducing emissions from
existing buildings by 50 percent by 2030. Reductions in
building emissions primarily occur through the transition
from natural gas to high efficiency electric appliances.
Significant work tasks scheduled during the 2023-25
Financial Plan timeline include effective implementation
of the all-electric new buildings program, and for existing
buildings the City plans to support high visibility pilot
projects, facilitate equitable access to financial
resources, reduce barriers to electrification projects, and
evaluate and develop policy for retrofit requirements.
Pillar 4: Connected Community
Transportation is the single largest source of GHG
emissions in San Luis Obispo, primarily due to the use
of single-occupancy fossil-fueled vehicles. By
continuing to build a safe pedestrian and bicycle
network, producing more housing in key locations,
enhancing public transit, supporting electric vehicle
infrastructure, and investing in mobility innovations, the
City can reduce vehicle miles travelled while also
reducing individual mobility costs. Substantial work
tasks scheduled during the 2023-25 Financial Plan
timeline include pursuing recommendations from the
Transit Innovation Study, launching a Micro Mobility
Program if feasible, electrifying the SLO Transit fleet,
conducting “Missing Middle” housing pilot projects on
major urban corridors, and installing publicly accessible
electric vehicle chargers throughout the community.
Pillar 5: Circular Economy
A “circular economy” is an economic system aimed at
eliminating waste and supporting the continual use of
resources by practicing reuse, sharing, repair,
refurbishment, remanufacturing, and recycling to create
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a closed loop system. Because organic waste (e.g., food
scraps and yard waste) sent to our landfill produce 10
percent of community GHG emissions, the City is
applying the circular economy framework to reduce
emissions and utilize organic waste as a valuable
resource for other applications. Significant work tasks
scheduled during the 2023-25 Financial Plan timeline
include implementing an inspection and enforcement
program to ensure compliance with SB 1383
requirements, ongoing collaboration with the San Luis
Obispo County Integrated Waste Management Authority
(IWMA) on education and targeted programs, and
supporting innovative programs for high-volume and
hard-to-reach organic waste generators.
Pillar 6: Natural Solutions
The City of San Luis Obispo’s Greenbelt and urban
forest provide valuable benefits to the community,
including access to trails and outdoor recreation, habitat
conservation, and carbon sequestration in living plants
and soils. Protecting land in the Greenbelt and restoring
natural ecosystems are essential to enhancing the
climate resilience of the City’s open space network.
Significant work tasks scheduled during the 2023-25
Financial Plan timeline include implementing climate
resilience and carbon sequestration practices in the
Greenbelt, protecting additional lands within the
Greenbelt, and adopting and implementing the City’s
Community Forest Plan.
Chapter 5: Achieving Our Goals
The 2020 CAP includes five Administrative Actions that guide
how the plan is implemented and how progress is monitored
and reported. CAP Volume 3 reaffirms and amends existing
actions and adds two new Administrative Actions: pursuing
grants opportunistically and strategically, and engaging in
legislative and regulatory advocacy. This chapter also
includes the “Staff Work Program”, which summarizes the
tasks and administrative actions to be completed during 2023-
27, organized by City department.
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1. INTRODUCTION
In 2020, the City of San Luis Obispo adopted the Climate Action Plan for Community Recovery
(2020 CAP). 2020 CAP Administrative Action 1 directs staff to update the Climate Action Plan
ahead of the 2023-25 Financial Plan, while Administrative Action 3 directs staff to provide regular
updates about implementation progress to City Council. This document, Climate Action Plan
Volume 3: 2023-27 Work Program (CAP Volume 3) accomplishes these actions.
Since the adoption of the 2020 CAP, the City of San Luis Obispo has made considerable strides
toward its goal of reaching community-wide carbon neutrality by 2035. Broad progress has been
made in clean energy, active transportation, green buildings, organic waste, and fleet
electrification. At the same time, the federal government and State of California have recently
passed once-in-a-generation legislation and budget commitments that align with the City’s climate
goals.
As of 2023, there are only 12 years left to achieve San Luis Obispo’s carbon neutrality goal.
However, the path to deep emissions reductions that support a more equitable and thriving
community remains clear. The challenge now is to implement the actions at the speed and scale
needed to achieve the community’s goals.
CAP Volume 3 is organized into the following chapters:
Chapter 2: 2021-22 Progress Update. Building on the 2020-21 implementation report
provided to the City Council, this chapter outlines key accomplishments from 2021-22 and
provides a snapshot GHG inventory update.
Chapter 3: Community Outreach. This chapter describes the community outreach
process that supported the development of the 2023-27 work program.
Chapter 4: 2023-27 Work Program. This chapter provides the work program tasks to be
completed during 2023-25 and 2025-27 Financial Plans.
Chapter 5: Achieving Our Goals. This chapter includes updated administrative actions
and an implementation table that summarizes tasks to be completed during 2023-27.
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2. 2021-22
PROGRESS
UPDATE
Overview
As identified in Volume 2, Administrative Action 2 of the 2020 Climate Action Plan (CAP), “[…]
the City will develop a greenhouse gas emissions inventory update in every odd year and will
develop a monitoring and reporting protocol and provide an update to City Council on progress
every other year starting in the Summer of 2022.” City staff provided an initial implementation
report to the Council in early 2021. This chapter provides the next progress report, includes a
snapshot update to the GHG emissions inventory, and highlights key areas of CAP progress
achieved since 2020. A complete description of CAP implementation progress by action is
provided in Attachment A.
Greenhouse Gas Inventory Update
A greenhouse gas inventory is a comprehensive measure of GHG emissions that have occurred
as the result of activity in a jurisdiction or a geographic area in a calendar year. The GHG inventory
adopted for the 2020 CAP focuses on 2005 and 2016 community wide emissions and provides
forecasts through 2035. This section builds on the 2016 GHG inventory and provides an
emissions inventory for the 2018 calendar year. Due to lags in data availability, 2018 is the most
current year available across all sectors and data points.
The historical data for 2018 captures a snapshot in time that precedes major actions taken by the
City to reduce its GHG emissions and implement the 2020 CAP. While this inventory update is
not reflective of key GHG reduction measures taken over the past three years, it still serves to
inform City leadership, staff, and stakeholders about our community’s progress towards carbon
neutrality.
Table 2.1 provides a comparison of emissions from baseline year 2005 to 2018. Figure 2.1
illustrates the City’s progress toward its target to achieve carbon neutrality by 2035. Over the
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thirteen-year period between 2005 and 2018, total emissions across all sectors were estimated
to have dropped by 9 percent. Key findings include:
Community-wide GHG emissions rose by 4 percent between 2016 and 2018. The only
sector with reductions was nonresidential energy, which decreased by less than one
percent. Despite emissions increases post-2016, all sectors still achieved decreases
between 2005 and 2018. 2005 to 2018 decreases range from a one percent decrease in
transportation to a 28 percent decrease for residential energy.
The most significant changes occurred in the energy sectors. Overall energy-related
emissions dropped by approximately 26 percent between 2005 and 2018, reflecting a
significant reduction in the carbon intensity of grid-sourced electricity, a substantial
increase in rooftop renewable energy systems, and investments in energy efficiency.
Solid waste emissions decreased by approximately 7 percent from 2005 to 2018 due to a
decrease in the amount of solid waste produced by residents and businesses.
The City will learn more about implementation progress as more complete data is available
for calendar years 2021 and 2022.
Table 2.1. GHG Emissions, 2005-2018 (MTCO2e)
Sector 2005 2016 2018 % Change
2005 – 2018
% Change
2005 – 2016
% Change
2016 – 2018
Transportation 225,390 212,980 224,050 -1% -6% 5%
Nonresidential Energy 58,050 44,270 44,090 -24% -24% -.4%
Residential Energy 55,450 39,410 40,020 -28% -29% 2%
Solid Waste 47,740 42,630 44,490 -7% -11% 4%
Total 386,630 339,290 352,650 -9% -12% 4%
Figure 2.1. Progress to Carbon Neutrality Target
386,630
339,290 352,650
328,640
197,180
00
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
2005 2016 2018 2020 Target
(15% below 2005)
2030 Target
(40% below 1990)
2035 Target
(Carbon Neutral)
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2021-22 Climate Action Highlights
The City has made substantial progress in implementing the 2020 CAP. This section summarizes
key areas of progress, including Diversity, Equity, and Inclusion; Clean and Green Electricity; All-
Electric New Buildings; Open Space and Carbon Sequestration; Municipal Operations; Active
Transportation; and Organic W aste. Attachment A provides a progress report for every action
included in the 2020 CAP.
Diversity, Equity, and Inclusion and Climate Action
Diversity, equity, and inclusion are core values for the City. The Office of Sustainability and Natural
Resources has made a conscious effort to center these considerations in all climate action work.
While equity is essential for all aspects of City operations; it has an especially strong nexus with
climate change and sustainability. Since adoption of the 2020 CAP, the City has included equity
as a core consideration in every implementation project plan. Additionally, City staff have
supported the convening of a new group called the Central Coast Climate Justice Collaborative,
which consists of local community-based organizations that aspire to make progress at the
intersection of climate action, racial justice, and environmental justice.
Clean and Green Electricity
On January 1, 2020, the City began receiving energy from Central Coast Community Energy
(CCCE; formerly Monterey Bay Community Power), a community choice energy program that
provides clean electricity with a rate savings. CCCE brings local control, freedom of choice, and
competition into the local electricity marketplace by allowing City to pool the electricity demand of
their communities and purchase power with higher renewable content and lower GHG emissions.
The City of San Luis Obispo currently holds seats on CCCE’s Operations Board, Policy Board,
and Executive Committee and actively supports CCCE staff as they develop energy policy and
programs. Notable programs currently available include incentives for electric vehicles and related
charging infrastructure, as well as incentives for the development of new affordable all-electric
housing and accessory dwelling units (ADUs).
All-Electric New Buildings
In June 2020, City Council adopted a resolution and an implementing ordinance to establish a
Clean Energy Choice Program for New Buildings. The Clean Energy Choice Program for New
Buildings, effective September 2020, encouraged clean, efficient, and cost effective all-electric
new buildings through incentives and local amendments to the California Energy Code. This
program was replaced in July 2022 with the Clean Energy Program for New Buildings, which
requires nearly all projects submitting building permits on or after January 1, 2023 to be all-
electric. All-electric new buildings are cost-effective, and when paired with CCCE’s green
electricity, have very low operational GHG emissions.
Natural Solutions and Carbon Sequestration
The City’s 2021-23 Financial Plan included a Major City Goal priority to continue the commitment
to acquire open space land and/or conservation easements, as open space and natural systems
play a critical role in sequestering and storing carbon. The City’s signature Greenbelt Protection
Program continues to successfully protect important resource lands and agricultural lands
surrounding the City. Concurrently, the City is piloting open space management practices that
can sequester additional carbon. In 2022, the City worked with the Coastal San Luis Resource
Conservation District to complete a Carbon Farm Plan for Johnson Ranch Open Space and City
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Farm SLO. In November 2022, the City implemented a 1.2-acre pilot compost application project
at Johnson Ranch that spread a thin layer of compost on grassland to sequester additional carbon
in the landscape, increase water retention, and improve forage for livestock. Cal Poly faculty and
students from the Department of Natural Resources Management and Environmental Sciences
provided critical support and conducted baseline soil and botanical testing. At City Farm SLO, the
City completed a pollinator habitat hedgerow project along Prefumo Creek.
The City’s urban forestry initiative to plant 10,000 trees by 2035 is also underway, and strong
partnerships and volunteer networks have been formed around tree planting. The City’s first ever
Community Forest Plan is also nearing completion and the Public Works Department is bringing
forward new and innovative approaches to optimize the Urban Forest Services Division’s
operations to meet the City’s goals.
Lead by Example: Carbon Neutral Municipal Operations
The City adopted the Lead by Example Plan in 2021 to provide a roadmap for the City to reduce
GHG emissions in all areas under municipal control. The Lead by Example Plan established
sector-specific goals to eliminate fossil fuel use in municipal buildings, facilities, and fleet vehicles;
to reduce GHG emissions associated with municipal solid waste, wastewater, and employee
commutes; and to sequester carbon emissions in the City’s Greenbelt and urban forest system.
Staff has completed nearly all the near-term (2021-23) tasks in the plan and are preparing to
implement tasks identified for 2023-25. Recent Lead by Example projects include:
Lighting retrofits at both Palm Street parking garages, Fire Station 1, and City Hall.
Installation of a large battery storage facility at the Water Treatment Plant.
Installation of fleet EV chargers and delivery of the first all-electric fleet vehicles.
Completion of the City building and facility electrification plan, fleet electrification transition
plan, and microgrid pilot study (with physical implementation of all three items set to begin
in 2023).
Active Transportation
In February 2021, the City Council adopted San Luis Obispo’s first Active Transportation Plan,
which integrates bicycle and pedestrian policies, programs, and infrastructure recommendations
into a single coordinated document. The City is making quick and impactful strides implementing
the Active Transportation Plan (ATP). Notable completed projects include the Railroad Safety
Trail Bridge connecting Phillips Lane to Pepper Street, protected bike lanes on Marsh and Higuera
Streets, and the pedestrian hybrid beacon on Broad Street at Woodbridge Street.
Organic Waste Reductions and Recycling through SB 1383
SB 1383 is landmark climate legislation pass-ed in 2016 by the State of California that reduces
short-lived climate pollution by targeting reductions in landfilled organic waste (i.e., food scraps
and green waste). When organic material decomposes in landfills it produces methane, a powerful
greenhouse gas 84 times more potent than carbon dioxide. SB 1383 places the burden of change
on municipalities and counties throughout the state by requiring them to institute community-wide
organic waste collection and recovery services, alongside a suite of complementary food recovery
and organic materials procurement requirements. The City has proactively worked towards
compliance with SB 1383. On November 16th, 2021, the City adopted an ordinance requiring all
residents and businesses to utilize organic waste collection services by January 1, 2022.
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3. COMMUNITY
OUTREACH
Community Continues to Drive Climate Action
This chapter provides an overview of the extensive outreach conducted by the City to collect
public feedback in the development of CAP Volume 3. This year-long stakeholder engagement
process led to a community-informed work program, and included the following objectives:
Provide an open and transparent process.
Educate the community about the importance and urgency of climate action.
Celebrate City progress on climate action and build support for future implementation.
Achieve broad demographic and geographic representation from stakeholders including
those typically not engaged and traditionally under-represented in planning processes.
Empower residents, businesses, students,
stakeholders, and decision-makers to take
meaningful climate action within their own
roles in the community.
Engage technical experts and key
stakeholders in the development of specific
implementation strategies.
Community Strategy Forums
The City organized and facilitated three community
strategy forums that met in the spring and summer of 2022 to inform the preparation of CAP
Volume 3. The three forums engaged over three dozen community stakeholders in meaningful
collaboration and feedback exercises that were supported by multiple City departments, reflecting
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the fact that both internal (City government) and external collaboration are necessary to
accomplish our community’s climate action goals. In addition to local experts and technical
stakeholders, the forums also included organizations and community members that typically do
not participate in City sustainability events. The strategic feedback offered by forum participants
laid the foundation for the draft work program that was brought to the broader community for input
in summer 2022.
Green and Healthy Homes Roundtable – This event brought together stakeholders to discuss
the City’s approach to reducing GHG emissions from
existing buildings. The roundtable informed the
strategic vision for a community-wide retrofit program
that would enable property owners to upgrade to
healthy, affordable, efficient, and all-electric energy
systems. This event was supported by the City’s
consulting partner, BlocPower. Participants included:
Community Action Partnership of San Luis
Obispo County (CAPSLO)
Housing Authority of San Luis Obispo
(HASLO)
Home Share SLO
Healthy Communities Working Group
Race Matters SLO
SLO Climate Coalition
Central Coast Green Building Council
SLO County Air Pollution Control District
(APCD)
Ten Over Studio
Pacific Heating and Sheet Metal
Technical experts from the building
community
Connected Community Strategy Forum – This
forum solicited feedback on the implementation of the
City’s Active Transportation Plan; possible transit
solutions and innovations that could encourage
increased ridership; the viability and priority
components of a micro mobility bikeshare program,
as well as the deployment of publicly accessible and
equitably distributed electric vehicle charging
infrastructure. Participants included:
Bike SLO County
Lumina Alliance
SLO Chamber of Commerce
SLO County YIMBY
RideOn
San Luis Obispo Council of Governments
(SLOCOG)
Mass Transportation Committee
Active Transportation Committee
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Cal Poly Associated Students Inc. (ASI)
Natural Solutions Strategy Forum – This group of community and City stakeholders focused
on the formation and implementation of the Community Forest Plan and on the priority
considerations for future land-based carbon sequestration projects. Participants included:
The Environmental Center of San Luis Obispo (ECOSLO)
Coastal San Luis Resource Conservation District (CSLRCD)
Land Conservancy of San Luis Obispo (LCSLO)
California Conservation Corps (CCC)
City of San Luis Obispo Tree Committee
Cal Poly faculty
Community Events
The City hosted and attended the following public events to inform the community about local
progress on climate action, collect feedback on implementation strategies, and share early drafts
of CAP Volume 3.
San Luis Obispo County Earth Day Fair Booth – On April 23, 2022, City staff tabled at the San
Luis Obispo County Earth Day Fair at Laguna Lake Park to share information about the Climate
Action Plan Update, provide opportunity for attendees to give feedback, and invite community
members to attend future community workshops and open houses. This event engaged
approximately 80 community members.
Community Climate Party – On August 13, 2022, the City hosted a community-wide Climate
Party at Sinsheimer Park to celebrate CAP progress and provide critical feedback on the draft
version of CAP Volume 3. This celebratory event included Climate Action Plan feedback stations,
kids’ activities, live music, community partner booths, and green business vendors. The event
showcased 6 City departments along with 16 local organizations and green businesses. The
Climate Party had over 400 attendees.
Online Outreach
The City provided online opportunities for community members to learn about and contribute to
the development of CAP Volume 3 through various online platforms.
Climate Party Open City Hall Exercise – Participants were shown background information and
implementation progress for each pillar of the CAP and invited to provide input on the City’s next
steps for climate action. The feedback collected was integrated into CAP Volume 3. This event
was released in concurrence with the community Climate Party in August 2022.
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CAP Volume 3 Public Review Draft Open City Hall Exercise – The Public Review Draft of CAP
Volume 3 was available for community discussion and feedback from November 2, 2022 to
November 16, 2022 on the San Luis Obispo Open City Hall platform. 180 community members
saw the Open City Hall topic and 55 community members provided comments.
Feedback was generally supportive of the proposed 2023-27 work program, with a consistent
focus on implementation of the Active Transportation Plan, the facilitation of affordable infill
housing projects and related mobility improvements, electric vehicle charging, and natural climate
solutions. Of the 55 total comments, many provided feedback relevant to the implementation of
specific work program tasks (e.g., ideas for how the Active Transportation Plan could be
implemented more effectively). These implementation-focused recommendations were
documented and have been shared with relevant City staff.1
Social Media – The City used its social media channels to provide the public with notice about
outreach events, opportunities to provide feedback, and general climate action education.
1 All Open City Hall responses are available for review at:
https://www.opentownhall.com/portals/189/Issue_12347
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4. 2023-27
WORK PROGRAM
Community-wide Carbon Neutrality by 2035
The City of San Luis Obispo’s 2020 Climate Action Plan for Community Recovery (2020 CAP),
adopted by the City Council in August of 2020, set one of the nation’s most ambitious climate
action goals: community-wide carbon neutrality by 2035.
The 2020 CAP is organized into six sector-specific categories (referred to as “pillars”). These
pillars, along with their foundational goals, are illustrated in Figure 4.1. CAP Volume 3 expands
on the foundational actions for each of the six pillars by establishing key next steps for achieving
community-wide carbon neutrality by 2035. The Office of Sustainability and Natural Resources
has worked closely with departmental staff throughout the City, the community, key stakeholders,
technical consultants, and other cities to develop and refine each of the following tasks to ensure
consistency with City Council objectives, feasibility, and equitable community impacts and
benefits.
Deploying climate solutions at speed and scale is a key theme of CAP Volume 3. For the first
time, substantial State and federal regulations, laws, and associated funding sources are
available to make this possible. Key supportive legislation with direct funding aligned with CAP
Volume 3 includes the Inflation Reduction Act (federal legislation, $368 billion in climate and
energy funding), the Infrastructure Investment and Jobs Act (federal legislation, $1.2 trillion in total
funding), and the California Climate Budget (California state budget, $54 billion in committed
funds).
This chapter provides an overview of each climate action pillar, the status of each foundational
action, and a detailed description of each associated task in the 2023-27 Work Program.
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Figure 4.1. 2020 Climate Action Plan Pillars
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PILLAR 1:
LEAD BY EXAMPLE
The City of San Luis Obispo is a highly visible
organization, and through its demonstrated
climate action commitments and
accomplishments, the City can inspire other
organizations to take action as well. The City is
committed to leading by example by reducing
greenhouse gas emissions across municipal
operations while creating a more resilient and
equitable City organization. The City aims to
reach carbon neutral municipal operations by
2030, five years ahead of the community-wide
carbon neutrality goal. By eliminating municipal
GHG emissions, the City will serve as an
example, showcasing that carbon neutrality is possible and sharing lessons learned with residents
and businesses along the way. Leading by example also includes integrating climate action into
economic development, workforce development, and community partnerships. Table 4.1 lists the
foundational actions in this pillar and summarizes the progress made to date. Table 4.2
summarizes the 2023-25 and 2025-27 work tasks. These tasks are described in more detail
below.
Table 4.1. Lead by Example Foundational Actions (2020 CAP)
Foundational Action Status
Leadership 1.1 Adopt a municipal carbon neutrality plan in 2021. Complete
Leadership 2.1 Include carbon neutrality, social equity, and a
focus on developing a green local economy in the
updated Economic Development Strategic Plan.
In progress
Leadership 2.2 Research methods to support local contractors
and labor.
Complete
Leadership 3.1 Create a formal approach to support and empower
community collaboration for climate action.
Complete
Lead by Example Goals:
Carbon neutral government operations
by 2030; Municipal Action Plan by July
2021
Total Emissions Reductions in 2030:
Not quantified
Total Emissions Reductions in 2035:
7,500 MTCO2e
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Table 4.2. Lead by Example 2023-27 Work Program Implementation Timeline
2023-25 Financial Plan 2025-27 Financial Plan
Leadership
1.1.A
Implement the 2023-25 actions in
the Lead by Example municipal
carbon neutrality plan and complete
a focused plan update for 2025-30.
Implement 2025-27 actions in the
Lead by Example municipal carbon
neutrality plan.
Leadership
1.1.B
Brand Lead by Example projects
with the Sustainable SLO emblem
and develop a complementary
educational and awareness
campaign.
Continue telling the City’s Lead by
Example story with the Sustainable
SLO emblem and “best practice”
outreach efforts.
Leadership
2.1.A
Support implementation of the
green economy and social equity
portions of the Economic
Development Strategic Plan.
Continue to support implementation
of the green economy and social
equity portions of the Economic
Development Strategic Plan.
Leadership
2.2.A
Support regional efforts to develop
the workforce required to implement
the Climate Action Plan.
Continue to support regional efforts
to develop the workforce required to
implement the Climate Action Plan.
Leadership
3.1.A
Continue to support and empower
community collaboration for climate
action.
Continue to support and empower
community collaboration for climate
action.
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Leadership 1.1 – Adopt a municipal carbon neutrality
plan in 2021.
Leadership 1.1.A – Implement the 2023-25 actions in the Lead by
Example municipal carbon neutrality plan and complete a focused plan
update for 2025-30.
Lead by Example: A Plan for Carbon Neutral Municipal Operations (2021) includes a roadmap for
municipal capital projects and operational programs to achieve carbon neutrality by 2030.2 The
plan presents projects and programs in Financial Plan increments, providing clear direction on
the work program to be pursued for 2023-27. Notable projects and programs scheduled for
implementation in 2023-27 include “opting up” to Central Coast Community Energy’s 100 percent
renewable energy offering, building out fleet charging infrastructure, and initiating key
decarbonization retrofits at City facilities. The City will update the Lead by Example plan every
four years (concurrent with every other Financial Plan), with the next update to be initiated in
Fiscal Year 2024-25.
Responsible Departments: Administration, Public Works, Utilities, Parks and Recreation,
Community Development, Police, Fire, Human Resources, Finance
Funding Approach: General Fund, State/federal Funds, Competitive Grants
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports. Additional information can be found in Lead by Example reports.
Looking Ahead to 2025-27: Implement 2025-27 actions in the Lead by Example municipal
carbon neutrality plan.
2 The Lead by Example plan is available at https://pub-
slocity.escribemeetings.com/filestream.ashx?DocumentId=630
2020 CAP Action
2023-27 Task
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Leadership 1.1.B – Brand Lead by Example projects with the
Sustainable SLO emblem and develop a complementary educational
and awareness campaign.
The City has included Climate Action as a major city goal since the 2017-19 Financial Plan and
in that time has seen rapid deployment of sustainability initiatives including electric buses, electric
vehicles, solar electricity generating systems, organic waste bins, and storm water infrastructure,
among others. Every project is an opportunity to tell a story, and this action seeks to tell the story
of how the City has responded to the community’s prioritization of climate action, while also
seeking to inspire community members to take action in their own lives. Through its recently
completed “Sustainable SLO” mark and updated Brand Identity Guidelines, the City will provide
consistent visual connections across its sustainability work. These connections will extend into
general outreach and awareness campaigns, which will also connect community members with
access to resources for individual action and forums to volunteer with sustainability-minded
community organizations.
Responsible Department: Administration
Funding Approach: General Fund, Climate Corps Fellows
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue telling the City’s Lead by Example story with the
Sustainable SLO emblem and “best practice” outreach efforts.
Leadership 2.1 – Include carbon neutrality, social
equity, and a focus on developing a green local
economy in the updated Economic Development
Strategic Plan.
Leadership 2.1.A – Support implementation of the green economy and
social equity portions of the Economic Development Strategic Plan.
The City’s Economic Development Strategic Plan (EDSP) provides a framework for economic
growth that benefits the community and preserves quality of life in San Luis Obispo. The 2012
EDSP includes strategies to break down barriers to job creation, actively support knowledge and
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innovation, promote and enhance quality of life, and build on existing efforts to strengthen regional
partnerships. The most current version of the EDSP, expected to be adopted in early 2023, will
include a special focus on alignment with the community’s sustainability and social equity goals.
This action will ensure that efforts to grow our economy will also advance carbon neutrality, social
equity, and a green local economy.
Responsible Department: Administration
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue to support implementation of the green economy and
social equity portions of the Economic Development Strategic Plan.
Leadership 2.2 – Research methods to support local
contractors and labor.
Leadership 2.2.A – Support regional efforts to develop the workforce
required to implement the Climate Action Plan.
From rapid deployment of EV charging stations to complicated building retrofit projects,
transitioning to a green economy requires substantial amounts of work for high paying professions
including engineers, designers, and the trades (e.g., electricians, plumbers, etc.). With once-in-a-
generation funding available for these types of projects, labor shortages may be a roadblock to
achieving the goals of the Climate Action Plan. This work program task directs staff to partner
with regional organizations such as the Workforce Development Board, the Tri-County Regional
Energy Network (3C-REN), SLO Partners, and the Regional Economic Action Coalition (REACH)
to provide the training required for the green transition.
Responsible Department: Administration
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue to support regional efforts to develop the workforce
required to implement the Climate Action Plan.
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Leadership 3.1 – Create a formal approach to support
and empower community collaboration for climate
action.
Leadership 3.1.A – Continue to support and empower community
collaboration for climate action.
As discussed in Volume 2 of the 2020 CAP, a guiding principle of the City’s Climate Action Plan
is that different organizations are uniquely capable of certain actions and that for structural change
to occur, local governments should focus on their unique capabilities and responsibilities while
partnering with and empowering other agencies and organizations to focus on their own unique
capabilities. The City recognizes and celebrates the contributions of climate action champions
within the community and seeks to support these efforts through intentional collaboration and
partnership. This workplan task is intentionally open-ended and can include activities such as
continued liaising with the SLO Climate Coalition, supporting community-based collaboratives
working on climate issues, assisting with grant applications, convening community groups for
specific topics, and/or providing general community awareness.
Responsible Department: Administration
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Tracking Metric: The City will regularly report on community collaboration events and efforts.
Looking Ahead to 2025-27: Continue to support and empower community collaboration for
climate action.
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PILLAR 2:
CLEAN ENERGY
SYSTEMS
Affordable, accessible, abundant, and clean
energy systems are the foundation of a low-
carbon economy. The transition to clean energy
systems will be achieved through close
coordination with the city’s electricity and natural
gas utilities. Central Coast Community Energy
(CCCE; formerly Monterey Bay Community
Power), the City's electricity generation utility, is
rapidly investing in renewable energy projects
and programs that support the local economy
and generate carbon-free electricity. Further
progress towards low-carbon energy systems
will require collaboration with SoCal Gas to reduce GHG emissions associated with the natural
gas grid and with CCCE and PG&E to increase resilience of the electricity grid. Table 4.3 provides
the foundational actions in this pillar and summarizes the progress made to date. Table 4.4
summarizes the 2023-25 and 2025-27 work tasks. These tasks are described in more detail
below.
Table 4.3. Clean Energy Systems Foundational Actions (2020 CAP)
Foundational Action Status
Energy 1.1 Launch Monterey Bay Community Power and
achieve a 98% participation rate while advocating
for programs that support equity and achieve
maximum local benefit.
Ongoing
Energy 2.1 Work with MBCP and PG&E to develop a regional
grid reliability strategy.
Ongoing
Energy 3.1 Partner with SoCal Gas to research options for
reducing greenhouse gas emissions associated
with the existing natural gas grid.
Ongoing
Clean Energy Systems Goal:
100 percent carbon free electricity by
2020
Total Emissions Reductions in 2030:
26,050 MTCO2e
Total Emissions Reductions in 2035:
39,010 MTCO2e
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Table 4.4. Clean Energy Systems 2023-27 Work Program Implementation Timeline
2023-25 Financial Plan 2025-27 Financial Plan
Energy
1.1.A
Continue to support Central Coast
Community Energy’s 100 percent
renewable by 2030 goal and continue to
advocate for equitable decarbonization
programs.
Continue to support Central Coast
Community Energy’s 100 percent
renewable by 2030 goal and continue to
advocate for equitable decarbonization
programs.
Energy
2.1.A
Continue to monitor and support CCCE
and PG&E’s grid reliability work.
Continue to monitor and support CCCE
and PG&E’s grid reliability work.
Energy
3.1.A
Continue to explore opportunities to
partner with SoCal Gas on innovative
decarbonization pilot projects that are
aligned with the Climate Action Plan.
Continue to explore opportunities to
partner with SoCal Gas on innovative
decarbonization pilot projects that are
aligned with the Climate Action Plan.
Clean Energy Systems 1.1 – Launch Monterey Bay
Community Power and achieve a 98 percent
participation rate while advocating for programs that
support equity and achieve maximum local benefit.
Clean Energy Systems 1.1.A – Continue to support Central Coast
Community Energy’s 100 percent renewable by 2030 goal and continue
to advocate for equitable decarbonization programs.
The City began receiving service from Central Coast Community Energy (CCCE; formerly
Monterey Bay Community Power) on January 1, 2020. CCCE has committed to sourcing 60
percent of our region’s energy supply from clean and renewable sources by 2025 and 100 percent
of our region’s energy supply from clean and renewable resources by 2030 – 15 years ahead of
California’s zero-carbon energy goal. Additionally, the City will continue to advocate for programs
that are aligned with the City’s equity and environmental justice commitments, and that help San
Luis Obispo achieve the community’s 2035 GHG emissions reduction goals.
Responsible Department: Administration
Funding Approach: Staff time
Tracking Metric: CCCE participation rate
Looking Ahead to 2025-27: Continue to support Central Coast Community Energy’s 100 percent
renewable by 2030 goal and continue to advocate for equitable decarbonization programs.
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Clean Energy Systems 2.1 – Work with MBCP and
PG&E to develop a regional grid reliability strategy.
Clean Energy Systems 2.1.A – Continue to monitor and support CCCE
and PG&E’s grid reliability work.
The City recognizes that a low carbon economy depends on a reliable, resilient, and safe electric
power system. As the City advances building and fleet electrification our community’s demand for
electricity will increase. To accommodate the increased electricity demand and to build a resilient
electrical system, the City will continue to collaborate with CCCE and PG&E and advocate for
solutions that promote regional grid reliability.
Responsible Department: Administration
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue to monitor and support CCCE and PG&E’s grid reliability
work.
Clean Energy Systems 3.1 – Partner with SoCal Gas to
research options for reducing greenhouse gas
emissions associated with the existing natural gas
grid.
Clean Energy Systems 3.1.A – Continue to explore opportunities to
partner with SoCal Gas on innovative decarbonization pilot projects
that are aligned with the Climate Action Plan.
While the City is working towards the electrification of San Luis Obispo’s building stock, many
buildings in the community will continue to use natural gas for the foreseeable future. Because
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the natural gas grid will serve most of the community until widespread electrification occurs, it is
essential to reduce GHG emissions associated with natural gas where possible. The City has
connected with SoCal Gas to identify collaboration opportunities to reduce GHG emissions
associated with the existing natural gas grid. While no opportunities have been identified as of
this writing, there are several near-term research and pilot projects that SoCal Gas is conducting
that the City may participate in.
Responsible Department: Administration
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue to explore opportunities to partner with SoCal Gas on
innovative decarbonization pilot projects that are aligned with the Climate Action Plan.
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PILLAR 3:
GREEN BUILDINGS
The 2020 CAP set goals for zero onsite
emissions from new buildings starting in
2020, and for a 50 percent reduction in
existing building emissions by 2030.
Emissions reductions in buildings are
primarily achieved through transitioning from
natural gas appliances to high efficiency
electric appliances. These appliances can
be combined with clean electricity, onsite
solar generation, and historic State and
federal funding resources to encourage the
construction of cost-effective green and
healthy buildings.
In 2022, the City adopted a requirement that new buildings be all-electric starting in 2023.3 The
first work program task in the Green Buildings pillar supports effective implementation of the new
buildings program. The remaining majority of this pillar’s tasks are focused on retrofits to existing
buildings. The tasks for existing buildings will support high visibility pilot projects; provide equitable
access to financial resources; reduce cost, workforce, and regulatory barriers to electrification
projects; and begin evaluating and developing policy for retrofit requirements. Table 4.5 shows
the foundational actions in this pillar and summarizes the progress made to date. Table 4.6
summarizes the 2023-25 and 2025-27 work tasks. These tasks are described in more detail
below.
Table 4.5. Clean Energy Systems Foundational Actions (2020 CAP)
Foundational Action Status
Green Buildings
1.1
Adopt and implement the Clean Energy Choice
Program for New Buildings and review opportunities
for improvement in the 2022 code cycle.
Complete
Green Buildings
2.1
Conduct comprehensive retrofit program study and
develop and implement a strategic and equity-
focused building retrofit program by 2021.
In Progress
3 Information about the Clean Energy Program for New Buildings is available at
www.slocity.org/cleanenergybuildings
Green Buildings Goals:
No net new building emissions from onsite
energy use by 2020; 50 percent reduction
in existing building emissions (after
accounting for CCCE) by 2030
Total Emissions Reductions in 2030:
11,960 MTCO2e
Total Emissions Reductions in 2035:
26,740 MTCO2e
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Table 4.6. Green Buildings 2023-27 Work Program Implementation Timeline
2023-25 Financial Plan 2025-27 Financial Plan
Green
Buildings
1.1.A
Support the Clean Energy Program
for New Buildings with ongoing
access to technical assistance.
Monitor implementation of the Clean
Energy Program for New Buildings
and consider local amendments to
the California Energy Code
concurrent with the 2025 triennial
code cycle if necessary.
Green
Buildings
2.1.A
Expand high visibility pilot projects. Assess the value of continued pilot
projects and either continue pilot
projects or consider transitioning
resources to an equity fund that
supports low-income and/or hard to
reach (e.g., rentals) residential
retrofits.
Green
Buildings
2.1.B
Create an equity focused “Green and
Healthy Buildings” service to educate
the community and connect low-
income building owners with
resources, incentives, financing, and
contractors.
Review service effectiveness and
expand to include additional project
types and income levels, if feasible.
Green
Buildings
2.1.C
Establish “Green and Healthy
Buildings” permit streamlining
program.
Continue working to minimize
regulatory barriers to electrification
retrofit projects.
Green
Buildings
2.1.D
Facilitate access to low interest
financing for retrofit projects.
Review financing support approach
and modify as necessary.
Green
Buildings
2.1.E
Develop an equitable framework for
requiring electrification retrofits and
develop cost effective building
electrification policies for additions
and alterations.
Use the foundational research and
community outreach conducted in
2023-25 to identify if additional
disclosure or retrofit requirements
are needed, and if so, develop and
adopt these requirements.
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Green Buildings 1.1 – Adopt and implement the Clean
Energy Choice Program for New Buildings and review
opportunities for improvement in the 2022 code cycle.
Green Buildings 1.1.A – Support the Clean Energy Program for New
Buildings with ongoing access to technical assistance.
In July 2022, the City adopted the Clean Energy Program for New Buildings, which requires that
beginning in January 2023 all new buildings and developments be all-electric (with limited
exceptions). Concurrent with adopting the program, the City committed to 1) technical assistance
that helps project applicants comply with the building code, 2) connecting 3C-REN’s training
services with local organizations, and 3) sharing information about rebates and incentives. This
work program task will continue providing technical assistance for all electric buildings and other
California Energy Code inquiries so long as such technical assistance is useful and well utilized.
The task also provides staff time to collaborate with 3C-REN’s training services and communicate
with building professionals.
Responsible Departments: Community Development, Administration
Funding Approach: General Fund
Tracking Metric: Number of all-electric new buildings; customers assisted
Looking Ahead to 2025-27: Monitor implementation of the Clean Energy Program for New
Buildings and consider local amendments to the California Energy Code concurrent with the 2025
triennial code cycle if necessary.
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Green Buildings 2.1 – Conduct comprehensive retrofit
program study and develop and implement a strategic
and equity focused building retrofit program by 2021.
Green Buildings 2.1.A – Expand high visibility pilot projects.
In 2022, the City worked with its technical consultant and the Housing Authority of San Luis
Obispo (HASLO) to identify affordable housing pilot projects that would benefit from electrification
retrofits, onsite solar installations, and EV chargers. The intent of the pilot was to benefit low-
income housing providers and tenants, to learn from real electrification projects occurring in the
city, and to have highly visible projects to educate and inspire the community.
This work program task will support additional affordable housing projects and/or expand the pilot
to include buildings that host community service providers or non-profit/community-based
organizations. The task will be supported with a communications initiative to share project details
with the community.
Responsible Department: Administration
Funding Approach: General Fund
Tracking Metric: Number of buildings retrofitted
Looking Ahead to 2025-27: Assess the value of continued pilot projects and either continue pilot
projects or consider transitioning resources to an equity fund that supports low-income and/or
hard to reach (e.g., rentals) residential retrofits.
Green Buildings 2.1.B – Create an equity focused “Green and Healthy
Buildings” service to educate the community and connect low-income
building owners with resources, incentives, financing, and contractors.
Building electrification retrofit, solar, and energy efficiency projects can be complicated and
expensive. The various sources of tax credits, incentives, and financing available through
regional, State, and federal resources will make projects highly cost effective but will increase the
administrative time and energy required to capitalize on them. Through the outreach process, the
community and key stakeholders identified a technical assistance and project support program
as a critical need. Given the City’s focus on equity and that the Inflation Reduction Act program
can cover up to 100 percent of the cost of a full building electrification project, the 2023-25 portion
of this work program task narrowly focuses on low-income homeowners. This could expand to
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moderate-income homeowners and other building owners as resources and program
effectiveness allow.
Responsible Department: Administration
Funding Approach: General Fund, Climate Corps Fellows
Tracking Metric: Number of customers served
Looking Ahead to 2025-27: Review service effectiveness and expand to include additional
project types and income levels, if feasible.
Green Buildings 2.1.C – Establish a Green and Healthy Buildings permit
streamlining program.
The City has repeatedly heard that easy, fast, and dependable permitting is important to facilitate
retrofit projects. The City has already completed numerous system improvements to accelerate
the permit process and will continue to do so with a special focus on supporting buildings eligible
under Green Buildings 2.1.B.
This work program task will begin with a scoping study to identify potential permit-related
obstacles to electrification projects. It will then develop further process improvements to support
solar, electric appliance, and other related (e.g., electrical panels, wiring, electrical service
upgrade) permits.
Responsible Departments: Community Development, Administration
Funding Approach: General Fund
Tracking Metric: Permits processed through program
Looking Ahead to 2025-27: Continue working to minimize regulatory barriers to electrification
retrofit projects.
Green Buildings 2.1.D – Facilitate access to low interest financing for
retrofit projects.
The health, safety, and cost savings benefits associated with all-electric buildings are inaccessible
to many San Luis Obispo residents due to upfront costs. Access to financing with clear equity
guardrails can overcome this hurdle. The City is currently collaborating on a Cal Poly City and
Regional Planning Department Masters Project to review common financial instruments for
building improvements and to identify how the City can facilitate equitable and safe access to
these resources.
2023-27 Task
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The City will initiate the project in Fall 2022 and will complete programmatic research in 2023.
Pending recommendations stemming from that research, staff will pursue direct funding, grant
funding, third party relationships, or advocacy work for implementation.
Responsible Departments: Administration, Community Development
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Review financing support approach and modify as necessary.
Green Buildings 2.1.E – Develop an equitable framework for requiring
electrification retrofits and develop cost effective building
electrification requirements for additions and alterations.
The City has an adopted goal of reducing existing building emissions by 50 percent by 2030. To
encourage voluntary electrification retrofits, the City proposes the work program tasks identified
in 2.1 A-D, above. These tasks will reduce as many technical, financial, and administrative
barriers to participation as possible.
However, the performance metrics underlying the goals of the Climate Action Plan will require a
higher participation rate than voluntary action will deliver. This work program task will develop an
equitable, reasonable, and fair policy framework for requiring electrification retrofits. The work will
begin with development and implementation of an ordinance for large additions and alterations
and will begin foundational work to support future policies and ordinances. Concurrently, the City
will prepare a long-term planning approach for potential additional policies such as “time of sale”
disclosures or retrofit requirements.
Supported by CCCE and 3C-REN’s electrification code program, the City will conduct a public
planning process and develop the additions and alterations policy in 2023. The City will begin
implementing the additions and alterations through 2025, when it will evaluate their effectiveness
and provide further amendments concurrent with the 2025 California Energy Code update.
Responsible Department: Administration
Funding Approach: General Fund, Grant Funding, Staff time
Tracking Metric: Number of buildings retrofit.
Looking Ahead to 2025-27: Use the foundational research and community outreach conducted
in 2023-25 to identify whether additional disclosure or retrofit requirements are needed, and if so,
develop and adopt these requirements.
2023-27 Task
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PILLAR 4:
CONNECTED
COMMUNITY
Transportation is the single largest source of
greenhouse gas emissions in San Luis Obispo,
due primarily to the use of single-occupancy
fossil-fueled vehicles. By continuing to build a
safe pedestrian and bicycle network, producing
more housing in key locations, enhancing public
transit, supporting EV infrastructure, and
investing in mobility innovations, the City can
reduce GHG emissions from vehicle trips while
also reducing individual mobility costs.
The goal for this pillar is to achieve the General
Plan Mode Split Objective4 by 2030, and to
have 40 percent of the remaining automotive vehicle miles travelled (VMT) occur through electric
vehicles. Table 4.7 provides the baseline 2020 mode split alongside the 2030 objectives. Table
4.8 provides the foundational actions in this pillar and summarizes the progress made to date.
Table 4.9 summarizes the 2023-25 and 2025-27 work tasks. These tasks are described in more
detail below.
Table 4.7. Mode Split Objectives, 2020 and 2030
Transportation Mode 2020* 2030
Single-occupancy vehicle 67.7% 50%
Walking, carpool, and other 20.6% 23%
Transit 2.3% 7%
Bicycle 8.3% 20%
*American Community Survey 2012-2017 data used as a proxy for 2020
4 A mode split is the percentage of total transportation trips that use a particular mode of transportation (e.g.
walking, transit, bicycle, single-occupancy vehicle). A mode split objective defines specific targets for the
percentage of total trips taken by each travel mode. The General Plan set the following mode split objective
for city resident trips: 50 perc ent of trips occur via motor vehicles, 12 percent of trips occur via transit, 20
percent of trips occur via bicycles, and 18 percent of trips occur via walking, carpools and other forms.
Connected Community Goals:
Achieve General Plan Mode Split
Objective by 2030; 40 percent VMT by
electric vehicles by 2030
Total Emissions Reductions in 2030:
45,240 MTCO2e
Total Emissions Reductions in 2035:
64,170 MTCO2e
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Table 4.8. Connected Community Foundational Actions (2020)
Foundational Action Status
Connected 1.1 Establish a consistent method for tracking and
reporting mode split metrics.
Complete
Connected 1.2 Research and develop an approach to a “Mobility
as a Service” platform for people to easily use all
modes of low carbon mobility in the City.
Delayed
Connected 2.1 Complete Active Transportation Plan and begin
implementation immediately.
Ongoing
Connected 2.2 Launch micro mobility program by 2021. Delayed
Connected 3.1 Establish a policy and strategic approach to
leveraging existing and new parking garages for
downtown residential and visitor serving uses and
to allow for further implementation of the
Downtown Concept Plan.
In Progress
Connected 4.1 Develop transit electrification strategic plan and
begin implementing in 2020.
In Progress
Connected 4.2 Shorten transit headways through accelerated
implementation of the existing Short-Range
Transit Plan.
Delayed
Connected 4.3 Explore additional innovative transit options in the
2022 Short-Range Transit Plan (e.g., on-demand
deviated routes, electric fleet expansion, micro
transit, Bus Rapid Transit, Transit Signal Priority).
Delayed
Connected 4.4 Assess feasibility of a “free to the user” transit
ridership program.
Delayed
Connected 5.1 Complete the 2019-21 Housing Element of the
General Plan Update and Flexible Zoning
Requirements for Downtown.
Complete
Connected 6.1 Develop and begin implementing electric mobility
plan to achieve a goal of 40 percent electric
vehicle miles traveled (VMT) by 2035.
In progress
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Table 4.9. Connected Community 2023-27 Work Program Implementation Timeline
2023-25 Financial Plan 2025-27 Financial Plan
Connected
1.1.A
Conduct the Household Transportation
Survey every other year to track and
report on mode split metrics.
Continue to conduct the Household
Transportation Survey every other year
to track and report on mode split
metrics.
Connected
1.2.A
Taking direction from the Transit
Innovation Study, pursue the
development of a regionally integrated
"Mobility as a Service" platform.
Update the Mobility as a Service
platform as necessary.
Connected
2.1.A
Continue to implement the Active
Transportation Plan.
Continue to implement the Active
Transportation Plan.
Connected
2.2.A
Reassess the viability of launching a
Micro Mobility Program and launch if
feasible.
If viable, continue to operate and
expand the Micro Mobility Program.
Connected
3.1.A
Establish a policy that addresses the
distribution of Level 2 and Level 3
chargers in parking lots and garages.
Continue to implement the parking lot
and garage policy and pursue updates if
necessary.
Connected
3.1.B
Pursue parking programs, rules, and
regulation that can reduce vehicle miles
travelled and support alternatives to
vehicle ownership.
Continue to pursue parking programs,
rules, and regulation that can reduce
vehicle miles travelled and support
alternatives to vehicle ownership.
Connected
4.1.A
Continue to electrify the SLO Transit
bus fleet.
Continue to electrify the SLO Transit
bus fleet.
Connected
4.2.A
Incorporate recommendations from the
Transit Innovation Study into the Short-
Range Transit Plan, and begin
implementation immediately.
Continue to implement the Short-Range
Transit Plan.
Connected
5.1.A
Continue to implement the Housing
Element of the General Plan.
Continue to implement the Housing
Element of the General Plan with a
special focus on reaching the City’s
RHNA goals.
Connected
5.1.B
Conduct “Missing Middle” housing pilot
projects along major urban corridors.
Continue to support “missing middle”
housing along major urban corridors.
Connected
6.1.A
Enable the installation of publicly
accessible EV chargers on public
property to meet community need.
Continue to expand EV charging on
public property.
Connected
6.1.B
Support publicly accessible EV
chargers on private property.
Continue to support the installation of
publicly accessible EV chargers on
private property.
Connected
6.1.C
Assess the viability of launching a
publicly accessible EV carshare
program and launch if feasible.
Continue to support a publicly
accessible EV carshare program.
Connected
6.1.D
Deploy EV charging infrastructure in
low-income and underserved areas.
Continue to support installation of EV
chargers in low-income and
underserved areas.
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Connected 1.1 – Establish a consistent method for
tracking and reporting mode split metrics.
Connected 1.1.A – Conduct the Household Transportation Survey
every other year to track and report on mode split metrics.
The Land Use and Circulation Element of the General Plan, Climate Action Plan, and Active
Transportation Plan have goals that use a "mode split" metric (i.e., the percentage of trips that
are completed by different modes such as walking, driving, bus, etc.). The City has informally
used several points of reference to estimate mode share over time. One method is a statistically
reliable Household Transportation Survey of SLO residents, conducted every other year. In 2022,
the City decided to pursue this survey as the primary method for tracking and reporting on mode
split metrics. The survey also captures additional performance metrics defined in the Active
Transportation Plan (ATP). Complementary data sources such as biennial citywide traffic counts
by mode, and data from the American Communities Survey, which focuses solely on commuter
data, will also continue to be tracked.
Responsible Department: Public Works
Funding Approach: General Fund
Tracking Metric: Up-to-date mode split metrics and additional data can be found in the Active
Transportation Plan biennial status report. This task will also be tracked in CAP progress reports.
Looking Ahead to 2025-27: Continue to conduct the Household Transportation Survey every
other year to track and report on mode split metrics.
Connected 1.2 – Research and develop an approach
to a “Mobility as a Service” platform for people to
easily use all modes of low carbon mobility in the City.
Connected 1.2.A – Taking direction from the Transit Innovation Study,
pursue the development of a regionally integrated "Mobility as a
Service" platform.
2020 CAP Action
2023-27 Task
2020 CAP Action
2023-27 Task
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To encourage residents and visitors to use modes of low-carbon transportation – including public
transit, biking, and walking – the City is working to make sustainable transportation accessible,
convenient, and user-friendly. The intent of this work program task is to create a single point of
contact app or website that connects active transportation and transit users to all available options
in one platform, whereas currently there are three unique apps for City and regional transit
services. The platform would display specific access locations and routes of public transit on an
interactive map and include a centralized payment hub. Mobility as a Service platforms can also
facilitate reduced or free fare programs in the form of a “transportation wallet” that gives income-
eligible users access to local and regional bus service, bike and carshare programs, public EV
charging stations, and other innovative transit options. A transportation wallet can also be offered
to special user groups such as major employers and large developments. These entities can
prepay for their users to have subsidized access to alternative modes of transportation.
Responsible Departments: Public Works, Administration
Funding Approach: Grants, Public/Private Partnership
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Update the Mobility as a Service platform as necessary.
Connected 2.1 – Complete Active Transportation Plan
and begin implementation immediately.
Connected 2.1.A – Continue to implement the Active Transportation
Plan.
The City’s Active Transportation Plan is a roadmap for the creation of a safe, efficient, and intuitive
transportation network that supports walking and biking. By continuing to implement the Active
Transportation Plan (ATP), the City will make walking and biking viable modes of transportation
for more community members. Public Works has published a ten-year implementation plan for
projects in the Tier 1 priority network of the ATP.
The City will continue to implement the ATP on an ongoing basis, and will opportunistically pursue
outside grant funding to augment City dollars allocated to ATP implementation. This
complementary funding will be used to accelerate implementation and increase the quality and
scope of ATP projects, such as adding green infrastructure streetscape components (e.g.
permeable pavement, bioswales, trees) and investing in more durable bike lane treatments.
Priority projects slated for implementation in FY23-25 include: (1) Higuera Complete Streets
Project featuring protected bike lanes from Marsh to Los Osos Valley Road and crossing
improvements; (2) North Chorro Neighborhood Greenway from downtown to Foothill Boulevard;
(3) New pedestrian hybrid beacon at the South Street/King Street intersection; (4) Railroad Safety
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Trail improvements from Tiburon Way to Orcutt Road, and (5) Foothill Boulevard Complete
Streets Project.
Responsible Department: Public Works
Funding Approach: General Fund, Federal Funds, Grants
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports. Additional information can be found in Active Transportation Plan reports.
Looking Ahead to 2025-27: Continue to implement the Active Transportation Plan.
Connected 2.2 – Launch micro mobility program by
2021.
Connected 2.2.A – Reassess the viability of launching a Micro Mobility
Program and launch if feasible.
Micro mobility is a key concept in stimulating transit ridership and encouraging community
members to use low-carbon mobility options for short distance trips. Integrating micro mobility into
San Luis Obispo’s transportation network can decrease carbon emissions by filling in the gaps
for public transit trips that cannot take riders door to door. An accessible and safe bike rental
program could connect important community nodes, as well as provide additional benefits for
short-term visitors and commuters who usually lack access to a bicycle.
City Council has provided direction to pursue a micro mobility bike share program with stationary
docking stations. Community preferences include selecting a vendor that can provide a variety of
bicycle models with cargo capacity for carrying larger loads such as groceries, as well as locating
docking stations near transit hubs, commercial corridors, community institutions, major
employers, the airport, and new large-scale developments. The Connected Community Strategy
Forum recommended conducting outreach with low-income community members and the
disabled community to increase comfortability, identify solutions to access barriers, and share
basic bicycle education. The forum also suggested creating a reduced-price or free option for low-
income community members who receive or are eligible for reduced bus fare and other forms of
governmental assistance.
The City will seek a third-party partner to own and operate the bike rental program, enabled by
long term leases of City land for the docking stations. The City will begin the process of identifying
partners and vendors in the Fall of 2023 and will begin implementing the program, if determined
to be feasible, in 2024.
Responsible Department: Public Works
Funding Approach: Staff time, General Fund
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Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: If viable, continue to operate and expand the Micro Mobility
Program.
Connected 3.1 – Establish policy and strategic
approach to leveraging existing and new parking
garages for downtown residential and visitor serving
uses and to allow for further implementation of the
Downtown Concept Plan.
Connected 3.1.A – Establish a policy that addresses the distribution of
Level 2 and Level 3 chargers in parking lots and garages.
Parking garages can help facilitate additional housing development downtown, allowing for
greater residential density and enabling more transportation trips to occur on foot and bicycle.
Parking garages also provide access to EV charging for both regional travelers and residents,
and support more overnight stays from visitors.
The City owns and operates three parking garages downtown and is expected to begin
construction on a fourth garage when funds are available. To realize the potential of these
garages, the City needs to develop an intentional approach to issues such as cost recovery for
EVs, prioritization of low emissions vehicles, overnight access for residents and hotel guests,
access to EV chargers for downtown employees, and ensuring that pass through EVs charge
downtown to drive traffic to local businesses. To ensure existing and new parking lots and garages
serve the electric mobility charging needs of downtown residents and visitors, the City will develop
and adopt a policy that addresses the distribution of Level 2 and Level 3 chargers in parking lots
and garages.
Responsible Departments: Public Works, Administration
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue to implement the parking lot and garage policy and pursue
updates if necessary.
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Connected 3.1.B – Pursue parking programs, rules, and regulation that
can reduce vehicle miles travelled (VMT) and support alternatives to
vehicle ownership.
The availability and type of parking available to community residents, workers, and visitors has a
strong effect on San Luis Obispo’s VMT and related transportation emissions. The City has the
ability to create parking programs, rules, and regulations that encourage low-carbon modes of
transportation.
The City’s minimum parking requirements for new development are one factor determining the
amount of parking created by the private sector. Parking minimums could be altered and reduced
based on a more streamlined quantitative approach that takes into consideration proximity to
transit hubs and corridors, proximity to the Tier 1 Active Transportation Network, availability of (or
proximity to) electric carshare and bikeshare services, and more.
Another City lever on private parking is the in-lieu fee program. The program is currently set up
to enable downtown developments to avoid building onsite parking. Such developments can pay
into the parking fund, which uses the fees to develop and maintain parking that satisfies the
demand requirements of new development projects within the parking in-lieu fee area. Changes
to the geographic areas eligible to participate in this program could encourage and support
alternatives to vehicle ownership and reduce VMT.
Recent efforts to modernize Parking Services have also created the possibility for programs that
incentivize commuters who participate in rideshare transportation options or utilize low-emission
vehicles.
Responsible Departments: Public Works, Community Development, Administration
Funding Approach: Staff time, Grants
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue to pursue parking programs, rules, and regulation that can
reduce VMT and support alternatives to vehicle ownership.
Connected 4.1 – Develop a transit electrification
strategic plan and begin implementing in 2020.
Connected 4.1.A – Continue to electrify the SLO Transit bus fleet.
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In December 2018, the California Air Resources Board (CARB) approved an Innovative Clean
Transit regulation that sets a statewide goal for public transit agencies to gradually transition to
100 percent zero emission bus fleets by 2040. As stated by CARB, “The transition to zero-
emission technologies, where feasible, is essential to meeting California’s air quality and climate
goals.”5
The City of San Luis Obispo intends to exceed CARB’s 2040 goal by planning and implementing
the transition far in advance of the State goal. Transit electrification is currently underway and will
continue on an ongoing basis until SLO Transit has transitioned to a 100 percent zero emission
bus fleet.
Responsible Departments: Public Works, Administration
Funding Approach: General Fund, Grants, Federal Funding
Tracking Metric: Number of electric buses, percentage of fleet electrified
Looking Ahead to 2025-27: Continue to electrify the SLO Transit bus fleet.
5 California transitioning to all-electric public bus fleet by 2040. California Air Resources Board. (2018,
December 14). Retrieved November 16, 2022, from https://ww2.arb.ca.gov/news/california-transitioning-
all-electric-public-bus-fleet-2040
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Connected 4.2 – Shorten transit
headways through accelerated
implementation of the existing Short-
Range Transit Plan.
Connected 4.3 – Explore additional
innovative transit options in the 2022
Short-Range Transit Plan (e.g., on-
demand deviated routes, electric fleet
expansion, micro transit, Bus Rapid
Transit, Transit Signal Priority).
Connected 4.4 – Assess feasibility of
a “free to the user” transit ridership
program.
Connected 4.2.A – Incorporate recommendations from the Transit
Innovation Study into the Short-Range Transit Plan and begin
implementation immediately.
Enhancing the level of service for public transit—through increased frequency and predictability
of bus service, expanded evening service, as well as a fully staffed transit operations team—is
critical to reducing emissions in the transportation sector. By improving the reliability and
convenience of public transit, community members will be more likely to use this form of
transportation instead of driving in single-occupancy vehicles.
Connected
Community
4.2.A
advances all
three of these
actions
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To increase transit ridership, the City is exploring innovative strategies such as express routes,
electric fleet expansion, micro-transit, Bus Rapid Transit feasibility, and transit signal priority,
among others. These strategies are contemplated in the Transit Innovation Study, which is
scheduled to be completed in 2023. The Transit Innovation Study will inform the City’s forthcoming
Short-Range Transit Plan update and associated programmatic budgets.
Responsible Department: Public Works
Funding Approach: Enterprise Fund, Federal Funding, Grants
Tracking Metric: Annual transit system headways
Looking Ahead to 2025-27: Continue to implement the Short-Range Transit Plan.
Connected 5.1 – Complete the 2019-21 Housing Major
City Goal, including the Housing Element of the
General Plan Update and Flexible Zoning Requirements
for Downtown.
Connected 5.1.A – Continue to implement the Housing Element of the
General Plan.
The construction of new housing near significant transportation nodes and corridors reduces
private vehicle trips and associated GHG emissions, and is therefore a fundamental concept in
sustainable housing development. Adopted in 2020, the Housing Element of the City’s General
Plan includes a wide range of housing policies and programs to allow and enable housing
production consistent with State law, regional objectives, and local goals. Many of the most
impactful programs identified in the Housing Element were implemented in 2021-23. The task
now turns to ongoing program implementation to support the development of housing consistent
with the City’s Regional Housing Needs Allocation (RHNA) goals (e.g., flexible density and
“missing middle” housing), which would encourage the use of transit and active transportation.
Responsible Department: Community Development
Funding Approach: General Fund, Grants, State/Federal Funds
Tracking Metric: Housing production by income (per Regional Housing Needs Allocation)
Looking Ahead to 2025-27: Continue to implement the Housing Element of the General Plan
with a special focus on reaching the City’s Regional Housing Needs Allocation (RHNA) goals.
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Connected 5.1.B – Conduct “Missing Middle” pilot projects along major
urban corridors.
“Missing Middle” housing is defined as a range of house-scale buildings with multiple units –
compatible in scale and form with detached single-family homes – located in a walkable
neighborhood. Most Missing Middle building types (e.g. fourplexes, cottage courts) are two stories
in height and have four to eight units per building. Missing Middle housing can provide relatively
affordable housing options in walkable neighborhoods that are adjacent to local retailers and
public transit. In 2021, the City partnered with Cal Poly to assess potential locations for policies
and programs that would allow and stimulate production of missing middle housing types. This
task would further evaluate the effectiveness of developing policy around this type of housing,
and if feasible, support the development and implementation of a Missing Middle Housing policy.
This task would implement Housing Element Policy 5.3 and Program 5.4.
Responsible Department: Community Development
Funding Approach: General Fund, Grants
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue to support “missing middle” housing along major urban
corridors.
Connected 6.1 – Develop and begin implementing
electric mobility plan to achieve a goal of 40 percent
electric vehicle miles travelled (VMT) by 2035.
Connected 6.1.A – Enable the installation of publicly accessible EV
chargers on public property to meet community need.
A strong, accessible, and visible electric vehicle (EV) charging network will provide user
confidence and help induce increased EV ownership. In support of the transportation sector goal
to achieve 40 percent of VMT by EVs by 2030, the City will continue to install public-facing EV
chargers on City property. Currently, the only publicly available chargers on City property are
located in the Marsh Street Parking Garage. These Level 2 chargers have seen steady and
continual growth in use since 2020. Estimates indicate that EV charging demand will be 10 times
the current level by 2030. To accommodate the projected increase in EV charging demand, the
City is working with a third-party vendor to install new public-facing Level 3 EV chargers at
additional City-owned parking lots.
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Implementation of this action is currently underway and will continue through 2035. The City has
executed a contract with a third-party vendor to install, operate, and maintain additional publicly
accessible EV chargers on City property. The City will evaluate the success of the initial
installation and add additional EV chargers as needed.
Responsible Departments: Public Works, Administration
Funding Approach: Staff time
Tracking Metric: Number of EVs registered in the county, number of publicly available chargers
in the City, number of publicly available chargers on City property
Looking Ahead to 2025-27: Continue to expand publicly accessible EV charging on public
property.
Connected 6.1.B – Support publicly accessible EV chargers on private
property.
Increasing the convenience and accessibility of EV chargers is essential to promoting and
supporting EV ownership. This requires installing publicly accessible EV chargers in strategic
locations like offices, shopping malls, schools, parks, and multi-family housing. While the City
already has plans to install publicly accessible EV chargers on City-owned property, the
increasing demand for EV chargers will require a robust network of chargers on both public and
private property. The City will develop strategies to support private pr operty owners who choose
to be community leaders in the installation of EV charging infrastructure.
Responsible Departments: Public Works, Administration, Community Development
Timeline and Funding Approach: Staff time
Tracking Metric: Number of EV chargers on private property
Looking Ahead to 2025-27: Continue to support the installation of publicly accessible EV
chargers on private property.
Connected 6.1.C – Assess the viability of launching a publicly
accessible EV carshare program and launch if feasible.
An electric carshare program that includes electric vehicles would enable community members to
gain access to a private EV on an as-needed basis, paying only for the time they use the car and
the mileage they drive. The owner operator of the program would provide vehicle maintenance,
repair, and insurance. Given prolonged record-high gas prices, a carshare program EVs is an
equity-forward mobility solution that can save people money while reducing GHG emissions. An
electric carshare program could also provide low-income community members access to an EV
without the high upfront costs of owning one.
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Carshare programs have been found to significantly reduce vehicle ownership in other cities. If
brought to San Luis Obispo, a carshare program could help residents transition to car-free or
single-car households. Several recent housing projects in San Luis Obispo have dedicated on-
site parking for the use of a carshare vehicle as a Condition of Approval. This condition will
continue to be an option in future development negotiations.
Responsible Department: Public Works and Administration
Funding Approach: Staff time, General Fund
Tracking Metric: Number of carshare sites, vehicles in operation, and number of annual trips
made by carshare vehicle
Looking Ahead to 2025-27: Continue to support a publicly accessible EV carshare program.
Connected 6.1.D – Deploy EV charging infrastructure in low-income
and underserved areas.
Driving an EV offers a zero-emissions transportation option for those who, for whatever reason,
are unable to walk, bike, or take public transit to reach their destination. Not only do EVs give
people an opportunity to take climate action in their personal lives, but they also provide
substantial cost savings on fuel and maintenance over the lifetime of the vehicle when compared
to their fossil fuel counterparts. Over the long term, widespread EV adoption will also reduce air
pollution and improve health outcomes within communities. The benefits of driving an EV should
not be exclusive to those who can afford to install an EV charger at their home. The deployment
of EV charging infrastructure in underserved areas will thus help encourage EV adoption by city
residents.
Responsible Departments: Public Works, Administration, Community Development
Funding Approach: Staff time
Tracking Metric: Number of EV charging stations located in underserved areas
Looking Ahead to 2025-27: Continue to support the installation of EV chargers in low-income
and underserved areas.
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PILLAR 5:
CIRCULAR
ECONOMY
A “Circular Economy” is an economic system that
practices reuse, sharing, repair, refurbishment,
remanufacturing, and recycling. Organic waste (e.g.,
food scraps and yard waste) sent to the landfill
produces 10 percent of San Luis Obispo’s
greenhouse gas emissions. Instead of decomposing
in the landfill and producing GHGs, organic waste can
be composted, rescued, or turned into clean energy.
Table 4.10 provides the foundational actions in this
pillar and summarizes the progress made to date.
Table 4.11 summarizes the 2023-25 and 2025-27
work tasks. These tasks are described in more detail
below.
Table 4.10. Circular Economy Foundational Actions (2020 CAP)
Foundational Action Status
Circular
Economy 1.1
Adopt an ordinance requiring organic waste subscription
for all residential and commercial customers by 2022.
Complete
Circular
Economy 1.2
Develop and implement programs to increase edible food
rescue by 20 percent.
Complete
Circular
Economy 1.3
Develop and implement a waste stream education
program for HOA/Property Managers and the commercial
sector.
Ongoing
Circular
Economy 2.1
Update the Municipal Code solid waste section and bin
enclosure standards.
Complete
Circular
Economy 2.2
Develop and expand funding for a Solid Waste section in
the Utilities Department.
Complete
Circular Economy Goals:
75 percent diversion of landfilled
organic waste by 2025; 90 percent
diversion by 2035
Total Emissions Reductions in
2030:
37,410 MTCO2e
Total Emissions Reductions in
2035:
47,300 MTCO2e
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Table 4.11. Circular Economy 2023-27 Work Program Implementation Timeline
2023-25 Financial Plan 2025-27 Financial Plan
Circular
Economy
1.1.A
Implement an inspection and
enforcement program to ensure
compliance with SB 1383
requirements.
Maintain compliance with SB 1383
inspection and enforcement
requirements.
Circular
Economy
1.1.B
Comply with SB 1383 procurement
requirements for recycled organic
waste and paper.
Maintain compliance with SB 1383
procurement requirements.
Circular
Economy
1.1.C
Collaborate with the IWMA to educate
the public on waste minimization, and
the proper sorting and disposal of
organic and recyclable products.
Continue to collaborate with the IWMA
to educate the public on waste
minimization, and the proper sorting
and disposal of organic and recyclable
products.
Circular
Economy
1.2.A
Monitor and support IWMA programs
that aim to increase edible food
rescue.
Continue to monitor and support
IWMA programs that aim to increase
edible food rescue.
Circular
Economy
1.3.A
Partner with the IWMA on waste
stream education and outreach for
HOA/Property Managers, as well as
major employers and institutions.
Continue partnering with the IWMA on
waste stream education and outreach
for HOA/Property Managers, as well
as major employers and institutions.
Circular
Economy
2.2.A
Support innovative organic waste
collection systems for high-volume
and hard-to-reach waste generators.
Continue to support innovative
organic waste collection systems for
high-volume and hard-to-reach waste
generators.
Circular
Economy
2.2.B
Build relationships with local and
regional waste industry stakeholders.
Convene a Circular Economy
Stakeholder Forum to gather key
stakeholders and inform future
Circular Economy actions.
Circular Economy 1.1 – Adopt an ordinance requiring
organic waste subscription for all residential and
commercial customers by 2022.
Circular Economy 1.1.A – Implement an inspection and enforcement
program to ensure compliance with SB1383 requirements.
State regulations require the City to monitor mandatory organic waste diversion law (SB 1383)
compliance through annual program reviews, reviews of waste collection routes, and inspections.
The City is also required to conduct enforcement through notice of violations and penalties for
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violators. The City will implement an inspection and enforcement program in partnership with the
San Luis Obispo County Integrated Waste Management Authority (IWMA) and with the support
of its franchised waste collection hauler. The IWMA will perform routine inspections of collection
routes and provide additional education to violators on behalf of the City. Repeat violators will be
referred to the City for enforcement. The City has also delegated SB 1383-required monitoring
and inspection activities for certain edible food generators and food recovery organizations and
services to the IWMA.
Starting in 2024, SB 1383 requires the City to have an inspection and enforcement program in
place that verifies community participation in organics recycling programs and food recovery
organizations and services. This work program effort will be completed in conjunction with the
IWMA.
Responsible Department: Utilities
Funding Approach: Staff time
Tracking Metric: Number of Notice of Violations issued annually (beginning in 2024). Additional
information can be found in SB 1383 compliance reports.
Looking Ahead to 2025-57: Maintain compliance with SB 1383 inspection and enforcement
requirements.
Circular Economy 1.1.B – Comply with SB1383 procurement
requirements for recycled organic waste and paper.
SB 1383 requires the City to reach specific procurement targets for recycled organic waste and
to meet specific recycled content specifications for purchases of paper products. The organic
materials procurement target can be met through purchasing compost, mulch, renewable energy
(transportation fuel, electricity, and gas for heating) from anaerobic digestion, and/or electricity
from biomass conversion. This target is based on population and will remain constant from 2022-
2027. For paper products, purchases must be at least 30 percent post-consumer, recycled
content fibers and have specific certifications.
As jurisdictions across California work to reach their procurement targets, this effort will support
a more robust marketplace for the byproducts of organic waste collection and processing. Recent
legislation (AB 1985) set up a phased implementation timeline for municipalities to meet annual
SB 1383 procurement requirements: 30 percent for 2023, 60 percent for 2024, and 100 percent
for 2025 and thereafter.
Responsible Departments: Utilities, Finance
Funding Approach: Staff time
Tracking Metric: Quantity of organic materials procured annually. Additional information can be
found in SB 1383 compliance reports.
Looking Ahead to 2025-27: Maintain compliance with SB 1383 procurement requirements.
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Circular Economy 1.1.C – Collaborate with the IWMA to educate the
public on waste minimization, and the proper sorting and disposal of
organic and recyclable products.
The City and the IWMA will partner to maintain up-to-date outreach materials and work together
to educate residents, students, workers, and visitors about proper waste sorting and disposal. As
many community stakeholders may be encountering organics recycling for the first time, it will be
an ongoing effort to ensure signage and other educational materials with consistent messaging
are widely available throughout the City.
Responsible Department: Utilities
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports. Additional information can be found in SB 1383 compliance reports.
Looking Ahead to 2025-27: Continue to collaborate with the IWMA to educate the public on
waste minimization, and the proper sorting and disposal of organic and recyclable products.
Circular Economy 1.2 – Develop and implement
program to increase edible food rescue by 20 percent.
Circular Economy 1.2.A – Monitor and support IWMA programs that aim
to increase edible food rescue.
The City and County of San Luis Obispo have made significant strides in increasing edible food
recovery and are on track to meet the 2025 statewide SB 1383 target of recovering and
redistributing at least 20 percent of edible food that would have otherwise been sent to landfills.
On behalf of its member agencies, which include the City, the IWMA has established baseline
data and has determined that local food recovery organizations have capacity to absorb required
increases in rescued food. Going forward, the City will continue to work with the IWMA to support
programs that increase edible food rescue in our community.
Responsible Department: Utilities
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports. Additional information can be found in SB 1383 compliance reports.
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Looking Ahead to 2025-27: Continue to monitor and support IWMA programs that aim to
increase edible food rescue.
Circular Economy 1.3 – Develop and implement a waste
stream education program for HOA/Property Managers
and the commercial sector.
Circular Economy 1.3.A – Partner with the IWMA on waste stream
education and outreach for HOA/Property Managers, as well as major
employers and institutions.
Homeowners’ associations (HOAs), property managers, and major employers and institutions are
important partners for climate education and behavior change because of the number of
community members and large proportion of the waste stream they represent. To support these
keystone stakeholders, the City will work with the IWMA and the City’s franchised waste hauler
to place increased attention on providing these entities with up-to-date waste stream education.
The City will also work to identify “model” users from these groups to disseminate tips and lessons
on organics recycling and other zero-waste practices.
Outreach and educational campaigns will be conducted annually to ensure new tenants or
organizations are informed and that all stakeholders are up to date on sorting guidance based on
facility upgrades and ability to process new materials.
Responsible Department: Utilities
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue partnering with the IWMA on waste stream education and
outreach for HOA/property managers, as well as major employers and institutions.
Circular Economy 2.2 – Develop and expand funding
for a Solid Waste section in the Utilities Department.
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Circular Economy 2.2.A – Support innovative organic waste collection
systems for high-volume and hard-to-reach waste generators.
Downtown businesses and multifamily apartments, as well as large public events and facility
rentals, all face similar challenges when it comes to proper sorting and recycling of organics,
mixed recyclables, and special wastes. The City is committed to supporting these users in
establishing creative solutions to space constraints, lack of education, and administrative
burdens. The City will work with the IWMA to identify waste generators who may require special
assistance to overcome unique challenges and to develop and implement targeted solutions.
Responsible Department: Utilities
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Continue to support innovative organic waste collection systems for
high-volume and hard-to-reach waste generators.
Circular Economy 2.2.B – Build relationships with local and regional
waste industry stakeholders.
In addition to organic waste diversion, a Circular Economy also includes waste minimization,
repair and reuse, and the creation of closed-loop material systems. In order to effectively envision
and implement a broader circular economy vision for the Climate Action Plan in future years, the
City will build and maintain relationships with industry leaders, local advocates, non-profits,
educators, practitioners, and implementers in the local and regional waste industry. These
stakeholder relationships will inform and lay the foundation of a City-hosted and facilitated forum
focused on a Circular Economy.
Responsible Department: Utilities, Administration
Funding Approach: Staff time
Tracking Metric: No quantifiable metric available. This task will be tracked in CAP progress
reports.
Looking Ahead to 2025-27: Convene a Circular Economy Stakeholder Forum to gather key
stakeholders and inform future Circular Economy actions.
2023-27 Task
2023-27 Task
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PILLAR 6:
NATURAL
SOLUTIONS
The City’s Greenbelt and urban forest provide
valuable benefits to the community, including
the conservation of natural resources and
maintenance of
ecosystem services, nearby access to passive
recreation opportunities, compact urban form,
climate resilience benefits, and carbon
sequestration. Protecting land in the Greenbelt
and restoring natural ecosystems are essential
to maintaining a climate-resilient urban core and
open space network. This pillar focuses on
strategies to protect intact ecosystems while
increasing carbon sequestration in San Luis
Obispo’s open spaces and agricultural lands.
Table 4.12 shows the foundational actions in this pillar and summarizes the progress made to
date. Table 4.13 summarizes the 2023-25 and 2025-27 work tasks. These tasks are described in
more detail below.
Table 4.12. Natural Solutions Foundational Actions (2020 CAP)
Foundational Action Status
Natural
Solutions 1.1
Conduct Carbon Farming Study and Pilot Project in 2021. If
feasible, begin implementation by 2023.
Ongoing
Natural
Solutions 2.1
Prepare the City’s first Urban Forest Master Plan by 2021
and plant and maintain 10,000 new trees by 2035.
Ongoing
Natural Solutions Goal:
Increase carbon sequestration on the
San Luis Obispo Greenbelt and Urban
Forest through compost application-
based carbon farming activities and
tree planting; ongoing through 2035
Total Emissions Reductions in 2030:
3,610 MTCO2e
Total Emissions Reductions in 2035:
7,050 MTCO2e
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Table 4.13. Natural Solutions 2023-27 Work Program Implementation Timeline
Natural Solutions 1.1 – Conduct Carbon Farming Study
and Pilot Project in 2021 and if feasible, begin
implementation by 2023.
Natural Solutions 1.1.A – Make progress on protecting land within the
City’s Greenbelt through direct purchases and conservation
easements.
The first step in sequestering carbon in the San Luis Obispo Greenbelt is to protect undeveloped
land, ranches, and other properties as open space. Carbon sequestration is a natural process in
intact ecosystems, and ongoing conservation status is key to ensuring that existing carbon stocks
remain stored in the Greenbelt. Conservation also allows for regenerative land management
interventions that can sequester additional carbon over time. Open space acquisition and
conservation through the City’s signature Greenbelt Protection Program is an ongoing work
program task, and will be pursued continuously throughout the 2023-27 planning window.
Responsible Department: Administration
Funding Approach: General Fund, Grants
Tracking Metric: Acres protected
Looking Ahead to 2025-27: Continue to make progress on protecting land within the City’s
Greenbelt through direct purchases and conservation easements.
2023-25 Financial Plan 2025-27 Financial Plan
Natural
Solutions
1.1.A
Make progress on protecting land
within the City’s Greenbelt through
direct purchases and conservation
easements.
Continue to make progress on
protecting land within the City’s
Greenbelt through direct purchases
and conservation easements.
Natural
Solutions
1.1.B
Expand climate resilience and carbon
sequestration practices to additional
properties and sites in the City and
broader Greenbelt.
Maintain and continue to apply climate
resilience and carbon sequestration
practices to properties in the SLO
Greenbelt.
Natural
Solutions
2.1.A
Adopt and implement the Community
Forest Plan and make significant
progress on the 10 Tall goal of planting
and maintaining 10,000 new trees by
2035.
Continue implementing the Community
Forest Plan and make significant
progress on the 10 Tall goal of planting
and maintaining 10,000 new trees by
2035.
2020 CAP Action
2023-27 Task
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Natural Solutions 1.1.B – Expand climate resilience and carbon
sequestration practices at additional properties and sites in the City
and broader Greenbelt.
Land-based carbon sequestration is the process of capturing and storing carbon dioxide from the
atmosphere in natural ecosystems. Through the process of photosynthesis, plants and trees take
in carbon dioxide from the air and store it in their leaves, stems, trunks, and roots. When plants
and trees die, the carbon captured in their tissues decomposes into soil. Living ecosystems and
soils are storehouses for carbon, and this natural carbon stock can grow or shrink based on land
management practices.
Research indicates substantial carbon can accrue in natural systems through regenerative land
management. Regenerative techniques, such as planting trees, managed livestock grazing, and
spreading compost naturally draw down atmospheric carbon into plants and the soil. Additionally,
most carbon sequestration practices also benefit local watersheds, soil life, and many native
plants and animals. The abundant agricultural and open space lands in the SLO Greenbelt
present a significant opportunity to sequester carbon while also restoring habitat, reducing
erosion, and promoting healthy soils and crops.
Learning from the compost application pilot project implemented in Fall 2022, the City will continue
to pursue a range of climate resilience practices and land-based carbon sequestration techniques
on City-owned open space properties and other Greenbelt properties. Prime sites for interventions
include the City-owned golf course, City-managed turfs, City open spaces in the Greenbelt, and
properties with conservation easements.
Responsible Departments: Administration, Parks and Recreation
Funding Approach: Grants, General Fund
Tracking Metric: Number of climate resilience and carbon sequestration projects completed,
acres receiving treatment/s, estimated carbon sequestered
Looking ahead 2025-27: Maintain and continue to apply climate resilience and carbon
sequestration practices to properties in the SLO Greenbelt.
2023-27 Task
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Natural Solutions 2.1 – Prepare the City’s first Urban
Forest Master Plan by 2021 and plant and maintain
10,000 new trees by 2035.
Natural Solutions 2.1.A – Adopt and implement the Community Forest
Plan and make significant progress on the 10 Tall goal of planting and
maintaining 10,000 new trees by 2035.
San Luis Obispo’s urban forest, consisting of approximately 13,000 publicly-owned street, park,
and open space trees – and soon to be joined by another 10,000 plantings under the 10 Tall
initiative – can make a significant contribution to the City’s efforts to reach carbon neutrality by
2035. When trees photosynthesize, they capture carbon dioxide from the atmosphere and
transform it into biomass. Trees store carbon dioxide in living and dead wood, leaf litter, and
eventually humus in the soil. Maintaining and expanding the urban forest also provides
tremendous climate resilience benefits, supports mental health, and increases property values.
The Community Forest Plan is intended to support the City’s collaboration with community groups
and contractors to ensure that public streetscapes, parks, creek areas, and open spaces support
a diverse, thriving tree canopy that improves quality of life for all in San Luis Obispo, now and
decades into the future. The Community Forest Plan will define roles and responsibilities for
implementing the 10 Tall goal of planting and maintaining 10,000 new trees by 2035. It will also
guide key implementation practices, such as tracking street trees planted in the urban
environment and open space settings using a tree inventory database.
Responsible Departments: Administration, Public Works
Funding Approach: General Fund, Grants
Tracking Metric: Number of trees planted
Looking Ahead to 2025-27: Continue implementing the Community Forest Plan and make
significant progress on the 10 Tall goal of planting and maintaining 10,000 new trees by 2035.
2023-27 Task
2020 CAP Action
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5. ACHIEVING OUR
GOALS
Administrative Actions
The 2020 CAP includes five Administrative Actions that guide how the plan is implemented and
how progress is monitored and reported. This chapter reaffirms and amends these actions, and
adds two new Administrative Actions to the existing actions. The Administrative Actions in this
chapter are the current direction to City staff as they work to implement CAP Volume 3.
Administrative Action 1 – Implement Climate Action Plan with an equity lens
(No Change)
The City commits to implementing the Climate Action Plan with an equity lens. Staff will continue
to learn best practices and evolve and grow over time. As an initial commitment, every action
implemented in the CAP that requires an internal project plan will also include an assessment of
equity that includes a detailed description of how the project will incorporate:
Representational equity – a focus on having diverse voices guide the project’s definition
and implementation.
Distributional equity – a focus on the costs and benefits of a project and how they are
distributed to different demographics in the community.
Generational equity - a focus on the costs and benefits of a project and how they are
distributed to different demographics over time.
Structural equity – a focus on how the project creates systems that reinforce
representational, distributional, and generational equity after the project has been
implemented.
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Administrative Action 2 – Monitor and report Plan implementation (Amended)
Using the “Tracking Metrics” provided throughout Chapter 4 and the work program included in
this Chapter, the City will develop a GHG emissions inventory update in every odd year. The City
will also develop a monitoring and reporting protocol and provide an update to City Council on
progress every other year starting in Spring of 2021. Consistent with Administrative Action 1, the
City will also identify an approach to evaluate and report equity metrics related to Climate Action
Plan implementation.
Administrative Action 3 – Regularly update the Climate Action Plan
(Amended)
The City will update the Climate Action Plan for adoption in the Fall prior to every other two-year
Financial Plan period. This allows for certainty in the update schedule, ensures that carbon
neutrality work is directly tied to the City’s financial decision making and prioritization process,
and allows for constant integration of learning and best practices into the City’s climate action
program. The proposed update schedule is provided as Figure 5.1. The City will conduct a full
Climate Action Plan update beginning in January 2026, with adoption occurring by early Calendar
Year 2027. Funding for this action should be requested in FY 2025-26.
Figure 5.1. Climate Action Plan Update Schedule
Administrative Action 4 – Ensure Transparency by Reporting Greenhouse
Gas and Climate Action Information to Public Disclosure Programs (No
Change)
Several state, national, and international disclosure platforms exist with the purpose of providing
transparency and access to sustainability related information. The City will review available
programs, such as the Carbon Disclosure Program and SEEC Clear Path, and report on the
platforms that have no or minimal costs to participate in.
Administrative Action 5 – Develop Mitigation Program for New Development
to Illustrate Consistency with the Climate Action Plan (No Change/Complete)
The City will coordinate with the San Luis Obispo Air Pollution Control District (APCD), 3C-REN,
and regional resource conservation districts (RCDs) to identify and evaluate possible local and
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regional offset mitigation projects for new development to use in order to demonstrate consistency
with this Climate Action Plan.
Administrative Action 6 – Pursue grants opportunistically and strategically
(New)
Historically unprecedented levels of funding are currently available for climate work through
federal, State, and regional governments, and others. The City will pursue these funding
opportunities where they implement actions in the Climate Action Plan, and will be adequately
resourced with staffing and consultant support to submit grant applications and to complete
funded work.
Administrative Action 7 – Engage in legislative and regulatory advocacy
(New)
The City will advocate for legislation and regulation that aligns with and implements the City’s
Climate Action Plan. To optimize implementation of this action City staff will ensure that the annual
Legislative Action Platform is current and consistent with the Climate Action Plan.
2023-27 Staff Work Program
Table 5.1, Staff Work Program, summarizes tasks and administrative actions to be completed
during 2023-27. The Staff Work Program is intended to be used for assigning tasks to City staff,
as well as for monitoring implementation progress. The table also exists as part of a Microsoft
Excel-based monitoring tool that will be used to provide updates to the City Council on a biennial
basis.
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Table 5.1. Staff Work Program
Foundational
Action Action Description 2023-25 Task 2025-27 Task Responsible
Department
Action
Start
Date
Action Progress Tracker
Leadership 1.1 Adopt a municipal carbon
neutrality plan in 2021.
Leadership 1.1.A: Implement the 2023-
25 actions in the Lead by Example
municipal carbon neutrality plan and
complete a focused plan update for
2025-30.
Leadership 1.1.A: Implement 2025-27
actions in the Lead by Example
municipal carbon neutrality plan.
Administration,
Public Works
Summer
2023
Lead by Example update
and progress report to be
initiated in FY24-25
Leadership 1.1.B: Brand Lead by
Example projects with the Sustainable
SLO emblem and develop a
complementary educational and
awareness campaign.
Leadership 1.1.B: Continue telling the
City’s Lead by Example story with the
Sustainable SLO emblem and “best
practice” outreach efforts.
Administration Summer
2023
Qualitative tracking in CAP
progress report
Leadership 2.1
Include carbon neutrality, social
equity, and a focus on
developing a green local
economy in the updated
Economic Development
Strategic Plan.
Leadership 2.1.A: Support
implementation of the green economy
and social equity portions of the
Economic Development Strategic Plan.
Leadership 2.1.A: Continue to support
implementation of the green economy
and social equity portions of the
Economic Development Strategic Plan.
Administration Ongoing Qualitative tracking in CAP
progress report
Leadership 2.2 Research methods to support
local contractors and labor.
Leadership 2.2.A: Support regional
efforts to develop the workforce required
to implement the Climate Action Plan.
Leadership 2.2.A: Continue to support
regional efforts to develop the
workforce required to implement the
Climate Action Plan.
Administration Ongoing Qualitative tracking in CAP
progress report
Leadership 3.1
Create a formal approach to
support and empower
community collaboration for
climate action.
Leadership 3.1.A: Continue to support
and empower community collaboration
for climate action.
Leadership 3.1.A: Continue to support
and empower community collaboration
for climate action.
Administration Ongoing Qualitative tracking in CAP
progress report
Clean Energy
1.1
Launch Monterey Bay
Community Power and achieve a
98% participation rate while
advocating for programs that
support equity and achieve
maximum local benefit.
Energy 1.1.A: Continue to support
Central Coast Community Energy’s 100
percent renewable by 2030 goal and
continue to advocate for equitable
decarbonization programs.
Energy 1.1.A: Continue to support
Central Coast Community Energy’s 100
percent renewable by 2030 goal and
continue to advocate for equitable
decarbonization programs.
Community
Development Ongoing
CCCE electricity emissions
coefficient; CCCE
participation rate
Clean Energy
2.1
Work with MBCP and PG&E to
develop a regional grid reliability
strategy.
Energy 2.1.A: Continue to monitor and
support CCCE and PG&E’s grid
reliability work.
Energy 2.1.A: Continue to monitor and
support CCCE and PG&E’s grid
reliability work.
Administration Ongoing Qualitative tracking in CAP
progress report
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Foundational
Action Action Description 2023-25 Task 2025-27 Task Responsible
Department
Action
Start
Date
Action Progress Tracker
Clean Energy
3.1
Partner with SoCal Gas to
research options for reducing
greenhouse gas emissions
associated with the existing
natural gas grid.
Energy 3.1.A: Continue to explore
opportunities to partner with SoCal Gas
on innovative decarbonization pilot
projects that are aligned with the Climate
Action Plan.
Energy 3.1.A: Continue to explore
opportunities to partner with SoCal Gas
on innovative decarbonization pilot
projects that are aligned with the
Climate Action Plan.
Administration Ongoing Qualitative tracking in CAP
progress report
Green
Buildings 1.1
Adopt and implement the Clean
Energy Choice Program for New
Buildings and review
opportunities for improvement in
the 2022 code cycle.
Green Buildings 1.1.A: Support Clean
Energy Program for New Buildings with
ongoing access to technical assistance.
Green Buildings 1.1.A: Monitor Clean
Energy Program for New Buildings
Implementation and consider local
amendments to the California Energy
Code concurrent with the 2025 triennial
code cycle if necessary.
Administration,
Community
Development
Ongoing
Number of all-electric new
buildings; number of
customers assisted
Green
Buildings 2.1
Conduct comprehensive retrofit
program study and develop and
implement a strategic and
equity-focused building retrofit
program by 2021.
Green Buildings 2.1.A: Expand high
visibility pilot projects.
Green Buildings 2.1.A: Assess the
value of continued pilot projects and
either continue pilot projects or consider
transitioning resources to an equity
fund that supports low-income and/or
hard to reach (e.g., rentals) residential
retrofits.
Administration Summer
2023
Number of buildings
retrofitted
Green Buildings 2.1.B: Create an
equity focused “Green and Healthy
Buildings” service to educate the
community and connect low-income
building owners with resources,
incentives, financing, and contractors.
Green Buildings 2.1.B: Review service
effectiveness and expand to include
additional project types and income
levels, if feasible.
Administration,
Community
Development
Fall 2023 Number of customers
served
Green Buildings 2.1.C: Establish
“Green and Healthy Buildings” permit
streamlining program.
Green Buildings 2.1.C: Continue
working to minimize regulatory barriers
to electrification retrofit projects.
Administration,
Community
Development
Winter
2024
Number of permits
processed through program
Green Buildings 2.1.D: Facilitate
access to low interest financing for
retrofit projects.
Green Buildings 2.1.D: Review
financing support approach and modify
as necessary.
Administration Summer
2023
Qualitative tracking in CAP
progress report
Green Buildings 2.1.E: Develop an
equitable framework for requiring
electrification retrofits and develop cost
effective building electrification policies
for additions and alterations.
Green Buildings 2.1.E: Use the
foundational research and community
outreach conducted in 2023-25 to
identify whether additional disclosure or
retrofit requirements are needed, and if
so, develop and adopt these
requirements.
Administration Summer
2023
Number of buildings
retrofitted
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Foundational
Action Action Description 2023-25 Task 2025-27 Task Responsible
Department
Action
Start
Date
Action Progress Tracker
Connected 1.1
Establish a consistent method
for tracking and reporting mode
split metrics.
Connected 1.1.A: Conduct the
Household Transportation Survey every
other year to track and report on mode
split metrics.
Connected 1.1.A: Continue to conduct
the Household Transportation Survey
every other year to track and report on
mode split metrics.
Public W orks Ongoing
Qualitative tracking in CAP
progress report; Up-to-date
mode split metrics and
additional data can be
found in the Active
Transportation Plan
biennial status report
Connected 1.2
Research and develop an
approach to a “Mobility as a
Service” platform for people to
easily use all modes of low
carbon mobility in the City.
Connected 1.2.A: Taking direction from
the Transit Innovation Study, pursue the
development of a regionally integrated
"Mobility as a Service" platform.
Connected 1.2.A: Update the Mobility
as a Service platform as necessary.
Administration,
Public Works Fall 2023 Qualitative tracking in CAP
progress report
Connected 2.1
Complete Active Transportation
Plan and begin implementation
immediately.
Connected 2.1.A: Continue to
implement the Active Transportation
Plan.
Connected 2.1.A: Continue to
implement the Active Transportation
Plan.
Public Works Ongoing Qualitative tracking in CAP
progress report
Connected 2.2 Launch micro mobility program
by 2021.
Connected 2.2.A: Reassess the viability
of launching a Micro Mobility Program
and launch if feasible.
Connected 2.2.A: If viable, continue to
operate and expand the Micro Mobility
Program.
Public Works Summer
2023
Qualitative tracking in CAP
progress report
Connected 3.1
Establish a policy and strategic
approach to leveraging existing
and new parking garages for
downtown residential and visitor
serving uses and to allow for
further implementation of the
Downtown Concept Plan.
Connected 3.1.A: Establish a policy that
addresses the distribution of Level 2 and
Level 3 chargers in parking lots and
garages.
Connected 3.1.A: Continue to
implement the parking lot and garage
policy and pursue updates if necessary.
Administration,
Public Works
Winter
2024
Qualitative tracking in CAP
progress report
Connected 3.1.B: Pursue parking
programs, rules, and regulation that can
reduce vehicle miles travelled and
support alternatives to vehicle
ownership.
Connected 3.1.B: Continue to pursue
parking programs, rules, and regulation
that can reduce vehicle miles travelled
and support alternatives to vehicle
ownership.
Administration,
Community
Development,
Public Works
Spring
2024
Qualitative tracking in CAP
progress report
Connected 4.1
Develop transit electrification
strategic plan and begin
implementing in 2020.
Connected 4.1.A: Continue to electrify
the SLO Transit bus fleet.
Connected 4.1.A: Continue to electrify
the SLO Transit bus fleet.
Public Works,
Administration Ongoing
Number of electric buses;
percentage of fleet
electrified
Connected 4.2
Shorten transit headways
through accelerated
implementation of the existing
Short-Range Transit Plan.
Connected 4.2.A: Incorporate
recommendations from the Transit
Innovation Study into the Short-Range
Transit Plan and begin implementation
immediately.
Connected 4.2.A: Continue to
implement the Short-Range Transit
Plan.
Public Works Fall 2023 Annual transit system
headways
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Foundational
Action Action Description 2023-25 Task 2025-27 Task Responsible
Department
Action
Start
Date
Action Progress Tracker
Connected 4.3
Explore additional innovative
transit options in the 2022 Short-
Range Transit Plan (e.g., on-
demand deviated routes, electric
fleet expansion, micro transit,
Bus Rapid Transit, Transit Signal
Priority).
This action will be addressed by
Connected 4.2.A.
This action will be addressed by
Connected 4.2.A. Public Works Fall 2023 Annual transit system
headways
Connected 4.4
Assess feasibility of a “free to the
user” transit ridership program .
This action will be addressed by
Connected 4.2.A.
This action will be addressed by
Connected 4.2.A. Public Works Fall 2023 Annual transit system
headways
Connected 5.1
Complete the 2019-21 Housing
Element of the General Plan
Update and Flexible Zoning
Requirements for Downtown.
Connected 5.1.A: Continue to
implement the Housing Element of the
General Plan.
Connected 5.1.A: Continue to
implement the Housing Element of the
General Plan with a special focus on
reaching the City’s RHNA goals.
Community
Development Ongoing
Housing production by
income (per Regional
Housing Needs Allocation)
Connected 5.1.B: Conduct “Missing
Middle” housing pilot program along
major urban corridors.
Connected 5.1.B: Continue to support
“missing middle” housing along major
urban corridors.
Community
Development
Spring
2024
Qualitative tracking in CAP
progress report
Connected 6.1
Develop and begin implementing
electric mobility plan to achieve a
goal of 40 percent electric
vehicle miles traveled (VMT) by
2035.
Connected 6.1.A: Enable the
installation of publicly accessible EV
chargers on public property to meet
community need.
Connected 6.1.A: Continue to expand
EV charging on public property.
Administration,
Public Works Ongoing
Number of EVs registered
in the county; number of
publicly available chargers
in the City; number of
publicly available chargers
on City property
Connected 6.1.B: Support publicly
accessible EV chargers on private
property.
Connected 6.1.B: Continue to support
the installation of publicly accessible EV
chargers on private property.
Administration,
Community
Development,
Public Works
Ongoing Number of EV chargers on
private property
Connected 6.1.C: Assess the viability of
launching a publicly accessible EV
carshare program and launch if feasible.
Connected 6.1.C: Continue to support
a publicly accessible EV carshare
program.
Administration,
Public Works
Winter
2024
Number of carshare sites;
number of vehicles in
operation; number of
annual trips made by
carshare vehicle
Connected 6.1.D: Deploy EV charging
infrastructure in low-income and
underserved areas.
Connected 6.1.D: Continue to support
the installation of EV chargers in low-
income and underserved areas.
Administration,
Community
Development,
Public Works
Summer
2023
Number of EV chargers in
underserved areas
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Foundational
Action Action Description 2023-25 Task 2025-27 Task Responsible
Department
Action
Start
Date
Action Progress Tracker
Circular
Economy 1.1
Adopt an ordinance requiring
organic waste subscription for all
residential and commercial
customers by 2022.
Circular Economy 1.1.A: Implement an
inspection and enforcement program to
ensure compliance with SB 1383
requirements.
Circular Economy 1.1.A: Maintain
compliance with SB 1383 inspection
and enforcement requirements.
Utilities Ongoing
Number of Notice of
Violations issued annually
(beginning in 2024)
Circular Economy 1.1.B: Comply with
SB 1383 procurement requirements for
recycled organic waste and paper.
Circular Economy 1.1.B: Maintain
compliance with SB 1383 procurement
requirements.
Utilities,
Finance Ongoing Quantity of organic
materials procured annually
Circular Economy 1.1.C: Collaborate
with the IWMA to educate the public on
waste minimization and the proper
sorting and disposal of organic and
recyclable products.
Circular Economy 1.1.C: Continue to
collaborate with the IWMA to educate
the public on waste minimization, and
the proper sorting and disposal of
organic and recyclable products.
Utilities Ongoing Qualitative tracking in CAP
progress report
Circular
Economy 1.2
Develop and implement program
to increase edible food rescue by
20 percent.
Circular Economy 1.2.A: Monitor and
support IWMA programs that aim to
increase edible food rescue.
Circular Economy 1.2.A: Continue to
monitor and support IWMA programs
that aim to increase edible food rescue.
Utilities Ongoing Qualitative tracking in CAP
progress report
Circular
Economy 1.3
Develop and implement a waste
stream education program for
HOA/Property Managers and the
commercial sector.
Circular Economy 1.3.A: Partner with
the IWMA on waste stream education
and outreach for HOA/Property
Managers, as well as major employers
and institutions.
Circular Economy 1.3.A: Continue
partnering with the IWMA on waste
stream education and outreach for
HOA/Property Managers, as well as
major employers and institutions.
Utilities Ongoing Qualitative tracking in CAP
progress report
Circular
Economy 2.1
Update the Municipal Code solid
waste section and bin enclosure
standards.
Complete. Complete. Utilities N/A N/A
Circular
Economy 2.2
Develop and expand funding for
a Solid Waste section in the
Utilities Department.
Circular Economy 2.2.A: Support
innovative organic waste collection
systems for high-volume and hard-to-
reach waste generators.
Circular Economy 2.2.A: Continue to
support innovative organic waste
collection systems for high-volume and
hard-to-reach waste generators.
Utilities Winter
2024
Qualitative tracking in CAP
progress report
Circular Economy 2.2.B: Build
relationships with local and regional
waste industry stakeholders.
Circular Economy 2.2.B: Convene a
Circular Economy Stakeholder Forum
to gather key stakeholders and inform
future Circular Economy actions.
Utilities Ongoing Qualitative tracking in CAP
progress report
Natural
Solutions 1.1
Conduct Carbon Farming Study
and Pilot Project in 2021. If
feasible, begin implementation
by 2023.
Natural Solutions 1.1.A: Expand
climate resilience and carbon
sequestration practices to additional
properties and sites in the City and
broader Greenbelt.
Natural Solutions 1.1.A: Maintain and
continue to apply climate resilience and
carbon sequestration practices to
properties in the SLO Greenbelt.
Administration,
Parks and
Recreation
Fall 2023
Number of projects
completed; acres receiving
treatment/s; estimated
carbon sequestered
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Foundational
Action Action Description 2023-25 Task 2025-27 Task Responsible
Department
Action
Start
Date
Action Progress Tracker
Natural Solutions 1.1.B: Make progress
on protecting land within the City’s
Greenbelt through direct purchases and
conservation easements.
Natural Solutions 1.1.B: Continue to
make progress on protecting land within
the City’s Greenbelt through direct
purchases and conservation
easements.
Administration Ongoing Number of acres protected
Natural
Solutions 2.1
Prepare the City’s first Urban
Forest Master Plan by 2021 and
plant and maintain 10,000 new
trees by 2035.
Natural Solutions 2.1.A: Adopt and
implement the Community Forest Plan
and make significant progress on the 10
Tall goal of planting and maintaining
10,000 new trees by 2035.
Natural Solutions 2.1.A: Continue
implementing the Community Forest
Plan and make significant progress on
the 10 Tall goal of planting and
maintaining 10,000 new trees by 2035.
Administration,
Public Works
Summer
2023 Number of trees planted
Administrative
Action 1
Implement Climate Action Plan
with an equity lens.
Implement Climate Action Plan with an
equity lens.
Implement Climate Action Plan with an
equity lens.
All
Departments Ongoing
Inclusion of equity lens in
implementation project
plans
Administrative
Action 2
Monitor and report Plan
implementation. Monitor and report Plan implementation. Monitor and report Plan
implementation.
Administration,
All
Departments
Fall 2024
Biennial GHG emissions
inventory update and City
Council update
Administrative
Action 3
Regularly update the Climate
Action Plan.
Regularly update the Climate Action
Plan.
Regularly update the Climate Action
Plan. Administration Winter
2026 CAP Update in 2027
Administrative
Action 4
Ensure transparency by
reporting greenhouse gas and
climate action information to
public disclosure programs.
Ensure transparency by reporting
greenhouse gas and climate action
information to public disclosure
programs.
Ensure transparency by reporting
greenhouse gas and climate action
information to public disclosure
programs.
Administration Summer
2023
State, national, and
international disclosure
platforms
Administrative
Action 5
Develop mitigation program for
new development to illustrate
consistency with the Climate
Action Plan.
Complete. Complete. Community
Development N/A N/A
Administrative
Action 6
Pursue grants opportunistically
and strategically.
Pursue grants opportunistically and
strategically.
Pursue grants opportunistically and
strategically. Administration Ongoing
Number of grant
applications; total funds
received
Administrative
Action 7
Engage in legislative and
regulatory advocacy.
Engage in legislative and regulatory
advocacy.
Engage in legislative and regulatory
advocacy. Administration Ongoing Update annual Legislative
Action Platform
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ATTACHMENT A
Attachment A. Climate Action Plan for Community Recovery Implementation Progress
The table below provides an overview of actions committed to in the Climate Action Plan for Community Recovery. Provided details for each act ion include a description, the
department responsible for leading initiation and implementation, the status of the action, and general progress to date. 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.
Planned – This action is planned but has not yet been initiated.
Of the 27 Foundational Actions and 5 Administrative Actions described below, 11 have been completed, five are in-progress, 11 are ongoing, and five are delayed.
Table Attachment 1.1 2020 CAP Implementation Progress
Foundational
Action Action Description Responsible
Department
Current
Status Action Progress
Leadership 1.1 Adopt a municipal carbon
neutrality plan in 2021. Administration Complete
On July 6th, 2021, the City adopted Lead by Example: A Plan for Carbon Neutral City Operations. Lead by
Example establishes a technical and financial approach to reduce the City’s municipal emissions to net
neutral by 2030. The plan builds on already completed work to inventory municipal greenhouse gas (GHG)
emissions, as well as ongoing and concurrent work to reduce operational GHG emissions. Lead by Example
identifies and schedules GHG reduction actions for the 2021-23, 2023-25, and 2025-27 Financial Plans. The
initial actions included in the 2021-23 Financial Plan are being implemented by various responsible
departments. The plan provides clear direction on the actions to be pursued for 2023-27. The City will
initiate the next update to Lead by Example in Fiscal Year 2024-25.
Leadership 2.1
Include carbon neutrality, social
equity, and a focus on developing
a green local economy in the
updated Economic Development
Strategic Plan.
Administration In
progress
The Economic Development Strategic Plan (EDSP) is included as a funded item in the proposed 2021-23
Financial Plan and was scheduled to be updated in 2021. However, due to COVID -19, it was postponed to
fiscal year 2022-23. The most current version of the EDSP, expected to be adopted in early 2023, will
include a special focus on alignment with the community’s sustainability and social equity goals. This action
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Foundational
Action Action Description Responsible
Department
Current
Status Action Progress
will ensure that efforts to grow our economy will also advance carbon neutrality, social equity, and a green
local economy.
Leadership 2.2 Research methods to support local
contractors and labor. Administration Complete
Staff continue to research best practices for supporting a green local economy and local contractors and
labor. The City is working with regional organizations including the Workforce Development Board, 3C-REN,
and REACH in support of workforce training opportunities to support the green transition.
Leadership 3.1
Create a formal approach to
support and empower community
collaboration for climate action.
Administration Complete
The City and the SLO Climate Coalition—a community based organization whose mission is to bring
together community expertise, creativity, and resources to champion high impact regional climate
solutions—entered into a Memorandum of Understanding (MOU) regarding community collaboration for
climate action in 2017. This MOU was updated in 2020, and currently states that the coalition will “be a
primary voice in the community to engage the public and promote the Cit y’s climate action efforts and
organize community education and collaboration to inform residents and businesses about greenhouse gas
reducing opportunities.” In addition to this formal relationship, in 2022, the City engaged over 30
stakeholders from local organizations, businesses, and agencies in a series of community forums to
advance climate action. These forums facilitated in-depth discussions on key climate-related issues within
the community and produced many of the updated actions presented in CAP Volume 3. The connections
formed through these forums have led to subsequent collaboration on grant applications, community events,
and other projects to advance climate action in the city.
Clean Energy
1.1
Launch Monterey Bay Community
Power and achieve a 98 percent
participation rate while advocating
for programs that support equity
and achieve maximum local
benefit.
Community
Development Ongoing
The City officially joined Central Coast Community Energy (CCCE; formerly Monterey Bay Community
Power) in December of 2018 and began receiving service on January 1, 2020. As of December 2021, the
City of San Luis Obispo’s participation rate with CCCE is 98.2 percent of all eligible customers representing
97.01 percent of all eligible load. In 2020 and 2021, City staff supported community members in receiving
over $1 million dollars in rebates and incentives for efficiency and electrification projects from CCCE. The
City also provided input to CCCE through its role on CCCE’s Policy board and will continue represent the
City of San Luis Obispo and the City of Morro Bay on the agency’s Policy and Operations boards through
2023.
One technical update to the City’s energy goals is that the 2020 goal for carbon neutral elect ricity has
evolved due to changes in CCCE’s procurement of carbon offsets. Instead of procuring carbon offsets for
non-renewable energy generation, CCCE is investing in local renewable power generation facilities. While
near-term emissions estimates may be higher than forecasted as these facilities are being constructed,
focusing on growing local renewable energy capacity will enable the City to reach 100 percent renewable
electricity in the grid by 2030. The City’s commitment to achieving an ultra-low-carbon electricity grid and the
emissions assumptions for 2030 and 2035 have not changed.
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Foundational
Action Action Description Responsible
Department
Current
Status Action Progress
Clean Energy
2.1
Work with MBCP and PG&E to
develop a regional grid reliability
strategy.
Administration Ongoing
Through initial research on this topic, the City has learned that substantial investments are already being
made to improve grid reliability. At all system levels—from the single building, to the distribution grid, to the
transmission grid—the state of California, CCCE and PG&E, the City, and community m embers are working
rapidly to increase resilience of the electrical system. Grid reliability is emerging as a key focus area and is
foundational to the City’s Climate Action Plan and the forthcoming update to the Safety Element of the
General Plan. Current grid reliability work includes:
The City has and will continue to seek funding with CCCE for front-of-meter on-site solar and
storage at key sites throughout the community. As of February 2022, CCCE is reviewing two
proposals for front-of-meter storage projects in the city.
PG&E is supporting communities in building resilience through its Community Microgrid Enablement
Program, which provides technical support and cost offsets for the design and construction of
microgrids that provide power to critical facilities such as hospitals and fire stations during outages.
New development in San Luis Obispo is subject to the 2022 California Energy Code, which
mandates the construction of resilience measures such as panel capacity and space for battery
storage in single family residential buildings.
The City is supportive of piloting a demand response program that would coordinate decentralized
appliances across San Luis Obispo (ex: fridges, air conditioners) to reduce peak energy demand
spikes, thus reducing the use of expensive and GHG intensive peaking power plants.
Clean Energy
3.1
Partner with SoCal Gas to
research options for reducing
greenhouse gas emissions
associated with the existing
natural gas grid.
Administration Ongoing
The City has reached out to staff at SoCal Gas to identify collaboration opportunities to reduce GHG
emissions associated with the existing natural gas grid. While no opportunities have occurred yet, there are
several near-term research projects that SoCal Gas is conducting through California Energy Commission
and California Public Utilities Commission funding that the City may participate in.
Green
Buildings 1.1
Adopt and implement the Clean
Energy Choice Program for New
Buildings and review opportunities
for improvement in the 2022 code
cycle.
Administration,
Community
Development
Complete
The Clean Energy Choice Program for New Buildings was adopted in July 2020 and went into effect on
September 1, 2020. The Clean Energy Choice Program for New Buildings encouraged clean, efficient, and
cost effective all-electric new buildings through incentives and local amendments to the California Energy
Code. In its first year of operation (9/1/20 – 8/31/21), the program led to a substantial number of new all-
electric residential units (204 out of 333 units, 61 percent of total). The program also connected multi -family
and affordable housing developers with $844,000 in incentives supporting 502 new all -electric units, and the
City supported 89 visitors with technical resources to navigate the new program. This program was replaced
in July 2022 with the Clean Energy Program for New Buildings, which requires nearly all projects submitting
building permits on or after January 1, 2023, to be all-electric.
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Foundational
Action Action Description Responsible
Department
Current
Status Action Progress
Green
Buildings 2.1
Conduct comprehensive retrofit
program study and develop and
implement a strategic and equity
focused building retrofit program
by 2021.
Administration,
Community
Development
In
Progress
Staff have initiated a building retrofit program titled, “Green and Healthy Buildings,” to achieve the City
Council adopted goal of a 50 percent reduction in existing building emissions by 2030. The City’s approach
is to (1) research the community building stock to understand priority building types and to understand cost
effective retrofit, (2) complete pilot retrofits to confirm research and learn more about how retrofits could
work in the City, and (3) explore policy, regulatory, and market-based programs to support retrofits at the
scale assumed in the Climate Action Plan. Staff spent 2021 identifying resources and selecting project
partners to develop the building retrofit program. To date, the City has:
Partnered with Bloc Power and received a $200,000 grant to directly invest in pilot projects and
establish a community retrofit working group. The City and Bloc Power are in conversation with
affordable housing providers to conduct pilot retrofits. The current scope includes replacing natural
gas water heaters and space conditioning equipment with electric heat pump appliances in dozens
of affordable housing units, with implementation scheduled in 2023. Bloc Power is also developing a
comprehensive emissions profile inventory of the City’s public and private buildings.
Worked with XeroHome to model the emissions profile of all single-family homes. The XeroHome
platform will enable City staff and community members to understand the cost effectiveness of
certain decarbonization measures in different subsets of buildings based on local conditions.
Participated, along with RACE Matters SLO, in the Rocky Mountain Institute’s Equitable Building
Decarbonization California learning cohort. Staff co-learned with RACE Matters SLO staff and eight
other California jurisdictions and their equity partners about equitable building electrification retrofits
throughout 2022.
While the City has made substantial progress on parts of program development, direct support for retrofits is
behind schedule and the City needs accelerated action to get back on track to reach its goal of reducing
existing building emissions 50 percent by 2030.
Connected 1.1
Establish a consistent method for
tracking and reporting mode split
metrics.
Public Works Complete
The City conducts a Household Transportation Survey of San Luis Obispo residents every other year, which
will serve as the consistent method for tracking and reporting on mode split metrics. The survey also
captures additional performance metrics defined in the Active Transportation Plan. Complementary data
sources such as the American Communities Survey, will also continue to be used.
Connected 1.2
Research and develop an
approach to a “Mobility as a
Service” platform for people to
easily use all modes of low carbon
mobility in the City.
Administration,
Public Works Delayed
As part of the proposed 2021-23 Financial Plan, staff have initiated a Transit Innovation Study to explore
innovative transit options including: a “Mobility as a Service” platform, on-demand deviated routes, micro-
transit, bus rapid transit, a “free to the user” ridership program, and other ideas as called for in Connected
Communities tasks 1.2, 4.2, 4.3, and 4.4.
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Foundational
Action Action Description Responsible
Department
Current
Status Action Progress
Connected 2.1
Complete Active Transportation
plan and begin implementation
immediately.
Public Works Ongoing
The City adopted the Active Transportation Plan in February 2021 and has since been rapidly implementing
active transportation projects across the community. Completed projects include the Railroad Safety Trail
Bridge connecting Phillips Street to Pepper Street, protected bike lanes on Marsh Street and Higuera, and a
Pedestrian Hybrid Beacon on Broad Street at Woodbridge, among others.
Connected 2.2 Launch micro mobility program by
2021. Public Works Delayed
In December 2020, City Council directed staff to pause this work due to concerns about operating in a
COVID setting. Staff have plans to reevaluate options for a micro mobility program for fiscal year 2022-23,
with potential for program launch as part of the 2023-25 Financial Plan.
Connected 3.1
Establish a policy and strategic
approach to leveraging existing
and new parking garages for
downtown residential and visitor
serving uses and to allow for
further implementation of the
Downtown Concept Plan.
Administration,
Public Works
In
Progress
Staff continue to collaborate across departments to ensure that downtown parking strategies implement the
Downtown Concept Plan and achieve the goals in the Climate Action Plan. The Parking Division continues
to operate innovative programs to support optimal use of the City’s parking garages and there have been
extensive internal conversations about how the new garage at Palm and Nipomo can be used to support
downtown housing and provide afterhours EV charging to downtown residents. Currently, there is an ad hoc
approach to integrating electric vehicle chargers into existing parking garages, and new parking garages are
required to include chargers to comply with the City's Zoning Code. However, staff have plans to establish a
policy that addresses the distribution of Level 2 and Level 3 chargers in parking lots and garages as part of
the 2023-25 Financial Plan.
Connected 4.1
Develop transit electrification
strategic plan and begin
implementing in 2020.
Public Works,
Administration In Progress
Staff have completed an internal electrification strategic plan and have made significant progress on
developing the infrastructure required to support an all-electric fleet at the bus yard. Two electric buses have
been purchased and staff expect to have a fully electric fleet by 2029.
Connected 4.2
Shorten transit headways through
accelerated implementation of the
existing Short-Range Transit
Plan.
Public Works Delayed
Given substantial COVID-19 impacts to ridership and labor shortages, the City has been unable to make
progress on shortening transit headways. However, as part of the proposed 2021-23 Financial Plan, staff
have initiated a Transit Innovation Study to explore innovative transit options including: a “Mobility as a
Service” platform, on-demand deviated routes, micro-transit, bus rapid transit, a “free to the user” ridership
program, and other ideas as called for in Connected Communities tasks 1.2, 4.2, 4.3, and 4.4. The
recommendations from the Transit Innovation Study will be incorporated into the updated Short -Range
Transit Plan.
Connected 4.3
Explore additional innovative
transit options in the 2022 Short-
Range Transit Plan (e.g., on-
demand deviated routes, electric
fleet expansion, micro transit, Bus
Public Works Delayed
As part of the proposed 2021-23 Financial Plan, staff have initiated a Transit Innovation Study to explore
innovative transit options including: a “Mobility as a Service” platform, on -demand deviated routes, micro-
transit, bus rapid transit, a “free to the user” ridership program, and other ideas as called for in Connected
Communities tasks 1.2, 4.2, 4.3, and 4.4. The recommendations from the Transit Innovation Study will be
incorporated into the updated Short-Range Transit Plan.
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Foundational
Action Action Description Responsible
Department
Current
Status Action Progress
Rapid Transit, Transit Signal
Priority).
Connected 4.4
Assess feasibility of a “free to the
user” transit ridership program.
Administration,
Public Works Delayed
As part of the proposed 2021-23 Financial Plan, staff have initiated a Transit Innovation Study to explore
innovative transit options including: a “Mobility as a Service” platform, on-demand deviated routes, micro-
transit, bus rapid transit, a “free to the user” ridership program, and other ideas as called for in Connected
Communities tasks 1.2, 4.2, 4.3, and 4.4. The recommendations from the Transit Innovation Study will be
incorporated into the updated Short-Range Transit Plan.
Connected 5.1
Complete the 2019-21 Housing
Element of the General Plan
Update and Flexible Zoning
Requirements for Downtown.
Community
Development Complete
In January 2020, the City received a grant of $160,000 to develop and adopt a flexible density program that
would allow for additional, smaller residential units (150 -600 sq. ft.) within the Downtown, Upper Monterey,
and Mid-Higuera planning areas. The City has completed an administrative draft ordinance and is
proceeding with environmental review to incorporate between 320-600 units under 600 sq. ft. into the
downtown areas. The project is scheduled to complete prior to the grant deadline of December 2022.
On November 17, 2020, the City Council adopted the 6th Cycle Housing Element that covers housing
policies and programs from 2020-2028. Sustainable Housing is Goal 9 of the update and lists ten
sustainability-related policies and programs, including that residential development should promote
sustainability consistent with the Climate action Plan, and that the City will support programs that provide
financing for sustainable home upgrade projects such as installation of solar panels, heating and cooling
systems, water conservation, and windows to im prove the energy efficiency of the City’s existing housing
stock.
Connected 6.1
Develop and begin implementing
electric mobility plan to achieve a
goal of 40 percent electric vehicle
miles travelled (VMT) by 2035.
Administration,
Public Works
In
Progress
Implementation of this action is currently underway and will continue through 2035. The Climate Action Plan
originally envisioned a community-led planning process, but due to the complexity and scale of a full
community electric mobility plan, this project has not been initiated. At the regional scale, the Santa Barbara
County Association of Governments (SBCAG) recently won a substantial grant to support EV planning from
Monterey County to Santa Barbara County, with San Luis Obispo County included in the study.
Recent local progress supporting the installation of electric vehicle (EV) charging infrastructure in San Luis
Obispo includes:
EV charging infrastructure is required by the City's Zoning Code in all new development.
The City's public chargers are primarily located at the Marsh Street garage, with many more
planned for the new Palm/Nipomo garage and other City-owned properties.
Staff are working with a third-party vendor to install new public-facing EV chargers at additional City-
owned parking lots.
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Foundational
Action Action Description Responsible
Department
Current
Status Action Progress
Private property owners are installing charging infrastructure or are leasing space to third parties for
the same purpose (e.g., Tesla's charging banks at Madonna Inn and in the Target shopping
center).
The City is increasingly aware that the multifamily, affordable, and low-income building stock faces the
largest technical and resource barriers to installing charging stations and is currently researching strategies
for ensuring equitable access to EV charging infrastructure.
Circular
Economy 1.1
Adopt an ordinance requiring
organic waste subscription for all
residential and commercial
customers by 2022.
Utilities Complete On November 16th, 2021, the City adopted an ordinance requiring all residents and businesses to utilize
organic waste collection services by 2022.
Circular
Economy 1.2
Develop and implement program
to increase edible food rescue by
20 percent.
Utilities Complete Staff are supporting the Integrated Waste Management Authority (IWMA), which is leading this effort.
Circular
Economy 1.3
Develop and implement a waste
stream education program for
HOA/Property Managers and the
commercial sector.
Utilities Ongoing Staff are supporting the IWMA, who is leading this effort. The IWMA is implementing a targeted education
program for HOA/Property Managers of multifamily and commercial properties on an ongoing basis.
Circular
Economy 2.1
Update the Municipal Code solid
waste section and bin enclosure
standards.
Utilities Complete On November 16th, 2021, the City adopted an ordinance to revise the solid waste and recycling sections of
the Municipal Code Title 8, Health and Safety.
Circular
Economy 2.2
Develop and expand funding for a
Solid Waste section in the Utilities
Department.
Utilities Complete Funding for expanding the Solid Waste section was secured and a new management position was created.
Natural
Solutions 1.1
Conduct Carbon Farming Study
and Pilot Project in 2021. If
feasible, begin implementation by
2023.
Administration Ongoing
The Carbon Farming Study and Pilot Project were delayed one calendar year due to COVID -19. In 2022,
the City completed a carbon sequestration study with assistance from the Coastal San Luis Resource
Conservation District and implemented a pilot compost application project at Johnson Ranch Open Space
and a riparian planting and restoration project City Farm.
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Foundational
Action Action Description Responsible
Department
Current
Status Action Progress
Natural
Solutions 2.1
Prepare the City’s first Urban
Forest Master Plan by 2021 and
plant and maintain 10,000 new
trees by 2035.
Administration,
Public Works Ongoing
The Community Forest Plan was delayed one calendar year due to COVID-19 and completed in Fall of
2022. Despite the delayed release of the plan, ECOSLO and the Rotary de Tolosa club have taken early
lead on the goal to plant and maintain 10,000 new trees by 2035. In addition, the City’s tourism office
secured 1 percent of revenues from hotel bookings to dedicate to tree planting and maintenance efforts.
Administrative
Action 1
Implement Climate Action Plan
with an equity lens.
All
Departments Ongoing
Staff are committed to integrating equity considerations into all implementation projects on an ongoing
basis. The primary way the City has centered equity in its climate work is through the inter nal requirement
that all implementation action project plans include a detailed description of how the project will include
meaningful equity considerations. This has ensured that equity stays top of mind in project implementation.
Tangible results of this approach include:
Joining a collaborative learning process with Race Matters SLO to inform the City’s work on
efficiency and electrification retrofits in existing buildings.
Piloting building retrofit projects focused on affordable housing developers.
Enacting procedural equity throughout the CAP Volume 3 update and related stakeholder
engagement processes.
Administrative
Action 2
Monitor and report Plan
implementation.
Administration,
All
Departments
Ongoing This document serves as the Plan implementation monitoring report.
Administrative
Action 3
Regularly update the Climate
Action Plan. Administration Ongoing
This document serves as the first Climate Action Plan update since the Plan was adopted in 2020. The City
will conduct a full Climate Action Plan update beginning in January 2026, with adoption occurring by early
Calendar Year 2027.
Administrative
Action 4
Ensure transparency by reporting
greenhouse gas and climate
action information to public
disclosure programs.
Administration Ongoing
Staff have reported the annual Community Greenhouse Gas Emissions Inventory to public disclosure
programs, including the Carbon Disclosure Project (CDP) on an annual basis since 2019. Starting in 2023,
the City will disclose to CDP on a biennial basis.
Administrative
Action 5
Develop mitigation program for
new development to illustrate
consistency with the Climate
Action Plan.
Community
Development,
Administration
Completed Concurrent with the Climate Action Plan, the City also adopted a GHG checklist and local thresholds of
significance to ensure new development is consistent with the Climate Action Plan.
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Climate Action
Plan Update
Recommendations
1. Adopt a Resolution (Attachment A) to approve the Climate Action Plan Volume 3:
2023 -27 Work Program (Attachment B), including a finding that the action is
consistent with the previously adopted Initial Study/Mitigated Negative Declaration
for the 2020 Climate Action Plan for Community Recovery; and
2. Authorize staff to apply for grants that fund implementation of the 2023 -27
Climate Action Plan Work Program and authorize the City Manager to execute grant
agreements and related documents.
2
What is a Climate Action Plan?
Solar EV charger at City Hall 3
CAP Update Timeline
Solar EV charger at City Hall 4
Continuing to Implement the 2020 CAP
Solar EV charger at City Hall 4
FleetUpdate
Process
2023-27 Work Program
New Funding
Resources
Implementation
Progress
Community
Outreach
6
2020 CAP Implementation Progress
From 2020 through 2022 the City:
•Implemented capital projects and
pilots
•Adopted new policy and launched
new programs
•Completed key planning
documents
7
The City is generally on track with the assumptions made in the
2020 Climate Action Plan.
Implementation Examples
Solar EV charger at City Hall 8
Solar EV charger at City Hall
Community Engagement
9
New Funding Resources
•Inflation Reduction Act -Federal, $368 Billion
•Infrastructure Investment and Jobs Act -Federal, $1.2 Trillion
•California Climate Budget -State, $54 Billion
10
ADMINISTRATIVE ACTIONS
CAP Pillars
11
Fleet
Recent Accomplishments
•
•
•
Notable Future Tasks
→
→
→
Lead by
Example
12
FleetClean
Energy
Systems
Recent Accomplishments
•
•
•
•
Notable Future Tasks
13
Recent Accomplishments
•
•
Notable Future Tasks
FleetGreen
Buildings
14
FleetConnected
Community
Recent Accomplishments
•
•
•
Notable Future Tasks
15
FleetCircular
Economy
Recent Accomplishments
•
Notable Future Tasks
16
FleetNatural
Solutions
Recent Accomplishments
•
•
Notable Future Tasks
17
1. Implement Climate Action Plan with an equity lens
2. Monitor and report Plan implementation
3. Regularly update the Climate Action Plan
4. Ensure Transparency by Reporting […] to Public Disclosure Programs
5. Develop Mitigation Program for New Development […]
6. Pursue grants opportunistically and strategically (New)
7. Engage in legislative and regulatory advocacy (New)
Administrative Actions
18
Next Steps
•Continue implementing the 2020 CAP and the 2021 -23
Climate Action Major City Goal
•Support the 2023 -25 Financial Plan Process through
June 2023
19
Recommendations
20
1. Adopt a Resolution (Attachment A) to approve the Climate Action Plan Volume 3:
2023 -27 Work Program (Attachment B), including a finding that the action is
consistent with the previously adopted Initial Study/Mitigated Negative Declaration
for the 2020 Climate Action Plan for Community Recovery; and
2. Authorize staff to apply for grants that fund implementation of the 2023 -27
Climate Action Plan Work Program and authorize the City Manager to execute grant
agreements and related documents.
THANK YOU!