HomeMy WebLinkAboutItem #1 - 2017 General Plan Annual Report
PLANNING COMMISSION AGENDA REPORT
SUBJECT: Planning Commission consideration of the 2017 General Plan Annual Report
PROJECT ADDRESS: Citywide BY: Cara Vereschagin, Planning Technician
Phone Number: 781-7596
e-mail: cvereschagin@slocity.org
FILE NUMBER: N/A FROM: Xzandrea Fowler, Deputy Director
RECOMMENDATION: Forward the 2017 General Plan Annual Report to the City Council for
consideration.
SUMMARY: Each year, the City publishes an Annual Report on the status of its General Plan and
the actions taken to implement it during the past year (Attachment 1). The General Plan Annual
Report is developed to comply with state law, which says that “the planning agency shall …
provide an annual report to the legislative body on the status of the general plan and progress in
its implementation, including the progress in meeting its share of regional housing needs…”
(California Government Code §65400). The General Plan Annual Report also implements City of
San Luis Obispo’s General Plan Land Use Element Policy 11.3.
1.0 COMMISSION’S PURVIEW
The Planning Commission provides input on long range planning efforts, such as specific plans,
community plans and all the elements of the General Plan. The purpose of this agenda item is to
provide an opportunity for the Planning Commission to review the proposed 2017 General Plan
Annual Report and for staff to gather Commission input and recommendations before forwarding
the final report to the City Council for consideration.
2.0 BACKGROUND
According to Land Use Element Policy 11.3 the City shall prepare an annual report on the status
of the General Plan, which is to include the following items:
A) A summary of private development activity and a brief analysis of how it helped meet
General Plan goals;
B) A summary of major public projects and a brief ana lysis of how they contributed to meeting
General Plan goals;
C) An overview of programs, and recommendations on any new approaches that may be
necessary;
Meeting Date: March 28, 2017
Item Number: 1
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2017 General Plan Annual Report
D) A status report for each General Plan program scheduled to be worked on during that year,
including discussion of whether that program's realization is progressing on schedule, and
recommendations for how it could better be kept on schedule if it is lagging;
E) A status report on how the City is progressing with implementing its open space
preservation policies and programs;
F) Updated population or other information deemed important for the plan.
The General Plan Annual Report is an opportunity for the City to keep the General Plan current
by reflecting on how well the Plan continues to meet the City’s goals and objectives. It is also an
opportunity to review how well the programs identified in the Plan are being implemented and to
determine if programs are still relevant or if priorities should be reassigned.
In addition, assessment of the implementation of the General Plan informs the City Council about
the availability of resources and about programs and projects that might be initiated as the City
develops a new financial plan. During the budgeting process, the City Council reviews the progress
being made to implement the General Plan and decides whether or not to move forward with
additional work program items over the next two years.
3.0 DISCUSSION
The General Plan contains an array of policies and implementing programs covering most types
of City actions. The General Plan Annual Report touches on the major programs that saw activity
in 2017. The report is organized around the following key implementation areas:
• General Plan Updates
• Planning and Building Activity
• Housing and Residential Growth
• Nonresidential Growth
• Specific Plan Implementation and Development
• Water Supply
• Historic Preservation
• Circulation
• Safety
• Neighborhood Wellness
• Open Space Protection
• Parks and Recreation
The 2017 Annual Report also includes a discussion of the following:
• Plans Under Development
• Climate Action Plan Implementation
• Economic Development
• New Policy Initiatives
In 2017, work continued implementing programs in the Land Use and Circulation Elements
(LUCE), such as such as the Downtown Concept Plan, residential developments, the Sign
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2017 General Plan Annual Report
Regulations, Neighborhood Matching Grants, Mission Plaza Master Plan, and the Zoning
Regulations Update, among many others. Staff also worked to implement programs in the City’s
Housing Element, which included establishing a possible workforce housing affordability level,
preliminary work on a workforce housing ordinance, and further research of City-owned parcels
for housing development. The update of the Parks and Recreation Element began in 2017, as well,
when City Council approved the Project Plan and Request for Proposals (RFP) in November.
Development activity remained strong in 2017 even though there were only 392 permits issued,
which was 176 less than in 2016. However, the number of plan check applications submitted
increased by 28 applications from 2016.
Based on the Community Development Department’s running total of residential construction
permits (as shown in Table 6 on page 20) the annual growth rate in 2017 was 0.53 percent, which
includes new single-family and multi-fa mily market-rate residential construction. This is well
within the limit of the one percent annual residential growth rate identified in the Land Use
Element. The five-year average growth rate was at 0.46 percent. Final building permits that were
issued in 2017, expressed that 53,518 square feet of net new non-residential floor area was also
added to the City in 2017 – a slight decrease from 2016.
Updated employment numbers provided from SLOCOG highlighted the jobs housing balance in
the City of San Luis Obispo and concluded that the City is currently experiencing a jobs housing
imbalance. The updated data depicted the jobs to housing ratio at 2.4:1 for 2017, which remained
the same from 2016. Table 10 provides the current statistics.
Table 10 - Current Jobs/Housing Balance
Estimated jobs in City limits 50,985
Housing units 21,286
Jobs to housing ratio 2.4:1
Cal Poly jobs (not in City) 3,000
California Men's Colony jobs (not in City) 1,517
Jobs to housing ratio including neighboring
major employers (CP and Men’s Colony) 2.7:1
Sources: SLOCOG 2050 Draft Regional Growth Forecast. San Luis
Obispo Chamber of Commerce Major Employers, 2017. CMC,2015;
Community Development Department, 2017; Capital Facilities Fee
Nexus Study, March 2018
The FY 2015-17 and 2017-19 Housing, Open Space, and Transportation Major City Goals resulted
in a significant amount of activity in these General Plan program areas. Housing and residential
growth program accomplishments are highlighted below.
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2017 General Plan Annual Report
Table 8 - Affordable Housing Project Highlights from 2017
Project Affordable
Units Status Special Notes
860 On the
Wye
19 (10 units
set aside for
homeless
veterans)
Project as been completed
and all units are now
occupied.
On June 27, 2017, HASLO celebrated the
project’s grand opening. Assemblyman
Jordan Cunningham’s office presented
certificates of appriciation to all the veterns
who received housing.
Iron Works 46
Construction kicked off in
early 2017 and is on track
for completion in Fall
2018.
This mixed-use project located at 3680 Broad
Street is being devevloped by HASLO. The
City has awarded a $920,000 AHF award to
the project.
Bishop
Street
Studios
34
All entitlements for this
new affordable housing
development were
awarded in late 2016.
HASLO aims to apply for
low income housing tax
credits in Spring 2018.
HASLO and Transitions Mental Health
Assocation have teamed up to renovate the
existing Sunny Acres building and create
new affordable housing for TMHA clients.
22 Chorro 4
All entitlements were
awarded in early 2017 for
the complex. Constuction
is expected to be
completed in 2018.
The 27-unit project located at Chorro Street
and Foothill Boulevard will provide 4 studio
apartments, deed-restricted for very-low
income households.
71 Palomar 4
All planning entitlements
were comleted in April
2017. Constrution is
expected to begin in early
Summer 2018.
The 29-unit project will provide 4 studio
apartments, deed-restricted for very-low
income households.
Courtyard
at the
Meadows
36
Courtyard at the
Meadows, HASLO’s new
affordable housing
development in the Serra
Meadows Tract was fully
entitled in Fall 2016.
HASLO will apply for tax credits in Spring
2018 and hopes to begin construction by
Winter 2018. The City projects to grant an
AHF award of $630,000 to assist with
construction costs.
Orcutt Area 73
Staff has entered into
affordable housing
agreements for two
separate subdivisions in
the Orcutt Area.
The Orcutt Area Specific Plan projects up to
1,000 units. At full build out, up to 150 new
affordable units will be created.
Margarita
Area 36
Courtyard at the
Meadows, HASLO’s new
affordable housing
development in the Serra
Meadows Tract was fully
The Margarita Area Specific Plan projects up
to 850 units. Up to 130 new affordable units
are expected at build out.
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2017 General Plan Annual Report
entitled in Fall 2016. Land
dedication for affordable
housing on the Toscano
Tract began in 2017.
San Luis
Ranch 68
Large development
proposing 580 residential
units, a hotel, and
commercial spaces
34 units are required to meet the residential
component pursuant to the City’s
Inclusionary Housing Ordinance. An
additional 34 units are required for the
commerical component, but can also be
satisfied by paying an in-lieu fee.
Avila
Ranch 67
Large development
proposing 720 residential
units and commercial
spaces
Projected that 32 units will be for lower
income households and 35 to be affordable at
the moderate income level. An addititional 4
units are required to satisfy the commercial
component, by either construction or
payment of an in-lieu fee
Circulation Element program accomplishments include SLO Transit’s increase in ridership,
transporting over 1.1 million rides during the fiscal year of 2016-17. SLO Transit also received
three new low-floor transit vehicles which will replace 2001 models, which will hopefully continue
to enhance ridership.
4.0 CONCLUSION
As the Community Development Department’s Long Range Planning Division leads the City in
the implementation and updating of the General Plan, it also take s the lead in the update of the
General Plan Annual Report. However, staff from all City departments contributed significantly
to the report.
Any comments made by the Commission during review of the General Plan Annual Report will
be addressed by staff before the report is forwarded to the City Council for consideration. The
Planning Commission can also direct staff to provide the Commission with additional information
or analysis on specific topics from 2017 program implementation.
5.0 ALTERNATIVES
1. The Commission may direct staff to make revisions to the report, or to include additional
information, and forward it to the City Council.
2. The Commission may continue action if more information or more significant changes to
the report are needed before it can be forwarded to the City Council.
6.0 ATTACHMENTS
1. 2017 General Plan Annual Report
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2017
General Plan Annual Report
www.slocity.org
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Community Development Department
Our Mission Statement
Our mission is to serve all persons in a positive and courteous manner and help ensure that San
Luis Obispo continues to be a healthy, safe, attractive, and enjoyable place to live, work, or visit.
We help plan the City’s form and character, support community values, preserve the
environment, promote wise use of resources, and protect public health and safety.
Our Service Philosophy
The City of San Luis Obispo Community Development Department (CDD) staff provides high
quality service when you need it. We will:
• Listen to understand your needs;
• Give clear, accurate and prompt answers to your questions;
• Explain how you can achieve your goals under the City’s rules;
• Help resolve problems in an open, objective manner;
• Maintain high ethical standards; and
• Work to improve our service.
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Acknowledgements
City Council
Heidi Harmon, Mayor
Dan Rivoire, Vice Mayor
Carlyn Christianson
Aaron Gomez
Andy Pease
Planning Commission
Chuck Stevenson, Chair
John Fowler, Vice Chair
Hemalata Dandekar
Nicholas Osterbur
Ronald Malak
Mike Wulkan
Derek Johnson, City Manager
Katie Lichtig, Former City Manager
Project Manager
Cara Vereschagin, Planning Technician, Long Range Planning
Staff Contributors
Michael Codron, Community Development Director
Xzandrea Fowler, Deputy Director, Long Range Planning
Doug Davidson, Deputy Director, Development Review
Adam Fukushima, Active Transportation Manager
Alexander Fuchs, Parking Services Supervisor
Andrew Collins, Facilities Maintenance Supervisor
Bob Hill, Interim Deputy Director, Office of Sustainability
Brian Leveille, Senior Planner
Cassia Cocina, Permit Services Coordinator
Chris Staley, Police Captain
Christine Wallace, Neighborhood Services
Devin Hyfield, Recreation Supervisor
Doug Carscaden, Recreation Supervisor
The 2017 General Plan
Annual Report was
prepared by the
Community Development
Department for review
by the Planning
Commission and
acceptance by the City
Council. The Community
Development
Department’s Long-
range Planning Division
often takes the lead for
staff work involving the
General Plan. However,
all City departments and
advisory bodies are
involved in General Plan
implementation and have
contributed to the 2017
General Plan Annual
Report.
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Freddy Otte, Biologist
Gamaliel Anguiano, Transit Manager
Garret Olson, Fire Chief
Greg Hermann, Interim Deputy City Manager
Hal Hannula, Supervising Civil Engineer
Ivana Medina, Administration Intern
John Mezzapesa, Code Enforcement Officer
Jeff Hendricks, Parks Maintenance Supervisor
Jennifer Metz, Utilities Project Manager
Jennifer Rice, Transportation Planner/Engineer II
Kip Morais, Planning Technician
Kyle Bell, Associate Planner
Kyle Van Leeuwen, Planning Technician
Melissa Mudgett, Recreation Manager
Molly Cano, Tourism Manager
Pam Ouellette, WRRF Chief Operator
Rodger Maggio, Fire Marshal
Shawna Scott, Associate Planner
Tyler Corey, Principal Planner
Vanessa Nichols, Permit Technician
Victoria Tonikian, Administrative Assistant
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Table of Contents
List of Figures and Tables .............................................................................................................................. 7
Introduction .................................................................................................................................................. 8
Background ................................................................................................................................................... 9
General Plan Element Updates ................................................................................................................... 11
Community Development Department ...................................................................................................... 13
Customer Service/Process Improvements ..................................................................................... 13
Coordination with Other Agencies ................................................................................................ 13
Planning and Building Activity..................................................................................................................... 15
Yearly Planning Application Trends ............................................................................................... 15
Monthly Planning Application Trends ............................................................................................ 15
Valuation of Construction .............................................................................................................. 18
Housing and Residential Growth ................................................................................................................ 19
Quantified Objectives .................................................................................................................... 21
Affordable Housing ........................................................................................................................ 22
Funding and Grant Programs ......................................................................................................... 24
Homeless Services Support ............................................................................................................ 25
Non-Residential Growth ............................................................................................................................. 26
Commercial and Industrial Growth Management ......................................................................... 28
Jobs-Housing Balance .................................................................................................................... 29
Specific Plan Implementation and Development ....................................................................................... 30
Margarita Area Specific Plan .......................................................................................................... 30
Orcutt Area Specific Plan ............................................................................................................... 30
Avila Ranch Development Plan ...................................................................................................... 31
San Luis Ranch Specific Plan .......................................................................................................... 32
Madonna on LOVR Specific Plan (Froom Ranch Specific Plan) ...................................................... 33
South Broad Street Area Plan ........................................................................................................ 34
Downtown Concept Plan Update .................................................................................................. 35
Plans Under Development .......................................................................................................................... 36
Mission Plaza Master Plan ............................................................................................................. 36
Zoning Regulations Update ............................................................................................................ 37
Sign Regulations Update ................................................................................................................ 38
Public Infrastructure Financing ...................................................................................................... 38
Climate Action Plan ..................................................................................................................................... 39
Municipal Actions .......................................................................................................................... 39
City and Community Partner Actions ............................................................................................. 40
Economic Development .............................................................................................................................. 42
Break Down Barriers to Job Creation ............................................................................................. 42
Actively Support Knowledge & Innovation .................................................................................... 43
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Promote and Enhance Quality of Life ............................................................................................ 43
Homestay Rentals .......................................................................................................................... 45
New Policy Initiatives .................................................................................................................................. 46
Proposition 64: Adult Use of Marijuana Act .................................................................................. 46
Sustainability Efforts ...................................................................................................................... 47
Historic Preservation ................................................................................................................................... 48
Historic Properties Mapping Information ...................................................................................... 48
Cultural Heritage Committee ......................................................................................................... 48
Water Supply ............................................................................................................................................... 49
Water Conservation ....................................................................................................................... 50
Circulation ................................................................................................................................................... 51
Transportation Improvements ....................................................................................................... 51
Neighborhood Traffic Management (NTM) ................................................................................... 53
Transit ............................................................................................................................................ 53
Parking Management ..................................................................................................................... 54
Safety ....................................................................................................................................................... 55
Emergency Preparedness and Response: Fire Department .......................................................... 55
Hazard Mitigation: Fire Department .............................................................................................. 56
Staff Training: Police Department .................................................................................................. 56
Staff Training: Fire Department ..................................................................................................... 57
Mutual and Automatic Aid: Police ................................................................................................. 57
Mutual and Automatic Aid: Fire ..................................................................................................... 58
Community Action Team (CAT) ...................................................................................................... 59
Multi-Dwelling Property Inspection Program ................................................................................ 59
Fire and Life Safety Inspections ..................................................................................................... 59
Hazardous Materials Inspections ................................................................................................... 59
Vegetation Management ............................................................................................................... 60
Critical Facilities Locations and Reducing Structural Hazards ........................................................ 60
Neighborhood Wellness .............................................................................................................................. 61
Neighborhood Matching Grants .................................................................................................... 61
Neighborhood Outreach – Police Department .............................................................................. 63
Open Space Protection ............................................................................................................................... 64
Parks & Recreation ...................................................................................................................................... 66
Collaborative Programs.................................................................................................................. 66
SLO Skate Park ............................................................................................................................... 68
Historic Jack House and Gardens ................................................................................................... 68
Volunteers & Training .................................................................................................................... 69
Open Space Maintenance .............................................................................................................. 69
Park Improvement Projects ........................................................................................................... 70
Public Art Program ......................................................................................................................... 72
Conclusion ................................................................................................................................................... 73
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List of Figures
Figure 1 - Total Planning Applications Received per Calendar Year ............................................. 15
Figure 2 - Total Planning Applications Received Per Month by Calendar Year ............................ 16
Figure 3 - Housing Unit Construction Based on Permits Finaled .................................................. 21
Figure 4 - Net Annual Growth Rates of Non-Residential Sectors (2005–2017) ............................ 26
List of Tables
Table 1 - Building Permits Issued 2014-2017 Comparison ........................................................... 17
Table 2 - Building Division Project Statistics, 2014-2017 Comparison ......................................... 17
Table 3 - Valuation of Construction, 2014-2017 Comparison ...................................................... 18
Table 4 - Housing & Population .................................................................................................... 19
Table 5 - One Percent City Population Growth Projection (From LUE Table 3) ........................... 19
Table 6 - Residential Units Added to the City (01/01/08 – 12/31/17) ......................................... 20
Table 7 - Progress Towards Meeting Quantified Objectives (01/01/14 to 6/30/19) ................... 22
Table 8 - Affordable Housing Project Highlights from 2017 ......................................................... 23
Table 9 - 2017 Projects Under Review with Non-Residential Square Footage ............................. 26
Table 10 - Current Jobs/Housing Balance ..................................................................................... 29
Table 11 – City Water Resource Availability ................................................................................. 49
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Introduction
The General Plan is a comprehensive statement of the City’s goals and how those goals will be
achieved over the long-term. Policies and programs in the General Plan provide guidance to the
public, staff and decision-makers on development-related issues. The General Plan is adopted
and amended by the City Council, after considering recommendations by citizens, appointed
advisory bodies, other agencies, and City staff.
Each year, the City publishes an Annual Report on the status of its General Plan and provides an
overview of actions taken to implement the Plan during the past year, as provided by California
Government Code Section 65400. This report is provided to help citizens and City officials gauge
progress towards achieving the City’s stated goals and objectives. It is also an opportunity to
review how well the Plan’s programs are being implemented. The Annual Report fulfills the
requirements of State law, and the General Plan itself. According to Land Use Element Policy 11.3
the City shall prepare an annual report on the status of the General Plan, which is to include the
following items:
A) A summary of private development activity and a brief analysis of how it helped meet
General Plan goals;
B) A summary of major public projects and a brief analysis of how they contributed to
meeting General Plan goals;
C) An overview of programs, and recommendations on any new approaches that may be
necessary;
D) A status report for each General Plan program scheduled to be worked on during that
year, including discussion of whether that program's realization is progressing on
schedule, and recommendations for how it could better be kept on schedule if it is
lagging;
E) A status report on how the City is progressing with implementing its open space
preservation policies and programs;
F) Updated population or other information deemed important for the plan.
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Background
State law requires each city and county to adopt a general
plan that addresses seven topics, typically referred to as
“elements.” Additional topics, or general plan elements,
may be included. The law also requires general plans to be
comprehensive, internally consistent and provide a long-
term perspective. The Governor’s Office of Planning and
Research publishes General Plan Guidelines, which
includes the following general plan basics:
1. Geographic Comprehensiveness: The general plan
must cover all of the territory within the
jurisdiction’s boundaries.
2. Regionalism: The general plan must take into
account regional plans for transportation, air
quality and water quality, and must spell out
measures needed to meet federal or state
standards for the region.
3. Issue Comprehensiveness: General plans must
address the jurisdiction’s physical development
over the long term, but because the general plan is
the most comprehensive expression of the general
welfare, it should also recognize social and
economic concerns.
4. Internal Consistency: All of the general plan
elements must be internally consistent. Each
element’s data, analyses, goals, policies and
programs must be consistent and complement one
another. This includes consistency with area plans
and specific plans.
5. Long-Term Perspective: The general plan must
address the welfare of current and future
generations, although the time-frames may vary
among the different elements. The Housing
Element, for instance, must be updated every five
years.
City of
San Luis Obispo
General Plan
Elements
Land Use
Update Adopted
December 2014
Circulation
Update Adopted
December 2014
Housing
Update Adopted January
2015
Conservation and
Open Space
Revised 2014
Safety
Revised 2012
Parks and Recreation
Adopted 2001
Water and Wastewater
Revised 2016
Noise
Adopted 1996
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State law says a City’s general plan should be kept current. The City of San Luis Obispo does this
through this annual review process, comprehensive updates, and through amendments. Updates
to entire elements are done as needed and include a look at underlying conditions and
preferences. Amendments are typically smaller in scope and involve changing one part in a way
that fits within the overall framework. Consideration of amendments are triggered by private
applications or by direction from the City Council.
Changes to the City of San Luis Obispo General Plan require hearings by the Planning Commission
and by the City Council. The type of notice provided for the hearings depends on the type of
proposed change, but always includes a descriptive item on the meeting agenda, which is
published in the newspaper. The City’s website and public access television channel provide
additional information.
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General Plan Element Updates
Land Use and Circulation Elements
The update of the Land Use and Circulation Elements
(LUCE) of the General Plan was approved by the City
Council on December 9, 2014.
In 2017, work continued implementing programs in the
updated Land Use and Circulation Elements, such as the
Downtown Concept Plan, residential developments, the
Sign Regulations, Neighborhood Matching Grants, Mission
Plaza Master Plan, and the Zoning Regulations Update,
among many others.
Housing Element
On January 20, 2015, the City Council adopted an update
to the City’s Housing Element that will guide City housing
actions through 2019.
Throughout 2017, staff worked to implement programs
which included establishing a possible workforce housing
affordability level, preliminary work on a workforce
housing ordinance, further research of City-owned parcels
for housing development, and the continued use of
Federal, State and local funds for development and
rehabilitation of affordable housing.
Parks and Recreation Element Update
In 2017, the City Parks and Recreation and Community
Development Departments initiated the Parks and
Recreation Element and Master Plan Update. The Parks
and Recreation Commission reviewed and provided
feedback on the Project Plan for the Update on September
6th and October 4th and recommended the City Council
approve the Project Plan. On November 7, 2017, the City
Council approved the Project Plan and Request for
Proposals (RFP) for consultant services to assist staff with
the preparation of the Update, and authorized staff to
advertise for proposals. The RFP was released on
November 28 and proposals were received for review and
ranking by December 6, 2017.
This General Plan
Annual Report falls
between a transitional
Financial Plan period,
thus the Major City
Goals for both FY 2015-
17 and FY 2017-19
include:
FY 15-17 Major City
Goals:
Protect and maintain open
space.
Implement the Housing
Element, facilitate
workforce, affordable,
supportive and
transitional housing
option, including support
for needed infrastructure
within the City’s fair
share.
Prioritize implementation
of the Bicycle Master Plan
and improve and maintain
bicycle, pedestrian, and
transit facilities.
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The purpose of the update of the City’s Parks and
Recreation Element and Master Plan is to address current
and future needs for the City of San Luis Obispo’s parks,
recreation facilities, programs and services consistent with
the objectives outlined in the adopted 2017-2019 financial
plan. The program of work will include a Community
Needs Assessment, illustrative maps, and a prioritized
action plan to ensure the most effective use of future
community resources. The public will be engaged in a
positive and creative way so that the results are
representative of community values, desires, and needs.
FY 17-19 Major City
Goals:
Housing – Facilitate
increased production of
all housing types designed
to be economically
accessible to the area
workforce and low and
very low-income
residents, through
increased density and
proximity to
transportation corridors
in alignment with the
Climate Action Plan.
Multi-Modal
Transportation –
Prioritize implementation
of the Bicycle Master
Plan, pedestrian safety,
and the Short-Range
Transit Plan.
Climate Action –
Implement Climate Action
Plan, assess requirements
to achieve a “net-zero
carbon City” target, and
implement cost-effective
measures, including
implementation of a
Sustainability
Coordinator and
formation of a Green
Team.
Fiscal Sustainability and
Responsibility - Continue
to implement the City’s
Fiscal Responsibility
Philosophy with a focus
on economic development
and responsiveness,
unfunded liabilities, and
infrastructure financing.
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Community Development Department
Customer Service/Process Improvements
The Community Development Department continued to implement its Organizational
Assessment focusing on monitoring the effectiveness of process improvements and performance
tracking. Staff prepared and implemented a development review process improvement plan to
improve the efficiency and reduce the amount of time and resources required from other City
departments during the entitlement phase of development review. For example, minor planning
applications are not initially sent to
other departments for review at intake.
For these minor applications Planning
staff is screening these applications for
routing at our internal staff meetings,
significantly reducing the number of
applications that get routed to other
departments while also reducing by
half our initial project completeness
review timeframes. Other upcoming
related tasks to improve customer
service and the development review
process include utilizing “dashboards”
to display the status of projects and
finalizing our Key Performance
Indicators (KPI’s), which will be posted
on the City’s website.
Improving customer service and the development review process are helping to carry out one of
the major goals of the City Economic Development Strategic Plan: streamlining the process and
removing barriers to job creation. The Developers Roundtable – a cross-representation of local
architects, engineers, planners, and project representatives – has been a valuable partner in
reviewing process improvements. The Council’s Major City Goal of Housing for the 2015-17
Financial Plan further places emphasis on the need to be effective and efficient in the review of
engineering, planning, and building permit applications.
Coordination with Other Agencies
In addition to City-initiated efforts to implement the General Plan, City staff responded to
development plans and applications from other agencies in 2017 and coordinated with other
agencies on General Plan priorities. Some examples include:
San Luis Obispo Council of Governments: In 2017, San Luis Obispo Council of Governments
(SLOCOG) began a multi-year process to concurrently prepare the 2019 Regional Transportation
Plan (RTP), the Sustainable Communities Strategy (SCS), and the Regional Housing Needs
Allocation (RHNA). In the Summer of 2017, SLOCOG formed a multi-jurisdictional Regional
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Housing Needs Allocation Working Group (RHNA WG). Through the Summer and Fall of 2017 the
City participated in the RHNA WG and provided SLOCOG with updated data regarding
development projects, transportation projects, accessory dwelling units, and progress towards
meeting the City’s current RHNA targets. The City’s participation in this work effort will continue
through 2019 and will ultimately lead to the update of the City’s Housing Element in 2020.
City staff conducted an exhaustive review of the Draft Environmental Impact Report (DEIR) for
the Cal Poly Master Plan Update and the Slack and Grand Residential Neighborhood Project. City
staff comments culminated in a comprehensive letter to Cal Poly, touching on concerns with the
impact of the planned growth on City services, and potential fiscal impacts on City operations.
Cal Poly Master Plan 2035 & Slack and Grand
Residential Neighborhood Project: City staff
conducted an exhaustive review of the Draft
Environmental Impact Report (DEIR) for the Cal
Poly Master Plan Update and the Slack and Grand
Residential Neighborhood Project. Each City
Department reviewed areas of the DEIR based on
expertise or areas where Cal Poly and the City
have service agreements. City staff comments
culminated in a comprehensive letter to Cal Poly,
touching on concerns with the impact of the
planned growth on City services, and potential
fiscal impacts on City operations.
Airport Land Use Commission (ALUC): City staff
continued to actively participate in the update of
the San Luis Obispo County Regional Airport Land
Use Plan in 2017. In September 2017, City
representatives participated in the first Airport
Advisory Collaborative (AAC) meeting, where they reviewed the final draft report of the Airport
Land Use Plan (ALUP) Amendment comparative analysis and recommendations. The AAC
provided comments to the ALUC staff and consultant team encouraging further refinement of
the configurations of safety areas, land use policies for infill and mixed-use development,
definitions of uses, and noise contours to existing and anticipated changes to airport operations.
It is anticipated that the AAC will convey again in early 2018 to finalize their recommendations
for ALUC consideration. One of the key recommendations was the formation of a SLO Airport
Technical Advisory Collaborative (TAC) that would provide technical advice to the ALUC on the
update of the San Luis Obispo County Regional Airport Land Use Plan (ALUP).
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General Plan Annual Report 2017
15
Planning and Building Activity
Application totals are tracked monthly and maintained on a calendar and fiscal year basis.
Reports are broadly distributed both within the City and to outside organizations. Tracking of
applications and permits serves as an indicator of development trends and a tool for budget
forecasting.
Yearly Planning Application Trends
Planning applications include: use permits, architectural reviews, subdivisions, zoning
amendments, and administrative actions. Figure 1 below shows planning application totals since
2005. The figure highlights the historic highs of the 2005 and 2006, and the effects of the
following economic downturn and recovery. On average, over 300 planning application have
been filed per year, for the last four years.
Figure 1 - Total Planning Applications Received per Calendar Year
Source: Community Development Department, 2017
Monthly Planning Application Trends
Figure 2 shows planning applications received on a monthly basis for the last 4 years and the
average since 2007. While 2017 saw fewer applications received in September than previous
years, applications received increased going into October and into November. This is an unusual
pattern for any year in the last 10 years and may indicate a busy 2018 for other Community
Development divisions such as Building and Public Works/Engineering.
0
50
100
150
200
250
300
350
400
2005200620072008200920102011201220132014201520162017364 353
315
243
185 202 182 194
259
338 316 306 292
Number of ApplicationsPC1 - 20
General Plan Annual Report 2017
16
Figure 2 - Total Planning Applications Received Per Month by Calendar Year
Source: Community Development Department, 2017
The Community Development Department uses trends and adjusts staffing to correspond to
current development activity. When application numbers decreased during the recession, staff
levels were reduced commensurately. Staff levels have since increased to meet current demand.
Additionally, consultants have been brought on board to manage particularly large and complex
projects, such as Righetti Ranch, San Luis Ranch, and Avila Ranch. The application totals shown
in Figure 1 and 2 only capture numbers of applications and are not reflective of the size and
complexity of individual project applications. In addition to the three complex projects
mentioned above, the City is also processing other large projects in the Margarita and Orcutt
areas, as well as downtown mixed-use projects and large multi-family developments.
Building Permits and Plan Reviews
Building permits are issued for various projects ranging from the relatively simple (e.g. water
heaters, window change outs, reroofing, etc.) to the more complex projects (e.g. additions and
new buildings). Plan reviews are typically required for the more complex projects where it is
necessary to review proposed design documents for code compliance.
0
5
10
15
20
25
30
35
40
JanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberNumber of ApplicationsTotal Planning Applications Received
Per Month Calendar Year
AVG 2007-
2017
2014
2015
2016
2017
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General Plan Annual Report 2017
17
Table 1 - Building Permits Issued 2014-2017 Comparison
BUILDING PERMITS
ISSUED
2017 2016 2015 2014
permits units permits units permits units permits units
Single Family 105 105 55 42 151 157 79 97
Multi Family 10 44 11 51 16 75 22 115
Commercial 5 1- 10 11 37 60 5 -
Public-New Buildings
& Alterations 0 - 0 - - - 0 -
Residential
Additions/Alterations 190 2 - 3 306 8 230 1
Commercial
Additions/Alterations 82 - 150 3 186 5 162 -
Motel Rooms 0 - 0 183- 0 - - -
TOTAL 392 152 568 293 696 305 498 213
Source: Community Development Department, 2017
Table 1 depicts the number of building permits issued over the past 4 years. In 2017, 115 permits
were issued for single-family and multi-family projects, representing 149residential units.
Table 2 - Building Division Project Statistics, 2014-2017 Comparison
PROJECT STATISTICS 2017 2016 2015 2014
Plan Check Applications Submitted 1301 1273 935 675
Source: Community Development Department, 2016
Table 2 shows the number of plan check applications conducted by the Building Division over the
last four years. Plan checks have increased within the last 3 years and are expected to increase
throughout 2018. In 2016 the Building Division added a contract Assistant Permit Technician to
help with the continued rise of permit applications as well as utilizing plan review consultants for
the more complex and large projects such as Chinatown, SLO Brew, Garden Street Terrace, and
Pacific Courtyards. 2017 saw a marked increase in plan submittals for Accessory Dwelling Unit
(ADU) which is reflected in the applications. Although there was an increase in submittals, a
majority of the permits for ADU’s have yet to be issued.
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General Plan Annual Report 2017
18
Valuation of Construction
Construction valuation is a good indicator of the level of private investment in building
construction. Table 3 depicts the annual construction valuation over the past 4 years. Calendar
year 2016 was the fourth year in a row to see a notable increase in this area.
Table 3 - Valuation of Construction, 2014-2017 Comparison
VALUATION OF CONSTRUCTION 2017 2016 2015 2014
Single Family 19,706,522 15,024,481 37,904,420 26,974,176
Multi Family 17,248,685 8,172,054 12,079,291 16,088,664
Commercial 6,248,150 51,109,620 16,159,822 3,739,324
Public-New Buildings &
Alteration 0 0 0 0
Residential Additions/
Alterations 8,167,839 10,138,220 6,811,376 7,053,269
Commercial
Additions/Alterations 6,760,007 17,572,763 17,473,806 16,169,065
Total Valuation $58,131,203 $102, 017,138 $90,429,815 $70,024,498
Source: Community Development Department, 2017
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General Plan Annual Report 2017
19
Housing and Residential Growth
The 2017 Department of Finance data estimated the City’s population to be 46,724, as shown in
Table 4. This equates to 3.6 percent growth since the 2010 Census when the City’s population
was estimated to be 45,119. Total housing units also grew by 3.6 percent in the same time period
with a total of 21,286 housing units in the City at the end of 2017.
Table 4 - Housing & Population
Housing and
Population 2010 2017
Total Housing Units 20,553 21,286
Total Population 45,119 46,724
Source: CA Dept. of Finance; Community Development
Department, 2017
The Land Use Element policy related to residential growth (LUE 1.11.2) states that the City’s
housing supply shall grow no faster than one percent per year, on average, based on established
thresholds shown in Table 5, from the Land Use Element:
Table 5 - One Percent City Population Growth Projection (From LUE Table 3)
Year Approximate Maximum
Number of Dwellings* Anticipated Number of People
2013 20,697 45,541
2015 21,113 46,456
2020 22,190 48,826
2025 23,322 51,317
2030 24,512 53,934
2035 25,762 56,686
Estimated urban reserve capacity: 57,200
Source: Land Use Element, City of San Luis Obispo General Plan, Table 3, page 1-37.
*2013 population based on CA Department of Finance data and projected based on 1
percent annual growth.
This policy was modified in 2010 under Ordinance No. 1550 to an average of one percent per
year over the five-year Housing Element planning period. The policy change responded to slow
residential growth trends combined with the phasing and financing plans incorporated into the
Margarita and Orcutt Specific Plan Areas.
As of 2017, the City’s population and total housing units are both slightly higher than 2016 and
continue to remain on track with the Land Use Element’s 2020 projections. Therefore, the
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General Plan Annual Report 2017
20
increase in dwellings and population remain consistent with growth management regulations. In
addition, the Residential Growth Management Regulations (MC 17.88) requires each specific plan
area to adopt a phasing schedule for residential growth to ensure that established thresholds in
the Land Use Element are not exceeded.
Based on the Community Development Department’s running total of residential construction
permits, as shown in Table 6, the annual growth rate in 2017 was 0.53 percent, which includes
new single-family and multi-family market-rate residential construction. This is well within the
limit of the 1 percent annual residential growth rate identified in the Land Use Element. The five-
year average growth rate also remains below 1 percent at 0.46 percent.
Over the last 10 years, the City has experienced a total growth in housing units of 3.33 percent,
while the average annual growth rate for the last decade was 0.33 percent. Although more units
were added the previous year, 2017 still marks a significant high for added units, with a total of
131 units. State law requires that affordable units deed-restricted to extremely low, very low, or
low income households are not factored into residential growth rate calculations. Nonetheless,
if those units are added, the average annual growth rate for the last decade was still only 0.33
percent.
Anticipated growth projections provided in the Land Use Element are the basis for many other
assumptions in the General Plan, such as transportation needs. Since the actual growth rate
continues to be lower than the projection, assumptions based on these projected rates remain
valid.
Table 6 - Residential Units Added to the City (01/01/08 – 12/31/17)
Year SFR -
Detach
SFR -
Attach MFR Annex
Units
Total
Units Net Mkt Net Mkt
Growth
Mkt Aff Mkt Aff Mkt Aff Rate
2008 7 0 23 0 -1 28 0 57 29 0.14%
2009 16 0 3 0 29 10 0 58 48 0.24%
2010 15 0 17 0 23 34 0 89 55 0.27%
2011 0 2 0 0 23 42 18 85 41 0.20%
2012 16 0 1 0 17 0 0 34 34 0.17%
2013 16 3 0 0 63 10 0 92 79 0.38%
2014 67 0 0 0 25 22 0 114 92 0.44%
2015 27 0 1 0 34 11 0 73 62 0.30%
2016 68 2 4 0 63 52 0 189 135 0.65%
2017 40 0 6 0 65 20 0 131 111 0.53%
10-yr
Total 272 7 55 0 341 229 18 922 686 3.33%
5-Year Average Annual Growth Rate 0.46%
10-Year Average Annual Growth Rate 0.33%
Source: 2017 Building Permits Finaled, Community Development Department
Note: Units shown are net totals accounting for demolitions.
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General Plan Annual Report 2017
21
New housing types in 2017 consisted of a mix between detached single-family (40), attached
single-family (6), and attached multi-family units (65), where approximately 31 percent of the
multi-family units were deed-restricted for long-term affordability. All 20 multi-family units were
dedicated at the “extremely-low” and “very-low” affordability level.
It should be noted that over the past 10 years, 62 percent of new housing construction has been
in the form of attached multi-family development, with 25 percent deed restricted for
affordability. Figure 3 shows the construction trends of single-family and multi-family housing
since 2002.
Figure 3 - Housing Unit Construction Based on Permits Finaled
Source: Community Development Department, 2017
Quantified Objectives
State housing law requires that each jurisdiction establish quantified objectives for their fair
share of regional housing needs by income group. Deed-restricted affordable units count towards
meeting the quantified objectives, and housing built at densities the state presumes are
affordable qualify as well. The quantified objectives are for the five-year period between Housing
Element updates. The Housing Element includes goals, policies and programs to accommodate
affordable housing programs that meet the City’s quantified objectives, mixed-income housing,
housing variety and tenure, and special-needs housing.
0
25
50
75
100
125
150
175
200
225
250
2002 2005 2008 2011 2014 2017
Single Family
Multifamily
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General Plan Annual Report 2017
22
Table 7 - Progress Towards Meeting Quantified Objectives (01/01/14 to 6/30/19)
Income Category
(% of County Median Income)
Regional Housing Need Allocation
SFH
QO2
SFH
Built1
MFH
QO2
MFH
Built1
Total
QO
Total
Built1
Extremely Low (< 30%) 0 0 142 6 142 6
Very Low (30-50%) 0 0 143 50 143 50
Low (51-80%) 72 0 107 38 179 38
Moderate (81-120%) 81 2 121 12 202 14
Above Moderate (> 120%) 191 210 287 187 478 397
TOTAL UNITS 344 212 800 293 1,144 505
Source: 2015 Housing Element, City of San Luis Obispo, Community Development Department
1 Reflects net units constructed 01/01/14 thru 6/30/19.
2 Reflects Quantified Objectives for each category
The City’s most recent Housing Element was adopted in January 2015, with a planning period
from January 1, 2014 through June 30, 2019. As shown in Table 7 above, the 20 affordable
housing units added to the City, aids to fulfilling the Quantified Objectives for the “extremely
low” and “very low” income categories. Combined with the addition of the 111 “above
moderate” units, the Tables above display the great strides City has made great strides to the
housing stock in 2017. In its first four years (2014-2017), about half way through the planning
period, the City is at 44 percent of achieving its Quantified Objectives for housing through 2019.
Achieving the quantified objective is not a requirement, yet it is a way to measure how effective
the City has been in terms of housing programs and policies to advance the construction of
affordable housing. It should be noted, however, that market conditions and the financing
environment are the primary drivers that determine the production of affordable housing.
Affordable Housing
The City’s Housing Programs Manager (HPM) focuses on affordable housing development and
other important General Plan Housing Element goals. The HPM serves on the Board of Directors
for the Workforce Housing Coalition, the Funding Commission for the SLO County Housing Trust
Fund and contributes to the work of the Homeless Services Oversight Council. These efforts
contribute to an improved environment for planning and development of affordable housing in
the City of San Luis Obispo.
In 2017, the City continued to implement the Inclusionary Housing Requirement, and has over
10 Affordability Agreements in process through long-term and equity-share programs. Over
$1,000,000 in affordable housing in-lieu fees were also collected.
Pursuant to the ongoing zoning regulations update staff worked closely with the consultant to
add workforce housing as an income category in the City’s Zoning Regulations and Affordable
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General Plan Annual Report 2017
23
Housing Standards. Staff began working with key community stakeholders to develop the
resulting workforce housing ordinance, aimed for preliminary review in 2018. Table 8 identifies
affordable housing accomplishments for 2017:
Table 8 - Affordable Housing Project Highlights from 2017
Project Affordable
Units Status Special Notes
860 On the
Wye
19 (10 units
set aside for
homeless
veterans)
Project as been completed
and all units are now
occupied.
On June 27, 2017, HASLO celebrated the
project’s grand opening. Assemblyman
Jordan Cunningham’s office presented
certificates of appriciation to all the veterns
who received housing.
Iron Works 46
Construction kicked off in
early 2017 and is on track
for completion in Fall
2018.
This mixed-use project located at 3680
Broad Street is being devevloped by HASLO.
The City has awarded a $920,000 AHF award
to the project.
Bishop
Street
Studios
34
All entitlements for this
new affordable housing
development were
awarded in late 2016.
HASLO aims to apply for
low income housing tax
credits in Spring 2018.
HASLO and Transitions Mental Health
Assocation have teamed up to renovate the
existing Sunny Acres building and create new
affordable housing for TMHA clients.
22 Chorro 4
All entitlements were
awarded in early 2017 for
the complex. Constuction
is expected to be
completed in 2018.
The 27-unit project located at Chorro Street
and Foothill Boulevard will provide 4 studio
apartments, deed-restricted for very-low
income households.
71 Palomar 4
All planning entitlements
were comleted in April
2017. Constrution is
expected to begin in early
Summer 2018.
The 29-unit project will provide 4 studio
apartments, deed-restricted for very-low
income households.
Courtyard
at the
Meadows
36
Courtyard at the
Meadows, HASLO’s new
affordable housing
development in the Serra
Meadows Tract was fully
entitled in Fall 2016.
HASLO will apply for tax credits in Spring
2018 and hopes to begin construction by
Winter 2018. The City projects to grant an
AHF award of $630,000 to assist with
construction costs.
Orcutt Area 73
Staff has entered into
affordable housing
agreements for two
separate subdivisions in
the Orcutt Area.
The Orcutt Area Specific Plan projects up to
1,000 units. At full build out, up to 150 new
affordable units will be created.
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General Plan Annual Report 2017
24
Margarita
Area 36
Courtyard at the
Meadows, HASLO’s new
affordable housing
development in the Serra
Meadows Tract was fully
entitled in Fall 2016. Land
dedication for affordable
housing on the Toscano
Tract began in 2017.
The Margarita Area Specific Plan projects up
to 850 units. Up to 130 new affordable units
are expected at build out.
San Luis
Ranch 68
Large development
proposing 580 residential
units, a hotel, and
commercial spaces
34 units are required to meet the residential
component pursuant to the City’s
Inclusionary Housing Ordinance. An
additional 34 units are required for the
commerical component, but can also be
satisfied by paying an in-lieu fee.
Avila Ranch 67
Large development
proposing 720 residential
units and commercial
spaces
Projected that 32 units will be for lower
income households and 35 to be affordable
at the moderate income level. An
addititional 4 units are required to satisfy
the commercial component, by either
construction or payment of an in-lieu fee
Source: Community Devleopment Department, 2017
Funding and Grant Programs
1. Community Development Block Grant Program (CDBG): The CDBG program provides
annual funding for eligible affordable housing projects and support for the homeless
shelter. Over the past five years the CDBG Program has provided over $1,800,000 towards
affordable housing and approximately $700,000 towards homeless services. Projects
funded for the 2017 Program Year included homeless services, affordable housing land
acquisition for Bishop Street Studios, and affordable housing rehabilitation
2. Affordable Housing Fund (AHF): In 2017, the City awarded $850,000 in AHF loans to local
non-profits to assist with new affordable housing development. and $20,000 was
authorized for down-payment assistance.
3. Down Payment Assistance: $20,000 was authorized for down payment assistance loans
to one moderate income household
4. Grants in Aid (GIA): The City’s Human Relations Commission approved $139,885 in grants
to non-profit organizations whose focus is homeless prevention (including supportive
services and transitional housing), hunger and malnutrition prevention, supportive
physical and mental health services, and services for seniors and/or people with
disabilities. Awards were approved by Council in July and distributed in August.
5. San Luis Obispo County Housing Trust Fund (HTF): The HTF provides financing, technical
assistance and advocacy to increase the supply of affordable housing in the City. HTF staff
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General Plan Annual Report 2017
25
serve as a resource to City staff working with developers on affordable housing projects.
Since 2005, the HTF has provided over $18 million in financing for affordable housing
projects county-wide, contributing to the creation or preservation of over 680 affordable
dwelling units. The City continues to support the HTF with Affordable Housing Funds to
help support the operating costs of the HTF.
Homeless Services Support
1. Homeless Services Center: In January
2015, the City Council approved a
$250,000 grant for CAPSLO’s new
Homeless Service Center located at 40
Prado. Building permits were issued for
the facility in November 2015. Over $4
million dollars have been raised
through the community for
construction costs. Construction began
in Spring 2017 and is slated to finish in
June 2018.
2. Safe Parking Program: The program provides seven parking spaces located at the Prado
Day Center. This allows homeless persons with vehicles a safe place to temporarily park
with the goal of eventually transitioning them into permanent housing. The City provides
$10,000 annually to CAPSLO for the program. The program will likely be expanded once
40 Prado opens in 2018.
3. Homeless Issues Working Group: The City has a Homeless Issues Working Group which
meets bi-monthly to support and implement the 10-Year Plan and to identify, evaluate,
and implement strategies to reduce the impacts of homelessness within the City.
4. Homeless Services Oversight Council (HSOC): Staff continues to participate in HSOC
quarterly general meetings. Priorities and recent accomplishments of the HSOC include:
making Housing First the main priority, joining the 100,000 Homes Campaign, and using
the Housing First approach to assist the most vulnerable, chronically homeless persons
who are at risk of dying on the streets. As part of the 50Now program, over 70 individuals
have been placed into housing under this program.
5. Homeless Veteran Support: The City continues to work towards the Mayor’s Challenge to
End Veteran Homelessness. On June 27, 2017, HASLO celebrated the Grand Opening of
860 on the Wye, a 19-unit residential development dedicated to veterans, where 10 units
were dedicated to those whom were formally homeless.
40 Prado Project Rendering
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General Plan Annual Report 2017
26
Non-Residential Growth
Based on final building permits, 53,518 square feet of net new non-residential floor area was
added to the City in 2017, resulting in an annual growth rate of 0.46 percent.
Figure 4 illustrates the net annual growth rate of non-residential sectors beginning in 2005. Net
annual non-residential growth includes office, services and manufacturing, retail, hotel, and
institutional uses.
Figure 4 - Net Annual Growth Rates of Non-Residential Sectors (2005–2017)
Source: Building Permits Finaled, Community Development Department
Note 1: Annexed floor area excluded from growth rate calculations: 2008, portions of AASP.
Note 2: Demolition of nonresidential square footage included in calculations.
Table 9 describes mixed-use and non-residential projects in different phases of the review
process in 2017. Currently, projects totaling 1,336,191 square feet are either in the review
process, have received entitlements, or are nearing construction.
Table 9 - 2017 Projects Under Review with Non-Residential Square Footage
Project Name Address Nonres.
Sq. Ft. Type Status
Orcutt Area Specific Plan
Jones Subdivision 3761 Orcutt 15,070 Commercial PIP Review
Airport Area Specific Plan
Tank Farm Commerce Park 179 Cross 29,280 Industrial Entitled
Digital West 600 Tank Farm 77,370 Office Entitled
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
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General Plan Annual Report 2017
27
Aerovista Place 862 Aerovista 37,230 Office Entitled
Ellsworth Tract 250 Tank Farm TBD Commercial PIP Review
Aerovista Office Buildings 892 Aerovista 37,000 Office Complete
SLO Brew Production 855 Aerovista 31,290 Industrial Complete
Other Specific Plans
Madonna on LOVR LOVR 45,000 Commercial In Planning
Avila Ranch Specific Plan Buckley 20,000 Commercial/Office Entitled
San Luis Ranch Specific Plan Madonna 200,000 Commercial/Office/Hotel Entitled
Mixed Use (Residential and Commercial)
*790 Foothill Mixed Use 790 Foothill 6,805 Commercial In Planning
*950 Orcutt Mixed use 950 Orcutt 6,800 Commercial In Planning
*207 Higuera Mixed Use 207 Higuera 1,097 Commercial In Planning
*Twin Creeks 791 Orcutt 3,488 Commercial In Planning
*Marsh & Carmel Mixed Use 435 Marsh 1,100 Commercial In Planning
San Luis Square 590 Marsh 21,322 Commercial In Planning
1185 Monterey 1185 Monterey 2,464 Commercial Entitled
Workforce Housing 3720 Broad 1,288 Commercial Building Review
Laurel Lane Mixed Use 1259 Laurel 2,306 Commercial Building Review
Caudill Mixed Use 774 Caudill 5,327 Commercial Building Review
Broad St. Mixed Use 3049 Broad 2,788 Commercial Building Review
The Junction 2120 Santa Barbara 3,000 Commercial Building Review
22 Chorro 22 Chorro 2,000 Commercial Under Construction
Iron Works 3680 Broad 4,400 Commercial Under Construction
1135 Santa Rosa Mixed Use 1135 Santa Rosa 5,942 Commercial Under Construction
Pacific Courtyards 1321 Osos 8,050 Commercial Under Construction
Hotels and Mixed-Use Developments
*Los Padres Inn 1575 Monterey 24,479 Hotel In Planning
Vesper Hotel 1027 Nipomo 11,743 Commercial/Hotel In Planning
Broad St. Collection 3249 Broad 13,333 Hotel In Planning
Monterey Place 667 Monterey 12,255 Commercial/Hotel In Planning
Olive Mixed Use 1042 Olive 23,957 Commercial/Hotel Entitled
Motel Inn 2223 Monterey 34,940 Hotel Building Review
TownePlace Suites 1301 Calle Joaquin 56,975 Hotel Building Review
Granada Hotel Expansion 1128 Morro 9,871 Hotel Building Review
Monterey Hotel 1845 Monterey 60,368 Commercial/Hotel Under Construction
Chinatown Hotel 877 Palm 46,140 Commercial/Hotel Under Construction
Hotel Serra 1125 Garden 25,047 Commercial/Hotel Under Construction
Other Commercial/Office Developments
*Palm Parking Garage 609 Palm 5,000 Commercial In Planning
*Water Resources Facility 35 Prado 17,704 Utilities In Planning
Bridge St. Project 279 Bridge 21,049 Industrial Entitled
French Hospital 1911 Johnson 58,600 Office Entitled
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General Plan Annual Report 2017
28
*Madonna Plaza 273 Madonna 56,257 Commercial Building Review
*1101 Monterey 1101 Monterey 27,079 Commercial/Office Building Review
Perry Ford & VW Dealership 12200 LOVR 7,895 Commercial Building Review
Shell Station Development 1102 Higuera 5,000 Commercial Building Review
Discovery SLO Bowling Alley 1144 Chorro 29,500 Commercial Building Review
McCarthy Steel 3720 Broad 9,840 Industrial Building Review
Higuera Brew 6 Higuera 5,000 Industrial/Commercial Building Review
Long-Bonetti Public Market 120 Tank Farm 46,932 Industrial/Commercial Building Review
Poly Performance 870 Industrial 30,275 Industrial Under Construction
Airport Business Center 4460 Broad 74,883 Industrial Under Construction
BMW Dealership 1251 Calle Joaquin 23,945 Commercial Under Construction
Homeless Service Center 40 Prado 20,000 Office Under Construction
Direct Injectors 848 Via Esteban 6,207 Industrial Complete
Source: Community Development Department, 2018
*New projects in 2017
1. Project Review hierarchy: Pre-application, In Planning, Entitled, Public Improvement Plans (PIP) in review, Building
review, Under construction.
Commercial and Industrial Growth Management
Land Use Element Policy 1.11.4 states that each year,
the Council will evaluate the actual increase in non-
residential floor area over the preceding five years.
The Council shall consider establishing limits for the
rate of non-residential development if the increase in
non-residential floor area for any five-year period
exceeds five percent.
The five-year net non-residential growth rate for 2013
through 2017 was 2.5 percent, and the five-year
average annual average growth rate was 0.50 percent.
According to the policy, any limits so established shall
not apply to:
A. Changed operations or employment levels, or relocation of ownership change, of any
business existing within the City at the time the limit is set;
B. Additional nonresidential floor area within the downtown core;
C. Public agencies;
D. Manufacturing, light industrial, research businesses, or companies providing a significant
number of head of household jobs.
Each year the Council has considered whether or not to implement limits to new non-residential
floor area and has decided against establishing limits. If limits are established they would only
apply to certain types of new commercial floor area, such as new offices or new retail
establishments outside of the downtown core.
Chinatown Hotel SLO Under Construction
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General Plan Annual Report 2017
29
Jobs-Housing Balance
The jobs-housing balance is a planning tool to review whether a community has a healthy balance
between jobs and the housing supply available to potentially house workers for those jobs. This
balance may be impacted by the match between wage levels and housing costs; whether all
workers in a house have employment in the community in which they live; whether preferences
are met within the community for either housing or employment; and whether options are
available nearby for either housing or employment.
The balance of jobs and housing in an area has implications for transportation systems, however
even an ideal balance may not prevent daily in- or out- commute patterns. According to planning
literature, the desired target is a jobs-to-housing unit ratio of 1.5:1, which reflects that there is
more than one worker living in the average household. Table 10 shows that the current jobs-to-
housing ratio inside the City limits is 2.4:1, which remained constant from 2016. When you
include major employers just outside the City limits the ratio is 2.7:1, which increased from 2016.
At the current rate of 2.4:1, the City is experiencing a jobs-housing imbalance.
Table 10 - Current Jobs/Housing Balance
Estimated jobs in City limits 52,092
Housing units 21,286
Jobs to housing ratio 2.4:1
Cal Poly jobs (not in City) 3,000
California Men's Colony jobs (not in City) 1,517
Jobs to housing ratio including neighboring
major employers (CP and Men’s Colony) 2.7:1
Sources: SLOCOG 2050 Draft Regional Growth Forecast. San Luis
Obispo Chamber of Commerce Major Employers, 2017. CMC,2015;
Community Development Department, 2017; Capital Facilities Fee
Nexus Study, March 2018
The increase of the number of estimated jobs inside the City limits, shows the stability and
strength in the City’s economy compared to last year. The number of housing units developed is
also increasing, which marked a significant high in 2017 compared to the last decade, however
more housing is still needed. With housing as a Major City Goal in both 2015-17 and 2017-19, the
City continues to focus on promoting housing development to keep pace with job creation in the
City.
Implementation strategies in the updated land use and housing elements of the general plan
seek to reduce the jobs/housing ratio through programs targeted at additional housing within
the city limits. Land Use Element Policy 1.5 states that the gap between housing demand (due to
more jobs and college enrollment) and housing supply should not increase.
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Specific Plan Implementation and Development
The General Plan requires approval of specific plans as a precursor to development of the City’s
major expansion areas. Specific plans typically contain more detailed land-use and design
standards than the General Plan and address the timing and financing of public facilities. Specific
plans can supersede the Zoning Regulations or lead to amendments of the Municipal Code. The
process for adopting a specific plan is similar to the process for adopting or amending a section
of the General Plan.
Margarita Area Specific Plan
The Margarita Area Specific Plan
(MASP) was approved on October
12, 2004, and the remaining
portions of the Margarita Area in
the County were annexed into the
City in 2008. Construction of 177
units has been completed in Serra
Meadows Tracts 2342, 2353-1, and
2353-2. They received tentative
map approval (PM SLO 15-0095) to
re-subdivide the office parcels of
Serra Meadows and create
residential lots. The final map for
that re-subdivision is currently in the
review process.
The original tentative map for Toscano Tract 2428 was approved in 2007 and was subsequently
revised at the request of the developer for constructability and marketability purposes. The
currently-approved tentative lot configuration consists of 161 single-family lots, multiple lots for
up to 26 units of affordable housing, multiple lots for riparian open space, and a 71-acre hillside
lot for permanent open space. The final map for Phase 1 of Tract 2428 was approved in 2016 and
created 45 single-family lots, several lots for riparian open space, and the 71-acre hillside lot. The
homes in Phase 1 are currently under construction and many have already been sold and
occupied. Phase 2 of Tract 2428 was approved in 2016 and created 36 single-family lots, several
lots for riparian open space and multiple lots for up to 26 affordable housing units. The single-
family homes in Phase 2 are currently under construction. The affordable housing lots were
deeded over to the Housing Authority. It is anticipated that the final map for the last phase of
Tract 2428 (Phase 3) will be submitted in 2018.
Orcutt Area Specific Plan
Vesting Tentative Tract Maps 3063 (Righetti Ranch) and 3066 (Jones Ranch) projects were
approved in 2016, and site grading has begun. The Righetti Ranch project includes 304 residential
units (272 single-family and 32 multi-family), the Righetti Hill open space, almost 14 acres of
New Residences in the Toscano Neighborhood
Source: Toscano Facebook Page
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public parks and extensive pedestrian, bicycle, and road improvements. The adjacent Jones
Ranch property is a mixed-use commercial-residential project, including 56 residential units and
a community commercial project of just over 15,000 square feet. Public improvement plans and
final maps for Tract 3066 and Phase 1 of Tract 3063 have been submitted by the applicant and
approved by the City and the final maps are currently pending recordation. In addition, single-
family residential building program was reviewed and approved with feedback from the ARC in
late 2017.
In 2016, the Vesting Tentative Tract Map No. 3083 was approved by Council for the West Creek
project at the corner of Johnson and Orcutt. The West Creek project would create 77 lots for the
property located at 1299 Orcutt Road. The ARC has reviewed and approved the proposed home
designs.
In 2017, the Imel Ranch VTM No. 3095 was approved by Council. This VTM consists of 23 lots: 18
single-family residential lots, 2 detention/drainage lots, and 3 open space lots.
Avila Ranch Development Plan
On September 19, 2017, the City Council
approved the Avila Ranch project to enable
the development of 720 residential units
and 15,000 square feet of neighborhood
commercial uses on a 150-acre site north
of Buckley Road within the boundaries of
the Airport Area Specific Plan (“AASP”).
The project also includes 18 acres of parks
and 53 acres of designated open space
within the project boundaries. The project
will implement the policies and
development parameters in the recent Land
Use and Circulation Elements (LUCE) update, other elements of the General Plan, Airport Area
Specific Plan (AASP), and the City’s Community Design Guidelines. The project is the
development of a major new City neighborhood, which will be governed by a Development Plan
within the framework of the existing AASP as amended.
The project will address housing affordability in several ways, most notably through the design
itself, which includes cluster development and many medium and high-density housing units
(197 R-3 units and 125 R-4 units), as well as R-2 units that have floor areas that are well below
the typical average for single-family detached units in the community. In addition, Inclusionary
Housing will be addressed through a combination of affordable housing deed restrictions on
some low and moderate-income units to be constructed by the applicant, and land dedication
where Inclusionary Housing units will be constructed by affordable housing developers. The
project will include 67 contractually price-restricted affordable (inclusionary) housing units, and
25 price-restricted Workforce Housing Units. The project will likely be developed over a period
of 10-15 years.
Avila Ranch Site Plan
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San Luis Ranch Specific Plan
Review of the San Luis Ranch Specific Plan
project continued through 2017. On July 18,
2017, the City Council took a number of
actions towards the step of annexation and
final approvals: (1) Certification of the Final
Environmental Impact Report, (2) Approval
of the Specific Plan, (3) Approval of the
General Plan Amendment, (4) Initiation of
Annexation for the project site, and review
of a term sheet as the basis for a future
development agreement. The Council
approved San Luis Ranch Specific Plan
project includes a mix of 580 residential
units that would be located primarily at the
north/northwest portion of the site. The
project is intended to implement the broad
development parameters set forth in the
LUCE update with the provision of housing,
commercial floor space, hotel/visitor
serving uses, and preservation of agricultural area. The commercial portion of the project
includes up to 200,000 square feet of general commercial/retail space, 150,000 square feet of
office development, and a 200-room hotel. Commercial uses proposed may include retail
anchors, neighborhood retail, restaurants, offices and a hotel. Approximately 60.4 acres of the
site would remain as preserved as open space for agricultural and open space use. In 2018, work
will continue on the next steps in the process which include approval of a Development
Agreement, completion of annexation, and establishment of a Community Facilities District
(CFD). Project implementation is anticipated in the late 2018, early 2019 timeframe.
San Luis Ranch Site Plan
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Madonna on LOVR Specific Plan (Froom Ranch Specific Plan)
The pre-application and Specific Plan and General Plan Amendment initiation request process for
the Madonna on Los Osos Valley Road (LOVR) Specific Plan was initiated in May 2015. The
conceptual project was presented to the City Planning Commission on December 9, 2015 and
January 27, 2016, followed by the City Council on April 5, 2016, to consider the initiation request
and provide feedback to the applicant and staff regarding the applicant’s proposed mix of uses
and plan to amend the Land Use Element to allow development above 150 feet in ground
elevation. The City Council authorized initiation of the Specific Plan request, and an application
was received in early 2017 by JM Development Group, Inc.
The Froom Ranch Specific Plan is
envisioned as a primarily residential
project with some commercial
development in the northeast portion of
the site closest to Los Osos Valley Road
and the adjacent Irish Hills Plaza. A
major component of the planned
residential uses is a Life Plan Community
(LPC) known as Villaggio, which would
provide a variety of independent and
assisted senior living units. The Villaggio
LPC is proposed to include: 366
independent living units; 40 assisted
living units; 17 memory care beds; 34
skilled nursing beds; an 11,000-square
foot wellness center; and 67,000 square
feet of ancillary services. In addition to
the LPC, the Specific Plan anticipates:
approximately 130 medium-high
density, multi-family units; 44 high-
density, multi-family apartments;
100,000 square feet of commercial retail
uses; a three-acre trailhead park, which
would incorporate onsite historic
structures; and 59 acres of land designated for conservation/open space. Infrastructure includes
on and off-site road improvements and an offsite drainage basin.
In 2017, several advisory bodies were introduced to the Specific Plan, and staff and the applicant
received preliminary comments from the Parks and Recreation Commission, Cultural Heritage
Committee, and Architectural Review Commission. The Notice of Preparation of an
Environmental Impact Report (EIR) scoping meeting was held at a Planning Commission hearing
in July 2017. Future steps in 2018 will include additional advisory body review and preparation
and circulation of the EIR, concluding with consideration of the Specific Plan, General Plan
Amendment, and final environmental document by the City Council in late 2018 or early 2019.
Froom Ranch Site Plan
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South Broad Street Area Plan
The South Broad Street Area Plan was adopted by the City Council in December 2014 as part of
the Land Use and Circulation Element update.
Since adoption, the following projects have been approved or are under review within the South
Broad Street Area Plan:
• Broad Street Mixed Use (3049/3099 Broad): Includes 12 residential units and 3,000 square feet
of retail space. The project received entitlements in August 2016 and is currently under
building Review.
• 860 On the Wye (860 Humbert): Includes 19 affordable rental units and a community room;
10 units are set aside for homeless veterans. The project was entitled in early 2015 and
received building permits in March 2016. The project is currently Under Construction.
• The Yard (2450 Victoria): Includes 25 live/work units and 18 residential units. The project
received was entitled in February 2016 and is currently under building Review.
• Caudill Mixed Use (774 Caudill): Includes 36 residential units and 5,500 square feet of
commercial space. The project received entitlements in June 2016.
• Broad Street Collection (3249 Broad): 10 live/work units and 6-unit hotel with caretaker’s
quarters (In Planning).
• Victoria & Caudill Mixed Use (797 Caudill): Includes 3 live/work units and 5 residential units (In
Planning).
South Broad Street Area Plan Site Overview
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Downtown Concept Plan Update
The recent update to the General Plan Land Use
Element in 2014 included an implementation objective
to update the Downtown Concept Plan to address the
significant changes in or affecting the downtown since
the original plan, and to include opportunities for
meaningful public input.
The work that had been underway on the Downtown
Concept Plan since December 2015, continued in 2017.
The public also remained actively engaged in a variety
of ways, including three public workshops. The Council-
appointed Creative Vision Team (CVT) met 13 times to
provide important input and design assistance. On July
12, 2017, the CVT unanimously endorsed the Final
Public Draft of the Downtown Concept Plan
supplement and poster.
Following the Planning Commission’s review of the Downtown Concept Plan on April 26, 2017
and July 26, 2017, they recommended adoption to the City Council. On September 5, 2017, the
City Council adopted the Downtown Concept Plan and the illustrative poster as a long-range
vision and guide for public and private investment Downtown.
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Plans Under Development
Mission Plaza Master Plan
Concurrent with the Downtown Concept Plan is the development of the Mission Plaza Concept
Plan. The overall goal of the project is to revitalize and refresh this important community hub
and provide the City a road map for planning of future maintenance and development projects
for the Plaza.
Since its inception in the 1970s, Mission Plaza has served as the cultural and historical “heart” of
the San Luis Obispo’s downtown. Given the Plaza’s age, popularity, and extensive use, the Council
authorized the development of the Mission Plaza Master Plan and Assessment in July 2015 for
this important community hub. This was consistent with the Council-approved 2013-15 Major
City Goal to “Assess and Renew the Downtown,” which included a task for the development of a
Mission Plaza Master Plan. Also identified in the update of the Land Use and Circulation Elements
is the expansion of Mission Plaza, originally envisioned in the 1993 Downtown Concept Plan.
A consultant team has been working with City staff to assess the present condition, uses and
policies related to the existing Mission Plaza; determine impacts of Plaza events on adjacent
residential neighbors, businesses, Old Mission Church operations and San Luis Obispo Creek
habitat; explore expansion of the Plaza into the adjacent Broad/Monterey St. “dogleg” through
permanent or temporary street closures; and provide a vision for the future of the Plaza and
surrounding streets. Public engagement activities took place in early 2016, with two plan
alternatives developed in the Spring, and a second workshop in July. Plans were also reviewed at
a joint City Council and Planning Commission study session in October. A preferred alternative
was developed after the study session, which included input from the Downtown Concept Plan
CVT. In January 2017, the
Parks & Recreation
Commission provided
feedback on possible
design features and
amenities of the plan. In
February 2017, the
Cultural Heritage
Committee provide
feedback on the plan, as
did the Architectural
Review Commission in
March 2017. On May 10,
2017, the Planning
Commission provided
additional feedback
regarding specific design
features. Mission Plaza Site Plan
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On September 5, 2017, the City Council reviewed the Mission Plaza Concept Plan and authorized
staff to proceed with preparation of a master plan document as well as fiscal and environmental
study of the plan implementation.
Zoning Regulations Update
City Council included the Zoning Regulations Update project for 2015-17 Financial Plan and
allocated $225,000 for consultant services. The Zoning Regulations are the primary document for
implementation of the LUCE. On September 6, 2016, the City Council reviewed the scope of work
for the Zoning Regulations Update and authorized issuance of a Request for Proposals (RFP) for
consultant services. A consultant was hired in late 2016, and the update will begin in early 2017
with the scope of work consisting of the following items:
LUCE Implementation (Including, but not limited to, the following programs):
• Consider new regulations to address neighborhood compatibility for infill development
(Program 2.13)
• Evaluate student housing preferences and consider revising development standards to
better meet them in multifamily housing near campus (Program 2.11.1)
• Adopt special development standards for dwellings in downtown residential areas (Policy
2.8, Program 2.12)
• Evaluate alternatives to the current maximum number of dwellings units and height,
parking, and setback standards, to regulate residential building intensity (Program 2.15)
• Evaluate the potential to use portions of City-owned parking facilities for residents’
parking (Program 2.16)
Other Features of the Update:
• Reorganize the Zoning Regulations for simplicity and modernize for current and emerging
conditions, and as necessary to meet new State requirements.
• Update Parking Standards (Table 6)
• Update Land Use Table (Table 9)
• Review “S” (Special Considerations) Overlay Zones
• Update Land Use Definitions
Since February of 2017, the City has been working with the consulting firm MIG, Inc. to
comprehensively update the Zoning Regulations. To date, the process of updating the Zoning
Regulations has involved:
• Interviews with community members
• April 12, 2017 PC/CC joint study session
• Community workshop on June 3, 2017
• Regular updates with the Planning Commission (August through December)
• Internal interaction among City departments
• Weekly phone calls with the MIG team
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Sign Regulations Update
In 2017, staff continued to refine the draft Sign Regulations Update in response to input from
stakeholder interviews and the Issues and Options Report which summarized consultant
recommendations for needed updates. Staff anticipates refinement of the draft Sign Regulations
update and CHC and ARC review to occur by early 2018 followed by subsequent consideration
for final approval by the City Council.
• Various amendments and additions to respond to the free speech case of Reed v. Gilbert.
This includes legal analysis and appropriate amendments based on the holdings of the
case that has serious implications for many jurisdictions that include regulations that are
based on the content of the message. An example of this would be that it is not
permissible to only allow signage on residential properties for a specific purpose such as
political signs or yard sales.
• Additional sign types will be added to the Prohibited Signs section such as electronic
message centers, video displays, and internally illuminated cabinet signs which are
currently only prohibited in the Downtown.
• Addition of Design Principles to further define requirements for sign quality, proportion,
and appropriate placement.
• Updated photos and graphics for clarity on encouraged signs types and those that are
prohibited or discouraged.
• Cross references to other relevant guidelines and ordinances such as the Community
Design Guidelines, and Historic Preservation Ordinance and Historic Preservation
Guidelines.
• Added language for clarity on the purpose and appropriate use of Sign Programs for new
development and projects with multiple tenants.
• Added language for clarity on level of review and required findings for exceptions.
• New and updated definitions to cover newer sign types and to improve interpretation and
enforceability.
Public Infrastructure Financing
In 2017 the City began the process of updating the fees charged to new development for a range
of transportation, parks, general government, public safety, and water and sewer capital facilities
and infrastructure that are important to the City’s future and quality of life. It is anticipated that
the update of those fee programs, in compliance with the Mitigation Fee Act (Assembly Bill 1600)
will be completed in 2018. The economic vitality of the City is linked to critical investment in its
urban infrastructure system. While the City’s current configuration of existing development
impact fee programs has served an important role in funding infrastructure improvements
throughout the City over the last twenty years, changing economic circumstances, new Specific
Plans, and the City’s recently adopted Public Infrastructure Financing Framework (Framework)
and draft policies, warrant an update of these programs.
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Climate Action Plan
The City’s Climate Action Plan (CAP) was adopted in 2012. The Plan contains quantified strategies
to reduce greenhouse gas (GHG) emissions from the community and City operations. It also
serves as the City’s Qualified GHG Reduction Strategy. Several strategies from the Climate Action
Plan were incorporated in the LUCE update. Implementing the CAP includes those actions the
City can directly impact and those actions for which the City engages the community.
In January 2017, the City held a community forum to allow community members to participate
in the decision-making process for the 2017-2019 Major City Goals. After substantial public
interest and comment, City Council declared Climate Action as one of its four Major City Goals
and Other Important Objective. The purpose of the goal is to implement the Climate Action Plan,
assess requirements to achieve a “net-zero City” target, and implement cost-effective measures,
including the implementation of a Sustainability Coordinator and formation of a Green team.
Currently, the City is 20% complete with this Major City Goal and is on-track to complete it by the
end of the 2019 Financial year. There have been many accomplishment and milestones that have
helped progress the City towards completing this Major City Goal. In June 2017, the City declared
June 20 Net Zero Energy Day. In July 2017, the Special Projects Manager position took on the
role and responsibilities of the Sustainability Coordinator. In November, the position was
reclassified to a Sustainability Manager position. The recruitment to fill that position is currently
underway and is anticipated to be filled in February 2018. In July 2017, the City “Green Team”
was established with representatives from each City department. In October 2017, a
Memorandum of Understanding between the City and the Climate Action Task Force (Task Force)
was approved to establish the Task Force as the “Community Climate Action Coalition” to help
achieve the objectives outlined in the Climate Action Major City Goal work program. Additionally,
in October, the City Council limited the use of single use plastic beverage straws citywide and
other measures for city facilities and special events. In November, the data collection for the
update of the GHG emissions inventory was initiated.
Municipal Actions
Strategies in the CAP include review of City facilities and operations to identify opportunities for
emissions reductions. In 2017, the City continued its efforts to make improvements to municipal
facilities that will result in lowered emissions, including:
Facility Upgrades: In 2017, the City Facilities Division
continued the work of replacing inefficient building
lighting fixtures to LEDs at a variety of City facilities,
including City/County Museum, Ludwick Community
Center, Emergency Dispatch Center, City Hall Exterior
lighting, and completed the interior lighting retrofit at the
Senior Center. The major thrust this year is replacing
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dozens of obsolete compact fluorescent “can lights” with L.E.D.
retrofits and retrofitting four-foot fluorescent tube fixtures. This
change represents a 33% reduction (at a minimum) in power
consumption with a 50% increase in light levels for each fixture.
The facilities division has also been tasked with reducing plastic single
use bottles in the waste stream and has been installing bottle filling
stations. The most recent at the Ludwick community Center.
City and Community Partner Actions
The Environmental Center of San Luis Obispo (ECOSLO): The Environmental Center of San Luis
Obispo is a local, non-profit organization that educates, advocates, and acts to protect and
enhance the natural environment and human well-being of San Luis Obispo County. On the
October 24, 2017 City Council meeting, Council voted to limit the use of single-use beverage
straws, an effort that will reduce the amount of plastic and paper waste that ends up as litter and
in the landfill. Climate Action, a Major City Goal for 2017-19, prioritizes the City’s climate action
efforts and has an overall goal of reducing community-wide greenhouse gas emissions. The
Environmental Center of San Luis Obispo (ECOSLO) reported that 1,363 plastic straws/stirrers
were collected from local beaches at the 2017 SLO County Coastal Cleanup Day, and 1,111 were
picked up the previous year, making straws/stirrers the tenth most collected debris. The City of
San Luis Obispo and ECOSLO have partnered together to visit affected businesses, provide
information on the ordinances, and allow time for understanding and adjusting to new
regulations before they take effect on March 1, 2018.
One With Nature: One With Nature is another local non-profit who aspires to preserve and
improve the beauty of the environment. Along with ECOSLO, the City of San Luis Obispo is also
working with One With Nature with the ordinance to limit the use of single-use plastic beverage
bottles and cups on City property and at special events on City property requiring a permit. One
With Nature is also collaborating with the City on the implementation of hydration stations in the
City’s infrastructure to enable citizens to opt for reusables more conveniently.
Community Choice Energy (CCE): Community Choice Energy (CCE), also known as Community
Choice Aggregation (CCA), enables local governments to leverage the purchasing power of their
residents, businesses, and governments to purchase or generate power for their communities
within a defined jurisdiction to secure alternative energy supply contracts on a community-wide
basis, while allowing consumers not wishing to participate to opt out. In 2015, the City Council
directed staff to develop initial feasibility studies with providers of Community Choice
Aggregation programs as well as participate in a program with the Counties of San Luis Obispo,
Santa Barbara and Ventura. Since approval of that resolution, the City has been involved in two
feasibility study efforts: 1) the Intra-County Study - a pro-bono “initial feasibility study” prepared
by Pilot Power Group designed to provide a high-level assessment of CCE feasibility within San
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41
Luis Obispo County, and 2) the Tri-County Feasibility Study – a multi-jurisdictional feasibility study
providing a detailed analysis of eight geographical CCE participation scenarios across San Luis
Obispo, Santa Barbara, and Ventura Counties (including the City jurisdictions within those
Counties).
The findings of the Intra-County Study generally align with the findings of a peer review of the
Tri-County study, finding with high probability that a new CCE program would be able to cover
its costs, generate net revenue, and maintain rate competitiveness across the studied scenarios.
The results of the Tri-County study were released in September 2017 and conclude that a newly
created regional CCE program spanning San Luis Obispo, Santa Barbara, and Ventura Counties is
not likely to be a viable venture in terms of the CCE program’s ability to provide competitive rates
and remain a solvent organization. However, the results of the peer review indicate that it may
be possible for a local or regional CCE program operating within Pacific Gas and Electric Company
In addition to the option to join an existing CCE program such as MBCP, there are several other
options for the City Council’s consideration. The next steps associated with each of these options
are dependent upon City Council direction.
CivicSpark: Climate Action Major City Goal strategy implementation in 2017 included
continuation of our collaboration with regional partners for outreach and education. AmeriCorps
staff resources were again made available through the Local Government Commission and
funding by the Air Pollution Control District (called CivicSpark). Civic Spark program staff have
been working with local cities and the County to collect information regarding permits issued for
energy upgrade projects (to aid in future reporting on CAP implementation) and to identify
permit streamlining opportunities for small scale photovoltaic installations (a process which the
City of San Luis Obispo already has in place). The CivicSpark team has also developed a web site
and handouts to educate residents and business owners about energy retrofits and energy
reduction actions.
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Economic Development
On October 16, 2012 the City Council approved the adoption of the Economic Development
Strategic Plan (EDSP). The EDSP was revised on March 17, 2015. The EDSP focuses on creating a
system that supports and sustains industries creating head of household jobs. The EDSP is
organized into four overarching strategies:
• Break Down Barriers to Job Creation
• Actively Support Knowledge & Innovation
• Promote and Enhance the San Luis Obispo Quality of Life
• Build on Existing Efforts and Strengthen Regional Partnerships
As part of the City’s effort to build on existing efforts and strengthen regional partnerships, in
2017 the City, in cooperation with SLOCOG, the EVC and Beacon Economics, was able to secure
access to the California Employment Development Department’s confidential data. This data is
available from 2008, and City staff was able to use 2016 data for 2017. The City contracted with
Beacon to do a historical analysis as well as annual updates. As an example of the data available,
payrolls in the City of San Luis Obispo grew 2.5% from fiscal year 2014/2015 to fiscal year
2015/2016, trailing the 3.1% mark set in the rest of San Luis Obispo County. However, wages in
the City of San Luis Obispo have also increased over the last year, with the average annual wage
across all sectors growing by 5.2% compared to 3.5in the rest of the county. The latest report can
be found on the City’s website.
Break Down Barriers to Job Creation
Permit Processing: The Development
Review Team (DRT) continued to work to
ensure a consistent and expedient
approach across all involved departments.
The team continues to use an automated
solution to track all projects in the system
and measure the performance of the
organization in meeting our published cycle
times. The team has also formalized the
process for using determinant processing
agreements and other tools to streamline
the approval process.
The Continuous Improvement Group (CIG), a sub-set of the Development Review Team continues
to actively work on permit process improvements and accountability measures through cross-
department and cross-functional input, action and alignment with key performance indicators.
The CIG is currently working on a prioritized list of projects to further improve the entitlement
and permitting processes. The major items are reviewing and updating the online checklists and
streamlining the intake process.
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Cost of Service Fee Study: In August of 2016 City Staff re-initiated a comprehensive review and
update of the cost of service fees charged by Planning, Development Review Engineering, Public
Works, Fire, Police, Utilities, and Parks and Recreation. The goal of the review is to ensure that
fees being charged are in line with the staff costs (e.g. staff time spent, material costs) of
providing the service for which the fee is being collected. The study is being conducted consistent
with Financial Plan Section H (Budget Reference Materials) which requires fees to be reviewed
and updated on an ongoing basis to ensure that they keep pace with changes in the cost-of-living
as well as changes in methods or levels of service delivery. The City is working with NBS
Government Finance Group to prepare the study which will be reviewed by the City Council on
April 18, 2017, where the Council adopted then updated master fee schedule for user and
regulatory fees.
Actively Support Knowledge & Innovation
Entrepreneurship: The Economic Development Program was actively working with partners to
promote an environment that supports entrepreneurship and start-ups. The City continued to
support the SLO HotHouse financially and professionally. In 2017, the HotHouse started 10 new
businesses, counseled 157 clients, created 60 jobs and had an overall investment in the
community of more than $6.4 million.
Access to Broadband: The City of San Luis Obispo has the highest level of fiber coverage in the
region. The City is continuing to work with the Downtown Association on possible Wi-Fi solutions
in the downtown area.
Promote and Enhance Quality of Life
Tourism and Community Promotions: The 2016-17 fiscal year
produced limited growth in the tourism industry in San Luis Obispo.
The City collected over $7.3 million dollars (+2.8%) in transient
occupancy tax (TOT). The collections met the City’s forecasted
and budgeted growth of 2% which is contributed directly into
the City’s General Fund.
However, the occupancy rate in the City decreased by an annual
average of 1.2%. Occupancy remained consistently the highest
during the summer and fall months between June through
September, then dipped in the winter and spring months of
December through March. April was a surprising growth month in 2017 with
nearly an 11% increase in occupancy and 16% in TOT collections compared to April 2016. This can
be attributed to the timing of the spring break holidays. The 2016-2017 fiscal year concluded with
average annual occupancy rate over 72%. While the occupancy rate decreased, the Average Daily
Rate (ADR) was up nearly 3% at $143.49. Additionally, the RevPAR, defined as Revenue Per
Available Room, grew by nearly 2% to $104.13. This means that although the occupancy was
down overall for the properties, the lodging businesses received higher profits based on rate
increases with less day-to-day impact on the properties.
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Additionally, the downtown Visitor Center served over 86,000 (+3.1%) in person guests and San
Luis Obispo lodging properties achieved twenty-five sell out weekends in 2016-17.
Fiscal year 2016-17, was a very accomplished year for tourism promotion activities. The tourism
efforts lead by the City’s Tourism Business Improvement (TBID) district included:
• Deployed “It Means Something Different Here” campaign 2.0
• Created and distributed unique content that inspired returning and new tourists
• Implemented a marketing automation program to enhance email marketing efforts
• Captured and created a library of candid, “local perspective” video content
• Expanded library of professional photography
• Developed and distributed new collateral materials
• Executed new social media opportunities including Snapchat & Instagram Stories
• Developed seasonal promotional campaigns, including Cal Poly Lodging Loyalty Program,
Money for a Rainy Day, Exclusive Seattle Promotion and tradeshow-specific promotions
• Developed individualized event promotion strategies
• Partnered with Visit SLOCAL on new co-op placements
During the 2016-17 fiscal year, tourism promotion activities generated at least 275 total mentions
or media placements that highlighted San Luis Obispo, including in the Toronto Star, Coastal
Living Magazine, Travel Channel, Huffington Post, Los Angeles Times and the San Francisco
Chronicle. Additionally, coordinated media visits or press trips were secured to promote the
destination with the goal of earning valuable editorial coverage. In fiscal year 2016-17, over 40
media outlets, both domestic and international were hosted in San Luis Obispo. As a result, the
TBID was featured on Sweet, Snapchat Discover channel that reaches 100 million daily active
users. Other digital outlets include: Goop, Lonely Planet, Thrillist and Matador Network.
The Promotional Coordinating Committee (PCC) continued the commitment to enhance the San
Luis Obispo experience for residents as well as visitors. The PCC funded vital promotional grants
to over 25 local non-profit organizations through the annual grants-in-aid process to enrich the
social, cultural, and diverse community events and activities available throughout the City. To
support these activities as well as all events in the City, the PCC enhanced the City funded smart
phone app called SLO Happenings to serve as the community go-to resource for all activities in
San Luis Obispo. Additionally, the PCC provided financial and program support to boost the visitor
service offerings in the City through the funding of programs like the tear-off City maps for visitors
and financial contribution to the operational costs for the downtown Visitors Center. In 2016-17
the PCC also established a strategic plan for the committee work and development. This new plan
will serve as the foundation for the committee’s work efforts, evaluation and program
consideration over the next two fiscal years.
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Homestay Rentals
On January 20, 2015 the City Council adopted Ordinance No. 1611 (2015 Series) to protect public
health, safety, and welfare within the City by establishing rules and requirements for homestay
rentals. Following the adoption of the Homestay Ordinance, staff began actively monitoring the
number of advertised short term rentals in San Luis Obispo.
The City has approved 56 Homestay Permits since the ordinance’s adoption, and the Community
Development Department has continued its efforts to identify unpermitted homestay uses.
Starting in 2018, Additional monitoring of unpermitted homestay locations will be provided
through a consultant who specializes in short-term rental locating and monitoring.
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New Policy Initiatives
In 2017, the City completed several policy initiatives across a wide variety of subject areas with
the support of all City departments. Those initiatives included:
Proposition 64: Adult Use of Marijuana Act
On November 8, 2016 California voters approved Proposition 64, the Adult Use of Marijuana Act
(AUMA). AUMA builds on Medical Cannabis Regulation and Safety Act (MCRSA), in that it allows
adults (21 and over) to possess roughly an ounce of cannabis flower, eight grams of concentrate,
or up to six plants. It also creates a regulated market for the cultivation, production,
manufacture, and sale of recreational marijuana.
Senate Bill 94, the Medicinal and Adult-Use Cannabis Regulation and Safety Act (“MAUCRSA”),
was passed by the legislature on June 15, 2017 and signed into law by Governor Brown on June
27, 2017. The MAUCRSA largely repeals the MCRSA and incorporates certain provisions of the
MCRSA into the AUMA, integrating California’s medical and recreational cannabis regulatory
systems. With the approval of MAUCRSA, most municipal legal advisors and League of California
cities staff have concluded that cities will not be able to rely on permissive zoning concepts to
preclude issuance of state cannabis licenses. Instead, cities wishing to regulate cannabis uses
within their jurisdictions more restrictively than state law need to adopt express regulations
defining local limits of use. Cities that do not adopt such regulations likely will become subject
to state law regulation and the licensing of marijuana uses and activities within their jurisdiction
subject only to state law requirements.
San Luis Obispo’s City Council discussed Cannabis Regulations on March 14, 2017 and acted to
prohibit all cannabis related business activity in the City and provided staff with the following
direction: monitor developments in other jurisdictions; monitor development at the Federal
level; engage the community regarding various land use and taxation alternatives that may be
appropriate; and return to the City Council with a recommendation.
Staff has engaged the community in a consultative manner, seeking input from community
members in an effort to determine the community’s interest in the regulation of cannabis-
related businesses and activities, including the potential for taxation. Outreach included public
workshops, consultations with various organizations, businesses and individuals, a public panel
discussion, surveys and the information posted to the City’s website. The City Council will be
reviewing staff’s cannabis regulation recommendations in a study session early 2018.
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Sustainability Efforts
Beverage Straws Upon Request: At the June 20, 2017
City Council Hearing, the City Council discussed the
potential for a “straws upon request” Ordinance that,
if adopted, would require businesses to provide single-
use beverage straws to customers only upon request.
According to the Integrated Waste Management
Authority (IWMA), 400,000 straws are used every day
in San Luis Obispo County. The IWMA also found that
90 percent of customers will say “no” if asked if they want a straw. Council directed staff to
agendize a meeting related to this potential Ordinance. At the October 24, 2017 City Council
Hearing, Council ultimately voted to enact this Ordinance. Council identified this as a priority and
the work effort was added as an objective in the Climate Action Major City Goal work program.
Single-Use Plastic Bottles: At the February 2, 2016 City Council meeting, City Council directed
staff to agendize a Study Session related to the regulations for single-use plastic water bottles.
The City/County of San Francisco’s Ordinance was directed to be used as a model. At the January
3, 2017 City Council Study Session, staff presented the findings to Council. Ultimately, Council
directed staff to prepare an ordinance restricting the sale/distribution of all single-use plastic
beverage bottles under 21 ounces in size on City property. At the October 24, 2017 City Council
Hearing, Council voted to enact this ordinance, restricting the sale and distribution of single-use
plastic bottles on City property. The ordinance also stipulates that beverages cannot be served in
other single-use containers, such as single-use plastic cups, requiring the use of reusable
containers instead. With this new ordinance, which is not a citywide retail ban, those bottles and
cups cannot be sold or
distributed on City property or at
events on City property requiring
a permit (including city
facilities/offices, streets,
sidewalks, and parks). Council’s
decision is directly in-line with
the Major City Goal of Climate
Action.
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Historic Preservation
Historic Properties Mapping Information
In 2017, a project was initiated to enrich the information available on the Historic Resource
mapping available on the City’s website (link:
http://gis.slocity.org/HistoricMapTour/index.html) . Substantial progress was made to add
information for each of the properties with a “more information” link that provides more
historical information including important persons associated with the property. Staff will
continue to add to the mapping with the goal of adding more information to all 186 properties
that are on the City Master List of Historic Resources.
Cultural Heritage Committee
The Cultural Heritage Committee was
very busy in 2017, with the review of
various projects including historic
rehabilitations and
modifications/additions to historic
resources, Mills Act Historic Preservation
Agreements, Historic Resource
significance determinations, input on the
Mission Plaza Conceptual Plan and
Downtown Concept Plan, review of
mixed-use projects, review and
recommendations on treatment and
evaluation of historically significant Agricultural complexes in the Froom Ranch and San Luis
Ranch Specific Plans. The Cultural Heritage Committee also conducted training on CEQA and
Cultural Resources which was open to the public and attended by several historic preservation
professionals and representatives of the yak tityu tityu yak tilhini/Norther Chumash. The City
report was also submitted to the State Office of Historic Preservation which confirms the City’s
Historic Preservation Program continues to meet all requirements of the National Park Service
Certified Local Government Program (CLG) including: a Historic preservation
Committee/Commission, professional expertise, training, maintenance of a historic resource
inventory, and adherence to preservation principles for the designation and protection of historic
properties. The City of San Luis Obispo is the only Certified Local Government between Ventura
and Monterey County, and there are only 68 CLG’s in the state of California.
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Water Supply
In 2017, the City obtained water from five sources: Salinas Reservoir (Santa Margarita Lake);
Whale Rock Reservoir; Nacimiento Reservoir; recycled water from the City’s Water Resource
Recovery Facility (WRRF); and groundwater.
Table 11 – City Water Resource Availability
Water Resource 2017 Annual Availability
Salinas Reservoir (Santa Margarita Lake) and Whale Rock
Reservoir 6,940 AF Safe Annual Yield1
Nacimiento Reservoir 5,482 AF Dependable Yield2
Recycled Water 193 AF 2015 Annual Usage3
Siltation to 2060 (500 AF) WWME Policy4
TOTAL 12,115 AF
Source: General Plan, Water and Wastewater Management Element, 2016, Utilities Department, 2018.
1Safe Annual Yield is the quantity of water which can be withdrawn every year while operating both reservoirs in coordinated
operations under critical drought conditions. Safe Annual Yield is determined from a computer model, which accounts for
siltation loss through 2010 (per WWME Policy A 4.2.1).
2Dependable Yield is the contractual amount of water the City has right to from Nacimiento Reservoir.
3The quantity of recycled water included is the actual prior year’s recycled water usage (2015) per WWEA7.2.2.
4Reservoir siltation is a natural occurrence that reduces storage capacity over long periods, resulting in the reduction of safe
annual yield.
In 2017, availability from these sources equaled
12,115 acre-feet, as shown in Table 11. This supply
meets the projected primary water supply need at
General Plan build out of 7,496 acre-feet, plus an
additional 1,225 acre-feet for a reliability reserve
and a secondary water supply of 3,394 acre-feet.
The primary water supply was calculated using the
City’s build-out population (57,200 people) and
the water use rate of 117 gallons per capita. The
reliability reserve was calculated using the City’s
2017 population (46,724) and 20 percent of the
aforementioned water use rate. The secondary
water supply includes the remaining water
resources.
Santa Margarita Lake
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Water Conservation
Following abundant rainfall this past winter, on April 7, 2017 Governor Brown issued Executive
Order B-40-17 ending the drought state of emergency in California and eliminating the City’s
mandated 12 percent water use reduction. The City Council adopted resolutions to rescind the
drought emergency locally on June 20, 2017.
Locally, the City saw its surface water reservoirs recover between January and June of 2017. Since
the end of the drought the City has seen a slight increase in overall consumption from 2016 to
2017, from 92 gallons per capita day (gpcd) in Water Year 2016 to 95 gpcd in Water Year 2017.
For potable water only, the increase was from 88 gpcd in Water Year 2016 to 91 gpcd in Water
Year 2017.
A 2016 Executive Order (B-37-16), approved by Governor Brown on May 9, 2016, bolsters
California’s drought resilience and preparedness by establishing longer-term water conservation
measures that include permanent monthly water use reporting, new urban water use targets,
reducing system water loss, eliminating clearly wasteful practices, and strengthening urban
drought contingency plans. These measures aim to not only reduce immediate water use but to
establish a long-term change in the way Californians think about water.
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Circulation
Transportation Improvements
The following transportation planning projects and programs were implemented in 2017,
consistent with goals and policies in the Circulation Element of the General Plan.
Vehicular:
• Numerous traffic signal and intersection optimization improvements were completed as
part of the City’s Traffic Operations Program and ongoing traffic signal management
responsibilities.
• Numerous traffic safety improvements were implemented as part of the City’s Traffic
Safety Program including leading pedestrian intervals within the downtown core to give
pedestrians a head start on crossing at signalized intersections
• Construction documents are complete for the signal upgrade at Monterey and Osos
Street. Construction will start winter of 2018.
• Design for the California/Taft Roundabout is underway. Construction documents are
scheduled to be complete by the end of 2018.
• Two mobile speed feedback trailers were
deployed at over 50 locations consistent
with the City’s radar sign program.
• Transportation staff participated in
Public Works Night at Farmers’ Market in
May of 2017 and provided education and
outreach of the City’s multimodal
transportation facilities and goals,
including a demonstration of a “pop-up”
protected cycle-track.
Bicycle/Pedestrian:
• As part of the City’s Annual Pavement Management Plan, bike and pedestrian
improvements were installed along Madonna and Los Osos Valley Road including
buffered bike lanes and ADA curb ramp upgrades.
• Green bike lanes were installed at various locations including Los Osos Valley Road from
the 101 overpass to Laguna Middle School, Madonna Road, California Boulevard at Palm
Street and Santa Rosa Street from Walnut to Oak.
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• Construction of the Railroad
Safety Trail Class I Connection to
Laurel/Orcutt was completed in
2017.
• Planning efforts continued for the
Anholm Bikeway Plan (previously
Broad Street Bicycle Boulevard).
Implementation of the plan is
scheduled to begin summer of
2018, prioritizing the
implementation of the Plan’s Safe Routes to School elements.
• Design of the Railroad Safety Trail Extension from Taft to Pepper is still underway. Pending
acquisition of easements, construction is expected to begin in late 2018.
• In May 2017, the City participated in Bike to Work Month activities, including hosting a
bike breakfast on the steps of City Hall, encouraging the use of active transportation.
• In September 2017, the City held its annual Bicycle Rodeo instructing City youth on safe
bicycling techniques and proper riding habits.
• The City’s supply of short-term bicycle parking continued to expand as part of the City’s
“Racks with Plaques” bicycle rack donation program.
• Bike valet parking service continued at the weekly Thursday night Farmer’s Market and
during the summertime Concerts in the Plaza.
• The City collaborated with Bike SLO County and other community volunteers to offer
bicycle safety education training.
• The Public Works Department targeted Cal Poly’s Week of Welcome (WOW) for the
promotion of bicycle-on transit use.
• The City provided annual bicycling awareness training to SLO Transit drivers.
• The City conducted its eleventh annual Halloween Traffic Safety campaign passing out
3,700 reflective Halloween bags to elementary school students.
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Neighborhood Traffic Management (NTM)
The City continues to work with the Pismo/Buchon neighborhood, the South Chorro Street
neighborhood and the High Street neighborhood to address traffic concerns within their
neighborhoods. Below is the current queue of neighborhoods qualifying for a Traffic
Improvement Plan. Neighborhoods are listed in the order they were received:
1. Chorro (Broad to Buchon)—in progress
2. High (Higuera to Broad)—in progress
3. Augusta (Sinsheimer to Laurel)
4. La Entrada and Ramona
5. Mill Street (Santa Rosa to Grand)
6. Highland Drive (Patricia to Santa Rosa)
Transit
Below is a summary of some of transit network projects that were implemented in 2017.
• Fiscal Year 2016/17 saw
continual strong ridership with
1.1 Million rides.
• A new Laguna Tripper bus route
was introduced in response to
high ridership and overcrowding
along the Foothill Blvd going to
and from Laguna Middle School.
• In June 2017, SLO Transit
implemented most of the
operational changes
recommended by the City’s
adopted Short-Range Transit
Plan. These changes reorganize SLO Transit in a way that can be built upon for the next
10 to 15 years, creates a system that is much more resilient to system impacts (e.g.
roadwork, surge ridership, etc.) and most importantly, increases the safety of the service
• SLO Transit entered into a new two-year service agreement with Cal Poly University for a
transit subsidy program which will continue student and faculty access to local public
transit.
• SLO Transit received, in February of 2017, three new 45’ low-floor transit vehicles which
will replace three 2001 models and will feature such amenities as on-board infotainment
system, multiple sun-roofs, LCD dashboard display, free public Wi-Fi, flexible seating
configuration for peak and non-peaks, two-tone flooring, LED lighting, and a new paint
scheme.
New Rebranded SLO Transit Fleet
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Parking Management
Below is a summary of some of the major focus areas related to parking management in 2017.
1. In May 2017, Parking Services contracted with a new service provider to process
parking citations issued by the City. Implementation is currently under way and
we anticipate going live with the service provider in early 2018.
2. In May 2017, Parking Services released a request for proposals for new parking
structure access and revenue control equipment. New equipment will enable us
to better serve our various customer groups and make more informed decisions
using the data collected through the equipment.
3. In June 2017, all parking structures are now equipped to accept credit cards (Visa,
Mastercard, American Express, and Discover). Credit card acceptance makes the
exiting process faster for customers and
reduces the amount of cash the Booth
Attendants must handle.
4. In July 2017, Parking Services released a
request for proposals for license plate
recognition software and hardware. License
plate recognition can be used for parking
enforcement, data collection, and digital
permitting.
5. In August 2017, 2-hour timed zones were
established on McCollum Street near Albert
Drive and on Loomis Street east of Grand
Avenue. The timed zones were erected due to
vehicles being left on-street for extended
periods of time.
6. In December 2017, the City finalized a reorganization of the Parking Services staff
including the creation of a Parking Enforcement Officer II position. The
reorganization was a result of recommendations made from an organizational
assessment conducted in 2015.
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Safety
Emergency Preparedness and Response: Fire Department
In 2017, the San Luis Obispo Fire Department
(SLOFD) initiated a fire apparatus
consolidation program following a strategic
analysis of the fire department’s fleet to
inform the department’s 2015-2017 Capital
Improvement Project plan. As a result of this
strategic analysis and subsequent City Council
support, the fire department replaced a fire
engine and a fire ladder-truck with a single fire
ladder-truck. Both replaced apparatus were
scheduled for replacement according to the
City’s apparatus replacement plan. By
consolidating the functions of both apparatus
to be replaced into a single replacement apparatus, the fire department reduced the size of its
authorized fleet by one fire engine at a cost avoidance of over $600,000. This consolidation plan
actually results in an increased ability to provide services in the City by providing great
sustainability of ladder-truck operations. Furthermore, the new fire ladder-truck is built with a
modern diesel engine which has a significantly decreased negative impact on our environment.
In 2017, SLOFD partnered with the County Emergency Medical Services Agency (EMSA) and San
Luis Ambulance to pilot a new dispatch protocol, called “rapid dispatch,” that decreases the time
between receipt of a 9-1-1 emergency call and the response initiated by first responders. After
the pilot period was complete, the EMSA changed dispatch protocols for all SLO County fire
agencies and Dispatch Centers to reflect this best practice piloted in SLO.
In 2017, SLOFD transitioned all emergency response record keeping to a cloud-based records
management system, ImageTrend, which was supported by Measure G funding. Electronically
reporting emergency medical and fire response data to State and Federal agencies is now
required, and SLOFD complies with this requirement. Our local transition to ImageTrend lead the
way in the community, and other fire agencies in the region are building their programs based
on our success. Maintaining compliance with fire data reporting to the National Fire Incident
Reporting System (NFIRS) is a requirement to maintain our community’s eligibility to apply for
Federal grants. SLOFD has been very successful in years past with securing grants to decrease the
financial burden on local tax payers.
In 2017, SLOFD also began a new program to educate residents about wildland fire preparedness
and mitigation. Following a thorough assessment of our local wildland risks in the area surround
the Bishop Peak Natural Reserve, staff partnered with other City departments and local agencies,
including the County Fire Safe Council, to host an education session related to our local risk
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assessment and the national “Ready, Set, Go” program. Attendees were
provided information about general disaster preparedness best
practices as well as about landscape design and maintenance to
enhance the fire department’s ability to defend their property. This
program will continue to expand in future years, reaching more regions
of our City.
Regarding employee training and preparedness, SLOFD partnered with
all departments to provide classroom-based National Incident Management System certified
training required for City employees who may have a critical role to play in the event of a disaster.
SLOFD also hosted the annual Open House as part of Fire Prevention week activities and provided
emergency preparedness information to residents and visitors.
Hazard Mitigation: Fire Department
In 2017, SLOFD in collaboration with other City departments and community agencies completed
the third annual review of the 2014 Local Hazard Mitigation Plan (LHMP). The LHMP provides
guidance on how to reduce the community’s vulnerability to natural hazards. This plan calls for
annual stakeholder meetings to update progress and identify collaborative opportunities. The
City is required to maintain a current LHMP, which must be updated every five years. Maintaining
a current LHMP allows the City to apply for State and Federal reimbursement in the event that
the City is impacted by a disaster.
In 2017, the City also agreed to partner with the County Office of Emergency Services (OES) to
participate in the development of a countywide LHMP, which would meet our local requirement.
Participating in this regional effort has tremendous cost savings and logistical efficiencies for the
City. The cost of developing a regional LHMP decreases the cost to local municipalities, and the
management of LHMP development is a shared function across participating agencies. The
County OES is taking the lead on a grant application to further reduce the local financial burden
of LHMP development and approval. Another significant benefit will be realized by regional
organizations that participate in the LHMP process, particularly those organizations that serve
several jurisdictions, such as hospitals, school districts, California Highway Patrol, and others.
These organizations will be able to participate fully in one planning process, rather than figure
out a way to participate in the LHMP processes of multiple agencies.
Staff Training: Police Department
Safety Element Program 9.4 states that the City will train police officers and other City employees
to levels appropriate for their tasks and responsibilities.
The California Commission on Peace Officer Standards and Training (POST), which mandates
minimum content and hours for basic and in-service training, regulates the training of police
officers and communication technicians. The Police Department maintained compliance with
POST requirements for in-service training hours for required employees. This was accomplished
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in 2017 by sending employees to POST-certified training courses in various topics, with the
associated costs reimbursed by POST, and by providing in-house training for employees.
In 2017 all sworn officers and some department staff participated in a 16-hour CIT (Crisis
Intervention Training) course. The primary goals of CIT is to reduce injuries to officers and mental
health consumers during contacts, and to appropriately redirect mental health consumers from the
judicial system to the services and support needed to stabilize consumers and reduce contact with
police.
The San Luis Obispo Police Department (SLOPD) also conducts in-house training through the use
of employees who are certified instructors in a variety of police-related job functions, including
defensive tactics, mobile field force, active shooter and use of firearms. In addition to the
standard police training the department implemented a Peer Support group to help officers after
tragic or traumatic events. The Peer Support Team has been trained to deal with a wide variety
of potential problems and has the ability to give direct counseling or direct those in need to the
proper resources.
Staff Training: Fire Department
In 2017, SLOFD realized the departure of
several key staff members. With the transition
in leadership responsible for department
training, the new Deputy Fire Chief conducted
an exhaustive survey and assessment of
department training needs and priorities. To
maximize the impact of precious training
funds, SLOFD has partnered with other
regional fire agencies to collaborate on course
offerings for fire service professional-track
certification classes.
Mutual and Automatic Aid: Police
Section 9.10 of the Safety Element indicates that the City will work with other jurisdictions to
obtain and follow adequate mutual-aid and automatic-aid agreements. The San Luis Obispo
Police Department assisted Santa Barbara County with Thomas Fire which occurred in December
of 2017 and the subsequent mudslides in Montecito in 2018. During both events, mutual aid was
requested by the Santa Barbara County Sheriff’s Office and fortunately the San Luis Obispo Police
Department was able to provide officers for both events.
For the Thomas Fire, we sent a total of 7 officers over a 5-day period. The officers responded and
worked the Santa Barbara City area affected by the fire. The officers were asked to work in
multiple roles ranging from traffic control at a fixed post to roving patrols keeping looters and
trespassers out of the danger areas.
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For the Montecito mudslides a total of 10 officers responded over a 7-day period. Officers
responded immediately on the morning of Tuesday January 9 and with a few days break stayed
through Thursday January 18. While the officers were again asked to work many different
assignments, officer were asked to assist in evacuating those who were stranded in their homes
and could not leave the area on the night of the mudslides. After the initial emergency, officers
completed roving patrols and scene security.
For the Montecito area, the Police Department sent
our SWAT Bearcat (Armored Vehicle) to assist. Because
of the conditions, the bearcat was one of the few
vehicles that could be used to evacuate residents.
SLOPD also coordinated efforts with the San Luis
Obispo Sherrif’s Department in facilitating mobile field
force training. Law Enforcement personnel throughout
the county had the opportunity to be involved in mobile field force scenario-based training and
become familiar with each other’s policies and practices in the event of an actual significant
event.
The City has participated in a regional Special Weapons and Tactics Team (Regional SWAT) since
2008. The Regional SWAT team allows participating cities to leverage limited resources and
maximize coordination and special expertise during critical incidents.
Mutual and Automatic Aid: Fire
SLOFD deployed on many requests for Mutual Aid
throughout the State in 2017, including devastating fires
in the Sonoma County, a fire in the hills above Cal Poly,
and the largest fire in California State history, the Thomas
Fire. Fire personnel deployed to large-scale incidents
receive invaluable on-the-job training, and the costs
associated with their deployment are reimbursed to the
City. The statewide mutual aid system that redeploys
SLOFD personnel to
assist communities in
need is the same
system that sends non-local fire crews to our area when we
are in need of assistance. In 2016, our local area benefited
from this system during the Cuesta Fire, just north of our City.
In 2017, we paid it back by helping our statewide neighbors
during a historically devastating year.
SLOFD is also a member of the Regional Urban Search and Rescue (USAR), County Hazardous
Materials Response Team, County Fire Investigation Strike Team, and the County Type III Incident
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Management Team. These regional teams provide exceptional service to the communities of
participating agencies at a fraction of the cost of providing that service autonomously.
Community Action Team (CAT)
CAT Officers continue to identify problems and crime trends that negatively impact the quality
of life of residents, business owners and visitors. CAT Officers have focused on several individuals
in our community who are involved in adverse and repetitive criminal activities that negatively
impact our community. They have been successful in working with others to find alternatives to
incarceration that include enhanced and focused service placement and transitional housing. The
program has continued to grow and the relationships in the court system have proven very
valuable. This past year the department worked closely with County Mental Health to add a
fulltime mental health specialist to the CAT team. The police department believes this added
resource will help support the need in addressing many of our chronic offenders who suffer from
mental health disorders. Currently County Mental Health is in the final stages of the RFP process
and we hope to have the new position established in early 2018.
CAT officers work collaboratively with a myriad of individuals and groups, including patrol
officers, investigators, the Neighborhood Outreach Manager, other city departments, social
service providers, business groups, and other governmental agencies as appropriate.
Multi-Dwelling Property Inspection Program
Under the direction of the Fire Marshal, the Fire Prevention Bureau inspects all multi-dwelling
properties (three or more units) in the City to ensure that they meet a reasonable degree of fire
and life safety. This state-mandated program helps safeguard residents and visitors who
patronize local hotels and generates approximately $194,000 in revenue that offsets
implementation costs. The Fire Prevention Bureau completed approximately 727 inspections of
apartments, hotels, and fraternity and sorority houses in 2017.
Fire and Life Safety Inspections
SLOFD engine companies completed over 1,337 fire and life safety inspections in 2017. In
addition, Fire Prevention Bureau staff completed over 200 inspections of industrial facilities,
schools, hospitals and nursing homes, day care centers and assisted living centers, and large
public assembly occupancies. A portion of these inspections resulted in Fire Code operating
permits, which generated approximately $133,000 in revenue.
Hazardous Materials Inspections
The Fire Prevention Bureau serves as a “Participating Agency” in the County’s Certified Unified
Program Agency (CUPA). Businesses that use or store hazardous materials in an appreciable
quantity, generate hazardous wastes, or operate underground or aboveground petroleum
storage tanks are subject to inspection. The Hazardous Materials Coordinator conducted 283
facility inspections in 2017, which generated over $100,000 in permit fee revenue.
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Vegetation Management
While fewer weed complaints were fielded
by the Fire Prevention Bureau in 2017,
there was again a significant increase in
complaints regarding dead pine trees due
to the pitch canker epidemic. The Fire
Department combined funding with
Natural Resources who, through the use of
Cuesta Camp Crews, completed wildland
fuel reduction projects in City-owned
Bishop Peak open space in 2017.
Critical Facilities Locations and Reducing Structural Hazards
Section 9.19 of the Safety Element tasks the City with identifying and evaluating hazards in
existing structures, with the highest priority given to critical facilities. This effort includes
maintaining and replacing City facilities, routine code inspections of certain commercial and
residential buildings, complaint-based code inspections for all buildings, mitigating hazards
associated with unreinforced masonry buildings (URM), and outreach regarding structural safety
of private wood-frame buildings.
Unreinforced Masonry Hazard Mitigation: The 2004 URM Ordinance required full strengthening
by July 2010 unless partial, Level A, strengthening was completed by July 1, 2007. Where Level A
was completed by the deadline, Level B work could be delayed until July 1, 2012. Level A
strengthening consists of installation of anchors between building walls and roof, walls and
floors, and bracing of any parapets. Level B consists of Level A work plus installation of the steel
members that stabilize the storefront and frame. Distinction between Level A and B was
established by ordinance to encourage owners to complete this significant portion of the
strengthening process as soon as possible.
Of the 128 URM buildings in the City, 125 have completed seismic strengthening or were
otherwise brought into compliance with the ordinance and the last three are currently under
construction. This includes the Hotel Serra project and 796 Higuera Street.
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Neighborhood Wellness
Land Use Element Program 2.14 states the City will help identify neighborhood problems, and
undertake a wide range of focused development review, capital improvement, and code
enforcement efforts to help residents preserve and enhance their neighborhoods.
Neighborhood Matching Grants
The City Council identified Neighborhood
Wellness as a Major City Goal in the 2013-15
Financial Plan and has carried this goal
forward into the 2015-17 Financial Plan as
an Other Important Council Objective. One
of the implementation strategies identified
is to support activities to establish or bolster
neighborhood cohesiveness. Neighborhood
Matching Grants are a mechanism to
provide support to neighborhoods for
activities and projects that engage neighbors
in positive ways.
Final Applications for the second year of the program were due January 3, 2017, and three
applications were submitted, totaling $8,927 in grant requests. At the February 1,2017 meeting,
the HRC selected two projects for funding, including Mitchell Park Landscaping ($5,000) and Serra
Meadows Pop Up Parties ($1,982) for a total of $6,982. Mitchell Park neighbors logged 608 hours
of work landscaping two prominent park areas with drought-tolerant, low-maintenance plants.
The new Serra Meadows neighborhood fostered a sense of community by hosting inclusive
events to connect with one-another. The applicant team combined fun activities with emergency
preparedness and organized a neighborhood watch group.
The 100 percent neighborhood matching
grant program was awarded $20,000 for the
2017-19 Financial Plan for continuance into
a third cycle. Applications became available
on October 1, 2017 and Staff held an
informational meeting on October 30th. To
streamline the application process, Staff
met with interested applicants throughout
the Winter months, thus removing the
previous requirement of having to submit a
draft application for refinement. The
application period was also extended to
February 12, 2018. Staff provided the HRC (the Advisory Committee charged with awarding grant
funds) a program update on December 6, 2017.
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Neighborhood Officer Program – Police Department
In 2013 the Police Department launched a
Neighborhood Officer Program that divides
the City into 13 distinct “neighborhoods,”
each with dedicated patrol officers assigned
to address City neighborhood issues. The
Neighborhood Officers act as liaisons
between the Police Department, the
community, and a variety of city agencies. The
Neighborhood Officers assist with public
education, crime prevention, establishing
Neighborhood Watch groups, and
neighborhood specific problems. The
Neighborhood Officer Program offers residents and business owners a personal option when
police assistance is needed and an immediate response isn’t needed. Residents and businesses
can find their Neighborhood Officer on the City webpage and contact them directly either by
phone or email.
In 2017, the Neighborhood Officer program continues to be a strong resource for residents and
business owners. Neighborhood officers conducted “Walk & Talks” in the neighborhoods
surrounding Cal Poly in the fall to educate and acclimate student residents to living in San Luis
Obispo. Neighborhood officers have continued to be a consistent “go to” for residents needing
assistance with a variety of quality of life concerns. Neighborhood officers also provided crime
prevention help to Neighborhood Watch groups throughout the city.
Code Enforcement – Community Development Department
The City’s Code Enforcement Office, which reports directly to the Community Development
Department’s Chief Building Official, deals primarily with violations of building codes and zoning
regulations. Examples of code violations that impact neighborhood quality include:
• Property Maintenance Violations
• Sign Violations
• Unpermitted Construction
• Substandard Buildings
• Occupancy Violations
• Land Use Violations
• Homestay Violations
In2017, there were 220 code enforcement cases opened in response to requests for field
investigations and proactive enforcement. These included land use and zoning violations,
property maintenance and substandard building violations, among others.
In addition, there were 739 Neighborhood Services code enforcement cases, which included
violations such as visible storage, failure to screen waste containers, dead or overgrown
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vegetation and yard parking. Neighborhood Services conducts proactive outreach and
enforcement measures in residential areas throughout the city and attends numerous outreach
events at Cal Poly, Cuesta, The San Luis Obispo Board of Realtors, as well as regular Neighborhood
Wellness and RQN meetings. These outreach efforts are ongoing.
Neighborhood Outreach – Police Department
Police Department SNAP employees
(Student Neighborhood Assistance Program)
continue to conduct parking enforcement in
neighborhoods during evening hours. In
2017 they issued 2518parking citations for
violations in residential parking permit
districts. SNAP issues Disturbance Advisory
Cards (DACs) which are formal warnings, in
response to substantiated noise party
complaints. In 2016, SNAP issued 456 DACs.
SNAP also assists with graffiti abatement and
identifying abandoned vehicles for towing.
In response to the need for non-adversarial processes that address community conflicts, the City
of San Luis Obispo, Cal Poly, Cuesta College, and Creative Mediation, a local non-profit, developed
the SLO Solutions Program in 2004 to offer free conflict resolution and mediation to City
residents. The program served 1228 residents in 2017
Neighborhood Wellness meetings were discontinued in 2015 as attendance had dropped off
considerably. In its place, the police department is now providing an annual “Neighborhood
Forum”, providing the community with information on neighborhood initiatives, crime
prevention techniques and upcoming police department driven projects. The second annual
Neighborhood Forum was held on November 15, 2017. Chief Cantrell and staff provided
information on crime trends, neighborhood crime prevention, homelessness and anticipate
budget challenges.
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Open Space Protection
The General Plan contains many goals, policies and programs focused on open space protection.
The policies apply to sensitive lands within the City’s urban reserve as well as land in the greenbelt
area that is protected for its biological, agricultural, aesthetic and/or watershed protection value.
The Land Use and Circulation Element and Conservation and Open Space Element address this
subject in detail.
The highlights of 2017 include:
1. Completed the Natural Resources
Roundtable: the 20th Anniversary
Proceedings of the San Luis Obispo
Greenbelt.
2. City staff oversaw final acquisition and
abatement activities at the Waddell
property in anticipation of open the
property to the public in 2018.
3. Continued implementation of the Calle
Joaquin Agricultural Reserve Master Plan
with Central Coast Grown, for
educational and local agriculture
production purposes.
4. The City’s Ranger Service program, in partnership with the Central Coast Concerned
Mountain Bikers (CCCMB) and other volunteers, continued to expand both single-use and
multi-use trails in the Irish Hills Natural Reserve, as well as through the neighboring Bureau
of Land Management (BLM) parcel under a Memorandum of Agreement with BLM,
increasing the hiking, trail running and mountain biking opportunities in that open space by
several miles.
5. The Stenner Springs Natural Reserve continued to be expanded upon and improved through
volunteer and Ranger work days, including the installation of the new Stenner Flow trail.
6. A new loop trail was installed at Reservoir Canyon Natural Reserve.
7. Continued invasive species vegetation control along Froom Creek and San Luis Obispo Creek
and continued planting native plants to restore the habitat, including a native oak volunteer
planting day at Bishop Peak Natural Reserve.
8. Continued to implement the Stormwater Management Program as required by the Regional
Water Quality Control Board (RWQCB). The Plan focuses on improving stormwater quality
through Best Management Practices (BMPs), including: construction site monitoring,
municipal operations, development review, and public participation to reduce pollution run-
off.
Waddell Ranch Open Space
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9. Participated in planning and
implementation of several important
ongoing City projects, including: Chevron
Tank Farm Remediation and
Redevelopment Plan; Los Osos Valley
Road/Hwy 101 interchange project; and
the Margarita Area and Orcutt Area
Specific Plans.
10. Continued steelhead trout
(Oncorhynchus mykiss) surveys along San
Luis Obispo Creek with biologists from
California Department of Fish and
Wildlife.
11. The Ranger Service and the Natural Resources Program prepared the City of San Luis Obispo
2015 Open Space Maintenance Plan as part of the Open Space Major City Goal. The Open
Space Maintenance Plan provides a comprehensive strategy for day-to-day maintenance
activities, as well as long-term improvements and enhancements, including items such as
signs and kiosks, gates and fencing, or parking and trash. The Open Space Maintenance Plan
also includes two technical appendices: The City of San Luis Obispo Vegetation Management
Plan: The Wildland–Urban Interface and Integrated Vegetation Management Plan for Open
Space Lands of the City of San Luis Obispo 2015-2020. Substantial progress towards
implementation of the Open Space Maintenance Plan was completed in 2016, including new
trailhead kiosks, trash receptacles, and Mutt-MittTM stations.
12. The 2015-17 Council objective to “Initiate Implementation of the Laguna Lake Natural
Reserve Conservation Plan” is underway. To that end, a comprehensive consultant team led
by MNS Engineers is designing dredging and sediment management options, developing
financing options, completing environmental review and securing regulatory agency
permits. City Council provided direction in September 2016 for selection of the preferred
design and financing alternative, leading towards a “shovel ready” project anticipated for
the 2017-19 financial plan period.
The New Reservoir Canyon Loop Trail
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Parks & Recreation
In 2017, the Parks and Recreation Department continued to offer a wide variety of programs and
activities that enhance the quality of life in the community. The following tasks were
accomplished implementing the Parks & Recreation Element of the General Plan:
Collaborative Programs
Sports: The City provides recreation sports opportunities for youth, adults and seniors. The City
continues to collaborate with local community groups (such as the San Luis Obispo County YMCA
and San Francisco Jr. Giants Baseball program) to form partnerships in effort to provide
recreational activities for over 1,200 local children through youth basketball, futsal (indoor
soccer), Jr. Giants Baseball Program and the Major League Baseball Youth Camp. The City’s
recreational programming focuses on building confidence, teamwork, integrity, and leadership
skills. The City continues to work collaboratively with the Youth Sports Association and San Luis
Coastal Unified School District to meet the needs of youth.
Adult recreational sports include adult
softball, adult soccer, ultimate Frisbee,
table tennis and volleyball programs.
Senior sport activities (55+) include
Pickleball programs and Boomer Softball.
Pickleball continues to exhibit high
popularity with the total number of
participants playing on a regular basis
steadily increasing. In 2017, Parks and Recreation enhanced Pickleball play opportunities with
the resurfacing of an existing tennis court at French Park to add multi-purpose court lines within
existing city parks, facilities and resources through a sports court restriping project. Pickleball is
currently played daily at five City park locations (Meadow Park basketball court, Ludwick
Community Center, Islay Park basketball court, French Park tennis court and French Park
basketball court).
Community Programs: Parks and Recreation
provides high quality programs that are responsive
to industry trends and changing community needs.
New programming in 2017 encouraged
participation, built community amongst all users,
and strengthened the Department’s operational
commitment to programs across all age groups. In
2017 community programming included events
such as Snow Night and Leprechaun Lost at
Farmer’s Market (in collaboration with the Downtown Association), Egg Hunt, Family Water
Safety Day, The 100-mile club, Night Golf, Family Camp Out, Major League Baseball Clinic, Movie
Nights, Back to Pool Night, September Scramble, Gobble Wobble, Pix-On-Peaks, Turkey Break
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Skate camp, Kids Play Free at the Golf Course, the 38th Annual SLO Triathlon and numerous
Garden Clean-up Days. Additional collaborations, from Health and Wellness Seminars and Senior
Center Contract Classes, have provided much needed services and programs to the community,
especially underserved populations. Community Gardens are provided at four locations. There
are 100+ garden plots available to City residents to lease with a fifth community garden location
planned at the Laguna Lake Golf Course in 2018. The Parks and Recreation Department continues
to offer online program registration, facility reservations, and satisfaction surveys to its
customers. In 2017 the Department enhanced its web and social media presence which resulted
in an increase in event attendance up to 50%.
SLO Triathlon: In 2017
the City sponsored the
38th annual SLO
Triathlon. The SLO Tri
occurred on the fourth
Sunday in July at
Sinsheimer Park and
included a .5-mile swim, 15-mile bike and 3.1 mile
run course. Approximately 200+ community
volunteers made this annual event possible. The
SLO Triathlon focuses on completion, rather than
competition, and draws over 1,000 participants state-wide annually to the event.
Youth Services: The Transitional Kinder (TK)
(Kindergarten), Sun ‘N Fun (Grades 1 – 3) and Club
STAR (Grades 4-6)programs continue to provide
necessary child care and social experiences for
over 1,000 elementary school-aged youth,
incorporating character development, community
service, academic support, tools for resiliency and
making positive choices, in a safe and nurturing
environment. In the 2017-18 school year, Youth
Services provided programming at five school sites
in support of the Joint Use Agreement with the San
Luis Coastal Unified School District
Other programs during the school year included two Teacher Work Day Camps, a week-long
Spring Break Camp for school-aged youth as well as numerous onsite special events.
Summer programming also provided essential care for over 600 families. KidVENTURE’s Ultimate
Day Camp provided traditional camp experiences to school-age campers and a training
opportunity for the 14-16 aged Counselors-in-Training (CIT).
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SLO Skate Park
The SLO Skate Park project at Santa Rosa Park was
completed in 2015 and celebrated its two-year anniversary
in 2017. The 15,500-square-foot concrete skate park is
already an invaluable addition to the City. With now over a
year in service, the skate park sees an average of 50-100+
locals and visitors alike on a daily basis. Programming in
2017 included Spring Break Skate Camp, Turkey Break
Camp, and summer events such as Friday Night Skates and
DJ and Ramp-n-Roll. The City collaborates with skate parks
County-wide for the Monster Skate series. Monster Skate
encourages skaters of all ages to compete and show off
their skills. Contests are held on six Saturdays during March
through May at local Central Coast skate parks.
Historic Jack House and Gardens
The Historic Jack House and Gardens (collectively referred to as “The Jack House”) were deeded
to the City of San Luis Obispo on March 10, 1975.
For over four decades, the City has managed,
maintained, and operated the Jack House. The
Jack House and Gardens are located at 536
Marsh Street in San Luis Obispo. In 2017, guided
history tours, programming, and special events
were provided at the Jack House. The Jack
House Gardens were rented for 50+ weddings
and other events. In 2017, the volunteer docents
provided tours for approximately 200 individuals
or groups from May to December. The Jack
House closed from December to April for annual
maintenance.
In 2017, the Jack House Committee approved a project plan to develop policies for the ongoing
and future management, maintenance and operations of the Jack House. The project includes
research of industry standards and best practices for the management of historic resources and
community outreach to seek input about community priorities related to parks, facilities,
programs and activities. The project and analysis are expected to conclude at the end of 2018.
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Volunteers & Training
Approximately 1,491 Parks and Recreation volunteers supported services and programming at
the Senior Center, Laguna Lake Golf Course, Jack House, special events and activities such as the
Junior Giants, SLO Triathlon, Movie Night, Back To Pool Night, Youth Sports, Summer Camps,
Garden workdays and Ranger Work Days. Over 10,946 hours were logged in 2017 valued at
$146,999 in support.
Parks and Recreation continues to
demonstrate a culture of valuing human
capital and expecting the bet from all team
members. In 2017, 22 Parks and Recreation
staff participated in trainings provided by the
Center for Organizational Effectiveness, 15
for California Professional Recreation Society
(CPRS), 40 staff became American Red Cross
Certified in CPR/AED/First Aid, 3 obtained
professional certifications resulting in 7
promotions both Department and City-wide.
Open Space Maintenance
Ranger Services works to provide both educational and recreational opportunities to the
community of San Luis Obispo. The City's 7,000 acres of designated open space promise to have
something for everyone including rugged hiking trails, challenging mountain biking and leisurely
scenic pathways just minutes from downtown.
The City’s Ranger Service program employs full-time rangers and other part time staff that
actively maintain the City’s open
spaces. Approximately 21.87 tons of
trash was removed from San Luis
Obispo Creek and City open spaces by
staff and volunteers, with the largest
amounts of material collected during
the annual Creek Day clean-up event.
In 2017, park rangers led 14 hikes
through City open spaces (including
Hikes with Hounds), and held 75 work
days. City parks, open spaces, and joint
use facilities were patrolled nearly
every day of the year. Staff provided
environmental education courses
through the City’s STAR and Sun ‘N Fun
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programs and had two one-week Junior Ranger Activity Camps that were attended by children
ages 7-10. In 2017, a total of 528 hours were devoted to public education focusing on
conservation and promoting laws. In 2017, over 1,500 dog leashes were given away at trail
entrances and 500+ paper trail maps.
New Trailhead kiosks, informative and education panel inserts were added in 2017.
Collaboration with the public and the Central Coast Concerned Mountain Bikers (3CMB) resulted
in new trail being construction at Cerro San Luis, Stenner Springs, and Reservoir Canyon, and
miles of trails being maintained throughout the City’s open space network. Hundreds of
volunteers turned out for multiple events and provided thousands of hours of service taking care
of the City’s open spaces.
The City of San Luis Obispo Parks and Recreation
#PixOnPeaks is an Award-winning program. In
2017, #PixOnPeaks 2.0 was launched identifying
even more community trails to hike. The
#PixOnPeaks Instagram social media campaign is
geared at making the public aware of many of the
City of SLO’s lesser known open spaces and trails
and a conservation effort aimed at reducing foot-
traffic on highly travelled trails.
Park Improvement Projects
Sinsheimer Playground Renovation: The Sinsheimer Park Playground was renovated in 2017 to
a modern playground intended to make Sinsheimer a “destination park”. The previous
playground was installed in 1993. The new playground features a grassy hill (inviting children to
slide down), a climbing wall
to encourage kids to explore
their inner monkey. Other
fun features included a
snowboard simulator, a
zipline and swings. The ADA-
accessible playground also
includes new picnic tables
and benches, walkways,
trees, water fountains and
water filling stations. The
playground renovation was
funded in part by a local
revenue measure.
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New Kikuyu Grass at Damon Garcia Sports Field: New
Kikuyu grass was planted on Field B in 2017 on a trial basis.
This new grass type sustains the almost year-round active
play. Renovations are planned for Fields A, C and D in 2018.
Regular field visits with user groups support ongoing
communications, active problem solving and innovative
ideas for the sharing of the fields.
French Park Pickleball Multi-Use Lines in Tennis Court: The
French Park Tennis court was resurfaced and painted with
multi-use lines in effort to maximize existing resources and
recreational facilities to increase play. In addition to drop-
in tennis, this sports court has increased its usage with
almost 200 pickleball players weekly.
ADA Trail at Laguna Lake Park: A new ¼ mile
long ADA accessible nature trail was
constructed at the Laguna Lake Park in 2017.
This is the first all ADA trail in San Luis Obispo.
Dog Off-Leash Area Safety
Enhancements: Laguna Lake Dog-Off
Leash Area capital project for safety
enhancements allocated $50,000 for
site improvements, including visual
boundary markers, pavement collars at
water stations to reduce mud, 900+ feet
of new fencing to improve safety along
the parking lot, new signage and
woodchips filled in the cracks to
increase pet and owner safety when
walking.
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North of Broad Street Neighborhood Park: Parks and Recreation has had communications with
the LDS Church and Neighborhood Leadership. Staff continue work to identify potential park
locations.
Public Art Program
In 2017, the City of San Luis Obispo dedicated a 30-foot public art
sculpture titled “Olas Portola Fuente Seca”, loosely translated meaning
Waves in a Dry Fountain. The sculpture is situated in the original Portola
Fountain base at the intersection of Higuera and Marsh streets. The
original fountain, built by the San Luis Obispo Monday Club in 1967, had
become dated and minimized by the activity around it. The addition of
“Olas Portola” is the first kinetic (wind-driven) sculpture in San Luis
Obispo.
An electrical box
located at the SLO
Swim Center
became the most
recent canvas for
box art in 2017.
The main goal for
the Artist was to create a simple, pleasant
image and soften the feel of an isolated
utilitarian section of an otherwise very nice
public park space. That Artist was inspired by
San Luis Obispo’s quintessential balance of
nature and architectural development. The box art mural depicts San Luis Creek and other
elements specific to San Luis Obispo.
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Conclusion
The City’s General Plan guides the use and protection of the City’s various resources to meet
community purposes. It reflects consensus and compromise among a wide diversity of citizens’
preferences, within a framework set by state law. The General Plan is published in separately
adopted elements, each containing policies and implementing programs. The General Plan
Annual Report summarizes the major programs in these elements that saw activity in 2017.
One outcome of an annual report is the evaluation of whether actions that have occurred indicate
a change in the general vision of the community that requires a more comprehensive update of
the General Plan. The most prominent activities undertaken by the City in 2017 related to efforts
to begin implementation of four key elements of the General Plan that were most recently
updated: Land Use, Circulation, Housing, and Water and Wastewater. The input received as part
of these update processes helped align the General Plan with the community’s vision. That vision
was in part reflected in the City Council’s adopted Major City Goals and Other Important
Objectives for FY 2015-17, as well as FY 2017-19, described on pages 11 and 12 of this report.
Staff will continue to implement these goals and objectives related to Housing, Climate Action,
Multi-Modal Transportation, and Fiscal Health, which will be further reported on in the 2018
Annual Report.
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