HomeMy WebLinkAboutItem 1_Annual General Plan ReportMeeting Date: February 27, 2019
Item Number: 1
PLANNING COMMISSION AGENDA REPORT
SUBJECT: Planning Commission consideration of the 2018 General Plan Annual Report
PROJECT ADDRESS: Citywide BY: Cara Vereschagin, Assistant Planner
Phone Number: (805)781-7596
E-mail: cvereschagin@slocity.org
FILE NUMBER: N/A FROM: Xzandrea Fowler, Deputy Director
RECOMMENDATION
Receive and file the 2018 General Plan Annual Report for final acceptance by the City Council.
SUMMARY
California Government Code Section 65400 requires that cities submit an annual report
(Attachment 1) on the status of their General Plan and progress in its implementation to the
Governor’s Office of Planning and Research and Department of Housing and Community
Development. Prior to submittal to the state, the annual report must be presented to the City
Council for review and acceptance. As a procedural matter, staff is bringing this annual report to
the Planning Commission for receipt and acceptance prior to the Council given the role of the
Commission as advisory to the Council in planning matters, including implementation of the
General Plan. Preparation of the General Plan Annual Report is also consistent with City of San
Luis Obispo’s General Plan Land Use Element Policy 11.3 – Annual Report. The General Plan
Annual Report is strictly a reporting document and does nor create or modify any City of San Luis
Obispo goals or policies found within the General Plan.
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 2018 General Plan
Annual Report and for staff to gather Commission input and recommendations before forwarding
the final report to the City Council for acceptance.
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;
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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.
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. General Plan implementation supports the quality of life objectives for the
community that serve as the foundation for the General Plan. Activities undertaken by the City
through its Capital Improvement Program projects, project plans and studies, facility maintenance
and management, and inter-agency coordination each play a part in the General Plan
Implementation. The General Plan Annual Report touches on the major programs that saw activity
in 2018. The report is organized around the following key implementation areas:
• General Plan Element Updates
• Planning and Building Activity
• Regional Housing Needs Allocation (RHNA) Progress
• Non-Residential Growth
• Specific Plan Implementation and Development
• Climate Action
• Economic Development
• Historic Preservation
• Water Supply
• Circulation
• Safety
• Neighborhood Wellness
• Conservation and Open Space Protection
• Parks and Recreation
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The 2018 Annual Report also includes a discussion of the following:
• Cannabis Ordinance and Implementation
• Tiny Homes on Wheels
• Recent Update of the Zoning Regulations
In 2018, work continued implementing General Plan Programs, including the update of the Zoning
Regulations and completing two large-scale development agreements. Staff also continued work
on the Parks and Recreation Element and Master Plan Update, by conducting extensive initial
community outreach events, pursuant to the Community Engagement Plan. In May of 2018, City
Council also approved an update to the Water and Wastewater Management Update, which
provides updated water supply information from the City’s safe annual yield model.
Development activity remained strong in 2018, as represented by 575 issued building permits,
which is 183 more than the number of issued permits in 2017. This also reflects the increased
number of plan check applications submitted, totaling of 1,468, which was 167 more than 2017.
Based on the Community Development Department’s running total of “finaled” permits for non-
residential construction permits, 38,338 square feet of floor area was added to the City in 2018,
yielding a five-year net non-residential growth rate of 2.72 percent (as shown in Figure 2 on page
21). Land Use Element Policy 1.11.4 states that 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. Thus, the City is way below the threshold to establish any non-
residential growth limit at this time.
Updated employment numbers provided from the San Luis Obispo Chamber of Commerce, the
recently completed Central Coast Economic Forecast, and the Community Development
Department’s ongoing count of housing units, concludes that the City is currently experiencing a
jobs/housing imbalance. The updated data depicted the jobs to housing ratio at 2.5:1 for 2018,
which was a slight increase from the ratio in 2017 (i.e. 2.4:1). Table 6 on page 22 in the Report
provides the current statistics.
Table 6 - Current Jobs/Housing Balance
Estimated jobs in City limits 54,132
Housing units 21,416
Jobs to housing ratio 2.5:1
Cal Poly jobs (not in City) 3,143
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: San Luis Obispo Chamber of Commerce Major Employers,
2018; Community Development Department, 2018; Central Coast
Economic Forecast, Beacon Economics, 2018
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The Fiscal Year 2017-19 Major City Goals, of Housing, Climate Action, and Multi-Modal
Transportation resulted in a significant amount of activity in these General Plan program areas
discussed above, and many more. Housing and residential growth program accomplishments are
discussed in Table 5 on page 18 of the Report, as highlighted below:
Table 5 - Affordable Housing Project Highlights from 2018
Project Affordable
Units
Status Special Notes
Iron Works 46 Construction was completed
and almost all units have been
occupied.
This mixed-use project located at 3680 Broad
Street and was devevloped by HASLO. The City
awarded a $920,000 AHF award to the project.
Bishop
Street
Studios
34 Construction kicked off in
Spring 2018 and is expected to
be completed at the end of
2019.
The project received an AHF award of $850,000
and will house clients of Transitions Mental
Health Assocation.
Courtyard
at the
Meadows
36 Courtyard at the Meadows,
HASLO’s new affordable
housing development in the
Serra Meadows Tract was
began construction in
November 2018 and is
expected to be completed in
early 2020.
HASLO was awarded tax credits in Spring 2018
and additionally received an AHF award of
$630,000.
West Creek
(Orcutt
Area)
10 The West Creek development
received planning entitlements
in 2017 and is currently under
construction.
The 172-unit project offers both single-family
and multi-family residential units, of which 10
are reserved for low and moderate income
families.
South
Morros
(Orcutt
Area)
8 All planning entitlements were
completed in 2018.
Construction is expected to
begin in early Fall 2019.
The 53-unit project will include 5 single family
residences, deed-restricted for moderate income
households, and 3 multi-family units for low-
income households.
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. 26 of the units will be
dedicated at the very low level. 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
The project is required to provide 71
Inclusionary housing units that will be met
through a combination of construction (67 units),
dedicated land (1.2 acres for 24 low income
units) and payment of in-lieu fees (4 units). In
addition, the project includes 25 deed restricted
workforce housing units, down payment
assistance, local preference and owner-occupied
restrictions.
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4.0 ENVIRONMENTAL REVIEW
Since this item is informational in nature and involves no action by the Planning Commission, the
California Environmental Quality Act (CEQA) does not apply. Notwithstanding, Final Program
Environmental Impact Report (EIR) No. 2013121019 for the Land Use and Circulation Elements
Update (LUCE) was certified on September 2, 2014 and prepared in accordance with CEQA.
5.0 NEXT STEPS
As the Community Development Department’s Long Range Planning Division leads the City in
the implementation and updating of the General Plan, it also takes 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 2018 program implementation.
6.0 ALTERNATIVES
The Commission may direct staff to make revisions to the report, or to include additional
information, and forward it to the City Council.
7.0 ATTACHMENTS
1. 2018 General Plan Annual Report
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www.slocity.org
2018
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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
Andy Pease, Vice Mayor
Aaron Gomez
Carlyn Christianson
Erica Stewart
Planning Commission
John Fowler, Chair
Chuck Stevenson, Vice Chair
Hemalata Dandekar
John McKenzie
Mike Wulkan
Nicholas Quincy
Robert Jorgensen
City Manager
Derek Johnson, City Manager
Project Management Team
Brian Leveille, Senior Planner
Cara Vereschagin, Assistant Planner
Rachel Cohen, Associate Planner
Walter Oetzell, Assistant Planner
Staff Contributors
Alexander Fuchs, Parking Services Supervisor
Cassia Cocina, Code Enforcement Supervisor
Chantal Burns, Tourism Coordinator
Charlene Rosales, Economic Development Manager
Chris Read, Sustainability Manager
Christine Wallace, Neighborhood Outreach Manager
Devin Hyfield, Recreation Manager
Doug Davidson, Deputy Director, Development Review
The 2018 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 2018
General Plan Annual
Report.
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Doug Carscaden, Recreation Supervisor
Gamaliel Anguiano, Transit Manager
Jennifer Metz, Utilities Project Manager
Jake Hudson, Transportation Manager
James Blattler, Admin Analyst II
Jennifer Rice, Transportation Planner/Engineer II
John Bledsoe, Police Lieutenant
Keith Aggson, Interim Fire Chief
Kyle Bell, Associate Planner
Kyle Van Leeuwen, Planning Technician
Lindsey Stephenson, Recreation Manager
Megan Weeks, Transit Coordinator
Michael Codron, Community Development Director
Molly Cano, Tourism Manager
Shawna Scott, Senior Planner
Shelly Stanwyck, Parks and Recreation Director
Tyler Corey, Principal Planner
Vanessa Nichols, Permit Services Coordinator
Xzandrea Fowler, Deputy Director, Long Range Planning
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Table of Contents
Community Development Department ........................................................................................................ 2
Our Mission Statement .................................................................................................................... 2
Our Service Philosophy .................................................................................................................... 2
Acknowledgements ....................................................................................................................................... 3
City Council ...................................................................................................................................... 3
Planning Commission ....................................................................................................................... 3
City Manager .................................................................................................................................... 3
Project Management Team ............................................................................................................. 3
Staff Contributors ............................................................................................................................ 3
Table of Contents .......................................................................................................................................... 5
List of Tables ................................................................................................................................................. 6
Introduction .................................................................................................................................................. 7
Background ................................................................................................................................................... 8
General Plan Element Updates ................................................................................................................... 10
Community Development Department ...................................................................................................... 11
Planning and Building Activity..................................................................................................................... 13
Regional Housing Needs Allocation (RHNA) Progress ................................................................................ 16
Non-Residential Growth ............................................................................................................................. 20
Specific Plan Implementation and Development ....................................................................................... 22
Municipal Code Updates ............................................................................................................................. 26
Climate Action Plan ..................................................................................................................................... 28
Economic Development .............................................................................................................................. 29
New Policy Initiatives .................................................................................................................................. 33
Historic Preservation ................................................................................................................................... 35
Water Supply............................................................................................................................................... 36
Circulation ................................................................................................................................................... 37
Vehicular ..................................................................................................................................................... 37
Bicycle/Pedestrian: ..................................................................................................................................... 38
Safety…. ....................................................................................................................................................... 43
Neighborhood Wellness .............................................................................................................................. 49
Conservation & Open Space Protection ..................................................................................................... 51
Parks & Recreation ...................................................................................................................................... 52
Conclusion ................................................................................................................................................... 59
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List of Figures
Figure 1 - Total Planning Applications Received per Calendar Year ............................................. 13
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors (2008-2018) ............................ 20
List of Tables
Table 1 - Building Permits Issued 2015-2018 Comparison ........................................................... 14
Table 2 - Building Division Project Statistics, 2015-2018 Comparison ......................................... 14
Table 3 - Valuation of Construction, 2015-2018 Comparison ...................................................... 15
Table 4 - Progress Towards Meeting Quantified Objectives (1/1/14 to 6/30/19) ....................... 16
Table 5 - Affordable Housing Project Highlights from 2018 ......................................................... 17
Table 6 - Current Jobs/Housing Balance ....................................................................................... 21
Table 7 - Margarita Area Development Status ............................................................................. 22
Table 8 - Orcutt Area Development Status ................................................................................... 23
Table 9 – City Water Resource Availability ................................................................................... 36
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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:
Geographic Comprehensiveness: The general plan must cover all
of the territory within the jurisdiction’s boundaries.
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.
Issue Comprehensiveness: General plans must address the
jurisdiction’s physical development over the long term, but
because the general plan is the most comprehensive expression
of the general welfare, it should also recognize social and
economic concerns.
Internal Consistency: All 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.
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 to eight 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 2018
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
Parks and Recreation Element Update
In 2018, the City Parks and Recreation and Community
Development Departments engaged consultant services, WRT, for
the purposes of the Parks and Recreation Element and Master Plan
Update. The Parks and Recreation Commission (PRC) is serving as
the primary advisory body for this work effort.
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.
The foundational stages of the Project Plan were initiated by
conducting extensive initial community outreach pursuant to the
approved Community Engagement Plan and as summarized in the
Community Needs Assessment Engagement Memorandum
approved by the PRC in December 2018. In addition, the results
from the statistical survey conducted by ETC Institute are available
for review in the Needs Assessment Survey Findings Report.
Water and Wastewater Management Element Update
On May 15, 2018 the City Council approved an update to the Water
and Wastewater Management Element. The primary focus of the
update was to provide updated water supply information from the
City’s safe annual yield model. Other components of the update
include text amendments to background sections related to the
Sustainable Groundwater Management Act, and the adoption of
the Recycled Water Master Plan in 2017. Related to the provision
of wastewater service, the update provided background
information on flow monitoring, inflow and infiltration, the 2016
Wastewater Collection System Infrastructure Renewal Strategy,
and the addition of a map identifying capacity constrained areas in
the City’s wastewater collection system. No policy changes were
included as part of the update.
The 2017-19 Council
Goals were formulated
following extensive
community outreach:
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 and Process Improvements
In 2018, the Community Development Department continued to monitor and improve
procedures to ensure the utmost level of efficiency and customer service. In response, the
Department launched the following programs throughout the year:
InfoSLO: The City launched InfoSLO in 2018 that is an easy-to-use portal that allows members of
the public to search for a variety of information on properties citywide. InfoSLO allows you to
search for parcel history including permits, plan cases, inspections and code cases. Parcels can
be searched by address or Assessor’s Parcel Number, or by an interactive map to browse parcel
information across the City.
Advisory Body Review: The 2018 Zoning Regulations Comprehensive Update provided process
improvements for advisory body review; Planning Commission, Architectural Review
Commission, Cultural Heritage Committee. The decisions of the advisory bodies will be forwarded
in the form of a recommendation to the Planning Commission or Community Development
Director, depending upon the project tier. These process changes are anticipated to increase
review efficiency by reducing the number of multiple discretionary decisions and appeals for a
single project.
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 2018 and coordinated with other
agencies on General Plan priorities. Some examples include:
County of SLO: City staff provided comments on several projects proposed in the County
including a proposed rezone and subdivision, replacement communications tower on Mount
Lowe, State Route 227 Mitigation Fee Program, County Housing Initiatives package, and a
proposal for hillside development east of Johnson Avenue.
San Luis Obispo Council of Governments: Throughout 2018, the San Luis Obispo Council of
Governments (SLOCOG) continued the multi-year process to concurrently prepare the 2019
Regional Transportation Plan (RTP), the Sustainable Communities Strategy (SCS), and the
Regional Housing Needs Allocation (RHNA). Throughout the Fall, the City continued to participate
in SLOCOG’s multi-jurisdictional Regional Housing Needs Allocation Working Group (RHNA WG),
to assist with decision-making for the region’s upcoming 2020-2028 Housing Element Update and
corresponding RHNA objectives. The City’s participation in this work effort will continue through
2019 and will ultimately set the stage for the Housing Element Update in 2020.
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Cal Poly Master Plan 2035 & Slack and Grand
Residential Neighborhood Project: After a Draft EIR
for the project was published in 2017 for the Master
Plan update and residential neighborhood project at
Slack and Grand, City staff prepared a detailed
comment letter that caused Cal Poly to reconsider
its approach. The City DEIR comment letter noted
significant concerns on the impacts of planned
Master Plan update growth on City services,
infrastructure, and potential fiscal impacts on City
operations. Throughout 2018, Cal Poly has been
continuing to meet with City staff to discuss its
approach to re-evaluate impacts across key issue
areas that were outlined in the City’s letter. City staff
will continue to engage with Cal Poly to achieve a
better outcome, consistent with the City Council’s
policy direction for engagement in the Master Plan
process.
The State Department of Transportation (Caltrans):
Progress continues with preliminary engineering and environmental review for the Prado
Road/US 101 Interchange Project and Prado Road Bridge Replacement over San Luis Obispo
Creek, with construction anticipated to begin for both projects in 2021.
Local Agency Formation Commission (LAFCO): In October 2018, the LAFCO Executive
Commission took action to annex the 131-acre San Luis Ranch property (formerly known as
Dalido Ranch) to the City of San Luis Obispo, following the City’s approval of the San Luis Ranch
Specific Plan. The Specific Plan includes a mix of uses; residential, commercial, and hotel, while
preserving substantial areas of open space and agriculture.
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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, specific plans and administrative actions. Figure 1 below shows planning
application totals since 2008. The figure shows the lows of the economic downturn and recovery
since that time. On average, about 300 planning applications have been filed per year, for the
last five years. The graph does not take into account the size or complexity of projects submitted.
Figure 1 - Total Planning Applications Received per Calendar Year
Source: Community Development Department, 2018
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
0
50
100
150
200
250
300
350
20082009201020112012201320142015201620172018243
185 202
182 194
259
338 316 306 292
227
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new buildings). Plan reviews are typically required for the more complex projects where it is
necessary to review proposed design documents for code compliance.
Table 1 - Building Permits Issued 2015-2018 Comparison
BUILDING PERMITS ISSUED 2018 2017 2016 2015
permits units permits units permits units permits units
Single Family 159 159 105 105 55 42 151 157
Multi Family 19 135 10 44 11 51 16 75
Commercial 15 0 5 1 10 11 37 60
Public-New Buildings & Alterations 0 0 0 0 0 0 0 0
Residential Additions/Alterations 252 0 190 2 0 3 306 8
Commercial Additions/Alterations 129 0 82 0 150 3 186 5
Motel Rooms 1 113 0 0 0 183 0 0
TOTAL 575 407 392 152 568 293 696 305
Source: Community Development Department, 2018
Table 1 depicts the number of building permits issued over the past 4 years. In 2018, 178 permits
were issued for single-family and multi-family projects, representing 294 residential units.
Table 2 - Building Division Project Statistics, 2015-2018 Comparison
PROJECT STATISTICS 2018 2017 2016 2015
Plan Check Applications
Submitted 1468 1301 1273 935
Source: Community Development Department, 2018
Table 2 shows the number of plan check applications conducted by the Building Division over the
last four years. Development activity remained strong in 2018, with a record high of Plan Check
Application submittals, as compared to the previous four years, and are expected to remain
strong throughout 2019. 2018 saw a marked increase in plan submittals due partly to the new
developments of Righetti Ranch and West Creek beginning the construction phase of the
projects.
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. The total
valuation increased in 2018 from 2017 by $42,356,637, which reflects the increased number of
issued permits as displayed in Table 1 above.
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Table 3 - Valuation of Construction, 2015-2018 Comparison
VALUATION OF CONSTRUCTION 2018 2017 2016 2015
Single Family 24,299,569 19,706,522 15,024,481 37,904,420
Multi Family 21,161,540 17,248,685 8,172,054 12,079,291
Commercial 20,430,385 6,248,150 51,109,620 16,159,822
Public-New Buildings &
Alteration 0 0 0 0
Residential Additions/
Alterations 14,780,483 8,167,839 10,138,220 6,811,376
Commercial
Additions/Alterations 19,815,863 6,760,007 17,572,763 17,473,806
Total Valuation $100,487,840 $58,131,203 $102, 017,138 $90,429,815
Source: Community Development Department, 2018
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Regional Housing Needs Allocation (RHNA) Progress
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 of the City’s
Housing Element. The Housing Element includes goals and policies to accommodate housing
programs that meet the City’s quantified objectives, mixed-income housing, housing variety and
tenure, and special-needs housing.
Table 4 - Progress Towards Meeting Quantified Objectives (1/1/14 to 6/30/19)
Income
Category
(% of County
Median
Income)
Regional Housing Need Allocation
Single
Family
Units
QO2
Single
Family Units
Entitled1
Multi-
family
Units
QO2
Multi-
family
Units
Entitled1
Total
QO
Total
Units
Entitled to
Date1
Total
Remaining
Units per
Allocation
Extremely
Low (< 30%) 0 0 142 5 142 5
119 Very Low (30-
50%) 0 0 143 161 143 161
Low (51-80%) 72 0 107 31 179 31 148
Moderate
(81-120%) 81 2 121 11 202 13 189
Above
Moderate (>
120%)
191 495 287 306 478 801 0
TOTAL UNITS 344 497 800 514 1,144 1,011 456
Source: 2015 Housing Element, City of San Luis Obispo, Community Development Department
1 Reflects approved units for construction 01/01/14 thru 12/31/18
2 Reflects Quantified Objectives for each category 01/01/14 thru 6/30/19
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 4 above, the 74 affordable
housing units added to the City, aids to fulfilling the Quantified Objectives for the “very low” and
“low” income categories. Combined with the addition of the 212 “above moderate” units, the
Tables above display the great strides City has made great strides to the housing stock in 2018.
With only six months left of the planning period, the City is at 60 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 both affordable and market-rate housing.
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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
In 2018, the City continued to implement the Inclusionary Housing Requirement, and has six
Affordability Agreements in process through long-term and equity-share programs. The City also
has over $1,000,000 available for assisting future affordable housing construction. Table 5 below
identifies affordable housing accomplishments for 2018:
Table 5 - Affordable Housing Project Highlights from 2018
Project Affordable
Units
Status Special Notes
Iron Works 46 Construction was completed
and almost all units have been
occupied.
This mixed-use project located at 3680
Broad Street and was devevloped by
HASLO. The City awarded a $920,000
AHF award to the project.
Bishop
Street
Studios
34 Construction kicked off in
Spring 2018 and is expected
to be completed at the end of
2019.
The project received an AHF award of
$850,000 and will house clients of
Transitions Mental Health Assocation.
Courtyard
at the
Meadows
36 Courtyard at the Meadows,
HASLO’s new affordable
housing development in the
Serra Meadows Tract was
began construction in
November 2018 and is
expected to be completed in
early 2020.
HASLO was awarded tax credits in Spring
2018 and additionally received an AHF
award of $630,000.
West Creek
(Orcutt
Area)
10 The West Creek development
received planning
entitlements in 2017 and is
currently under construction.
The 172-unit project offers both single-
family and multi-family residential units,
of which 10 are reserved for low and
moderate income families.
South
Morros
(Orcutt
Area)
8 All planning entitlements
were completed in 2018.
Construction is expected to
begin in early Fall 2019.
The 53-unit project will include 5 single
family residences, deed-restricted for
moderate income households, and 3
multi-family units for low-income
households.
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.
26 of the units will be dedicated at the
very low level. An additional 34 units are
required for the commerical component,
but can also be satisfied by paying an in-
lieu fee.
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Avila Ranch 67 Large development proposing
720 residential units and
commercial spaces
The project is required to provide 71
Inclusionary housing units that will be
met through a combination of
construction (67 units), dedicated land
(1.2 acres for 24 low income units) and
payment of in-lieu fees (4 units). In
addition, the project includes 25 deed
restricted workforce housing units, down
payment assistance, local preference and
owner-occupied restrictions.
Source: Community Devleopment Department, 2018
Funding and Grant Programs for Housing-Related 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 six years the CDBG Program has provided over $2,000,000 towards
affordable housing and approximately $800,000 towards homeless services. Projects
funded for the 2018 Program Year included homeless services and affordable housing
land acquisition for HASLO’s Courtyard at the Meadows multifamily development.
2. Affordable Housing Fund (AHF): In 2018, the City awarded a $630,000 AHF loan to the
Housing Authority of San Luis Obispo to assist with new affordable housing development.
3. Grants in Aid (GIA): The City’s Human Relations Commission approved $139,652 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 August and distributed in October.
4. 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
serve as a resource to City staff working with developers on affordable housing projects.
The City continues to support the HTF with Affordable Housing Funds to help support
ongoing operating costs.
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Homeless Services Support
1. 40 Prado Homeless Services Center: On
September 17, 2018 Community Action
Partnership of San Luis Obispo County
(CAPSLO), hosted a ribbon cutting
ceremony to celebrate the newly
constructed homeless shelter. The facility
offers overnight shelter, meals, showers,
and laundry services, to individuals and
families working towards self-sufficiency.
2. Safe Parking Program: The program
provides seven parking spaces located
at the 40 Prado facility. 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.
3. Homeless Services Oversight Council (HSOC): Staff continues to participate in HSOC
quarterly general meetings and provide input on grant opportunities for affordable
housing development for the County’s most vulnerable, chronically homeless persons
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Non-Residential Growth
Based on final building permits, 38,338 square feet of net new non-residential floor area was
added to the City in 2018, resulting in an annual growth rate of 0.46 percent.
Figure 2 illustrates the net annual growth rate of non-residential sectors beginning in 2008. Net
annual non-residential growth includes office, services and manufacturing, retail, hotel, and
institutional uses.
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors (2008-2018)
Source: Building Permits Finaled, Community Development Department, 2018
Note: Demolition of nonresidential square footage included in calculations.
Land Use Element Policy 1.11.4 states that each year, the Council will evaluate the actual increase
in non-residential floor area over the preceding five years. The Council shall consider establishing
limits for the rate of non-residential development if the increase in non-residential floor area for
any five-year period exceeds five percent.
The five-year net non-residential growth rate for 2013 through 2018 was 2.72 percent, and the
five-year average annual average growth rate was 0.54 percent.
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
0.00%
0.20%
0.40%
0.60%
0.80%
1.00%
1.20%
1.40%
1.60%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Growth RateYear
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apply to certain types of new commercial floor area, such as new offices or new retail
establishments outside of the downtown core.
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 6 shows that the current jobs-to-
housing ratio inside the City limits is 2.5:1, which was a slight increase from the ratio in 2017 (i.e.
2.4:1). California Polytechnic State University (Cal Poly) and the California Men’s Colony are two
major employers located in close proximity to San Luis Obispo, thus the jobs-to-housing ratio
including these neighboring employers outside the City limits is 2.7:1 – which remained constant
from 2017. At the current rate of 2.5:1, the City is experiencing a jobs-housing imbalance.
Table 6 - Current Jobs/Housing Balance
Estimated jobs in City limits 54,132
Housing units 21,416
Jobs to housing ratio 2.5:1
Cal Poly jobs (not in City) 3,143
California Men's Colony jobs (not in City) 1,517
Jobs to housing ratio including neighboring
major employers 2.7:1
Sources: San Luis Obispo Chamber of Commerce Major Employers,
2018; Community Development Department, 2018; Central Coast
Economic Forecast, Beacon Economics, 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, however more housing is still needed. With housing as a Major City Goal in 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 is located in southern San Luis Obispo and is bounded by South Higuera
Street, Broad Street, Tank Farm Road, and the ridge of the South Hills. Primarily envisioned for
residential development with another 68 acres slated for business park and live work uses.
Proposals for the Margarita area thus far have included mainly single-family homes with portions
of open space and pedestrian network advancing.
The Margarita Area is ideally suited to accommodate San Luis Obispo’s planned residential
growth for the near future as the area provides convenient access for residents to employment,
shopping and recreation. Community goals for this area include a up to 809 homes in a wide
range of housing types with an emphasis on housing that is affordable to those working in San
Luis Obispo. Table 7 below displays the status on development in the Margarita Area.
Table 7 - Margarita Area Development Status
Projects Address Dwellings Status
Toscano 3000 Calle
Malva 161
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued & Under Review – Under
Construction (subject to phasing)
Serra Meadows 408 Prado 169 Construction Complete
Serra Meadows
Prado Frontage
3420 Serra
Meadows 36
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits - Under Review
Courtyard at Serra
Meadows 3725 Orcutt 53 Planning Entitlements - Approved
Building Permits Issued - Under Construction
Orcutt Area Specific Plan
Nestled at the base of the Santa Lucia foothills, the Orcutt Area provides a variety of scenic
resources for residents of the area and travelers along Orcutt Road and Tank Farm Road,
including views of Righetti Hill, Islay Hill and the Santa Lucia foothills.
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Located along the southwestern edge of the city limits of San Luis Obispo and bounded by Orcutt
Road, railroad and Tank Farm Road, the area encompasses 230 acres of land at the base of
Righetti Hill.
The Orcutt Area Specific Plan calls for a residential neighborhood with up to 979 homes and a
variety of housing types, parks and recreational opportunities including bicycle and pedestrian
paths, and natural habitat and visual resource protection in open space areas.
The City envisions the area including hillside and creek open space areas with bike and pedestrian
paths, and a public park with a potential school site surrounded by residential neighborhoods. A
modest community commercial retail and office zone is also proposed. Table 8 below displays
the status on development in the Orcutt Area.
Table 8 - Orcutt Area Development Status
Projects Address Dwellings Commercial
Sq. Ft. Status
Pratt Property 3750 Bullock 35 3,400 Planning Entitlements - Approved
Public Improvements - Under Review
Imel Ranch 3777 Orcutt 18 Planning Entitlements - Pending ARC Review
Public Improvements - Under Review
South Morros 3725 Orcutt 53
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits - Under Review
Righetti Ranch
Subdivision 3987 Orcutt 304
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits - Issued (Subject to Phasing)
Jones Subdivision 3761 Orcutt 65 15,070 Planning Entitlements - Approved
Public Improvements - Under Construction
West Creek:
Vintage & Noveno 1355 Orcutt 172
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits - Issued (Subject to Phasing)
Airport Area Specific Plan - 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
Avila Ranch Site Plan
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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. The project will include 71
inclusionary housing units that will be met through a combination of construction (67 units),
dedicated land (1.2 acres for 24 low income units) and payment of in-lieu fees (4 units). In
addition, the project includes design and development strategies that serve to provide lower cost
housing by providing for a range of housing sizes and types, greater number of lower income
Inclusionary housing units than required by Ordinance (32 provided; 23 required), larger
affordable housing site (1.2 acres provided; 1 acre required), local preference (none required),
owner occupancy restrictions (none required), workforce housing incentive program (25 units
provided; none required) and down payment assistance ($500,000 provided; none required).
These are contractual requirements of the Affordable and Workforce Housing Plan in the Council-
adopted Development Agreement pursuant to Ordinance No. 1639 (2017 Series). The project will
likely be developed over a period of 10-15 years.
San Luis Ranch Specific Plan
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.
In 2018, work continued on the next steps in the process which included completion of
annexation, final map approval, continuing work on the establishment of a Community Facilities
District (CFD), and ongoing staff review continued on submittals for site work including grading,
public improvements plans, and infrastructure.
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. A major
component of the Froom Ranch Specific Plan is a Life Plan Community (LPC) known as Villaggio,
which would provide a variety of independent and assisted senior living units, memory care beds;
skilled nursing beds; and a wellness center and ancillary services. In addition to the LPC, the
Specific Plan anticipates: approximately 174 multi-family units; 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.
The conceptual project was presented to the City Planning Commission and City Council in 2015
and 2016. 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.
Preparation of the Draft
Environmental Impact Report was
initiated in 2018 by City-consultant
AMEC Foster-Wheeler (Wood
Environment & Infrastructure
Solutions, Inc.), including:
preparation of the EIR Project
Description, peer reviews of
applicant-prepared technical
studies, submittal of supplemental
technical reports by the applicant in
response to the peer reviews,
preparation of administrative draft
EIR sections, and consultation with
Native American tribal
representatives. Review steps in
2018 included 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 is anticipated in 2019.
Froom Ranch Site Plan
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Municipal Code Updates
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. The project work program included a variety of public engagement
opportunities for the public to provide input on how to implement LUCE policies through the
Zoning Regulations and how to address other land use issues of interest to the community.
A few of the key revisions made to the Zoning Regulations are as follows:
1) Restructured the document to improve ease of use
2) Simplified land use tables to consolidate similar uses (e.g., offices), reflect modern land use
practices, and create flexibility over time
3) Created more objective standards for the review of multi-unit residential development and
mixed-use developments (in response to recent State law)
4) Created new development standards for the R-1 and R-2 zones to address neighborhood
compatibility concerns outlined in LUCE policies 2.12 and 2.13
Edge Conditions regulations for higher intensive zones adjacent to lower density
zones
FAR limitations within the R-1 zone
5) Revised parking regulations for motor vehicles and bicycles to achieve the City’s 50% mode
shift objective and to provide more precise shared parking provisions
Parking requirements revised to reflect ITE demand
Bicycle parking reflective of square-footage rather than vehicle parking requirements
Consolidated parking reduction opportunities
6) Codified conditions routinely applied to specific uses (e.g., alcohol establishments, bed and
breakfast establishments)
7) Clarified provisions for mixed-use developments and required usable and purposeful ground-
floor commercial space for mixed-use developments
8) Included specific regulations to address the City’s current Climate Action Plan (CAP), with the
understanding that the CAP is being updated and subsequent follow-up will likely be required
(and that many CAP programs are implemented through avenues other than the Zoning
Regulations)
9) Responded to policy direction from the City Council at the April 10, 2018 study session
regarding:
Redefined density calculations
Regulations for rooftop uses
Reviewed adequacy of alcohol outlet regulations
Evaluate tiny homes on wheels in backyards
Consolidated and streamlined the development review process
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On September 18, 2018, the City Council voted 5-0 to approve Ordinance No. 1650 (2018 Series)
which comprehensively updated the City’s Zoning Regulations, Title 17 of the City’s Municipal
Code.
Sign Regulations Update
In late 2018, staff resumed work on the Sign Regulations update. Staff anticipates refinement of
the draft Sign Regulations update and ARC review to occur by early 2019 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 channel letters 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.
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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.
The community identified Climate Action as a Major City Goal for the 2017-2019 Financial Plan.
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 70% 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 January 2018, the adopted Environmentally Preferred Purchasing policies, which included
prohibiting the use of City funds to purchase single-use plastic bottled beverages of less than 21
ounces. In August 2018, the City updated the City’s GHG Emissions Inventory to support the
Climate Action Plan update.
In September 2018, the City approved the installation of 43 EV charging stations at the Marsh
Street and 919 Palm Street parking structures. Also in September 2018, the City in partnership
with the City of Morro Bay adopted ordinances and passed resolutions to create Central Coast
Community Energy (CCCE); and the City set a GHG emissions reduction target of carbon neutrality
by 2035 and identified the following principles to achieve it: 1) Resource Efficiency and
Conservation, 2) Carbon Free Electricity, 3) Electrification, 4) Reduce Solid Waste, and 5) Carbon
Sequestration.
In October 2018, the City implemented lighting fixture retrofit and replacement projects at
several city owned/operated facilities to improve their energy efficiency performance; and
applied for the Caltrans SB1 Adaptation Planning Grant for assistance with the preparation of an
update to the City’s Safety Element to address adaptation and resiliency associated with the
changing climate.
In November 2018, the CCCE joined Monterey Bay Community Power; released an RFP for
consultant services to assist with the preparation of the Climate Action Plan update; and adopted
Zoning Regulations that included requirements for the installation of EV capable parking spaces
in new development or significant remodels/additions.
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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
2018 the City, in cooperation with the San Luis Obispo Council of Governments (SLOCOG), the
Economic Vitality Corporation (EVC) and Beacon Economics, was able to secure and continues to
access data from the California Employment Development Departments.
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 also increased that year, with the average
annual wage across all sectors growing by 5.2% compared to 3.5% in the rest of the county. The
Manufacturing sector, Wholesale Trade sector, Retail Trade sector, and Government sector also
added a significant number of new jobs in the City of San Luis Obispo during this time period. In
addition, 45% of the jobs in SLO County are in the City of SLO. The latest reports can be found on
the City’s website under the Economic Development Program.
Public Infrastructure Financing
In April 2018, the City adopted updated development impact fees that are charged to new
development for a range of transportation, parks, public safety, and water and sewer capital
facilities and infrastructure that are important to the City’s future and quality of life. The
economic vitality of the City is linked to critical investment in its urban infrastructure system. The
City’s changing economic circumstances, approval of new Specific Plans, and implementation of
the City’s Public Infrastructure Financing Framework policies, which warranted the update of
existing fees and the creation of new fees.
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Senate Bill 1090
As a partner in the Coalition of Cities, the
City continued in its advocacy for the
passage of Senate Bill 1090, proposed by CA
Senator William Monning and CA Assembly
Member Jordan Cunningham. On
September 19, 2018, Governor Jerry Brown
signed the bipartisan bill, which includes
PG&E’s agreement to provide $85 million to
the cities, County and San Luis Coastal
Unified School District to reduce the risk of
economic fallout, proactively assist with
economic development, provide funding for
continuing emergency services and support
basic education programs and services.
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 and participated on Cal Poly’s Center for
Innovation & Entrepreneurship (CIE) Advisory Council. In 2018, seven incubator companies
outgrew the HotHouse and have taken office and warehouse space in the community. The CIE
and HotHouse have provided free consulting services to 193 companies throughout the county
and those companies have created 57 local jobs, securing over $21.4 million in growth capital.
There are also 45 co-workers working in the downtown HotHouse which has benefitted from
2,000+ volunteer mentor hours.
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 Downtown SLO on possible Wi-Fi solutions in the
downtown area.
Tourism and Community Promotions
The City’s Tourism and Community Promotions activities remain
a vital economic development function for the City of San Luis
Obispo. The 2017-18 fiscal year produced mild growth in the
tourism industry in San Luis Obispo. The City collected nearly
$7.5 million dollars (+1.9%) in transient occupancy tax (TOT).
The collections met the City’s forecasted and budgeted
growth of 1% which is contributed directly into the City’s
General Fund. The City experienced a slight decrease in
occupancy resulting in the annual average occupancy rate of
71%, while the Average Daily Rate (ADR) increased to $147.41.
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Additionally, the downtown Visitor Center served over 84,000 in person guests and San Luis
Obispo lodging properties achieved twenty-nine near sell out weekends in 2017-18.
Fiscal year 2017-18, was a very accomplished year for tourism promotion activities. The tourism
efforts lead by the City’s Tourism Business Improvement (TBID) district included:
• Deployment of a new destination brand campaign “Be Here” designed to bring humanity
back into travel by selling the feeling of SLO, from landscapes to people; and
• Implementation of the “SLO Welcomes” initiative to communicate through social
networks and industry partnerships the spirit of hospitality to all visitors in San Luis
Obispo; and
• Selling Out “Money for a Rainy Day” Promotion targeted at incentivizing over-night stays
during a slow travel period; and
• Commissioning dedicated market research to better inform future marketing efforts; and
• Beginning the developing the first two-year Tourism Marketing Plan for 2018-2020.
During the 2017-18 fiscal year, tourism promotion activities generated at least 268 total mentions
or media placements that highlighted San Luis Obispo, in a range of publications from the New
York Times to Architectural Digest, National Geographic Explorer and Goop. Additionally,
coordinated media visits were secured to promote the destination with the goal of earning
valuable editorial coverage. In fiscal year 2017-18, over 40 media outlets, both domestic and
international were hosted in San Luis Obispo.
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.
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. The PCC’s
strategic plan, adopted in 2016-17, continues to serve as the foundation for the committee’s
work efforts, evaluation and program consideration over the next fiscal years.
Homestay Rentals
In 2015 the City Council adopted Ordinance No. 1611 (2015 Series) to develop rules and
requirements for short-term rentals (commonly referred to as the Homestay program) to protect
public health, safety, and welfare within the City.
Since the ordinance’s adoption the City has approved over 80 Homestay Permits. In an effort to
ensure that Homestays are operating incompliance with the ordinance the Community
Development Department began proactive compliance enforcement. This work effort consists of
maintaining a database of active permitted and unpermitted homestay within the City’s
jurisdiction; ongoing monitoring for compliance with zoning and permit compliance, including
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systematic outreach to non-compliant homestay property owners; and tax remittance
monitoring. In August 2018, to further support the ongoing tax remittance, the City reached an
agreement with Airbnb to collect Transient Occupancy Taxes (TOT) and any other required
assessments, including Tourism Marketing District (TMD) and Tourism Business Improvement
District (TBID) assessments, that are generated by the operation of a homestay.
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New Policy Initiatives
In 2018, the City completed a few new 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
Following the passage of Proposition 64, the Adult Use of Marijuana Act (AUMA), on November
8, 2016, the State of California passed Senate Bill 94, the Medicinal and Adult-Use Cannabis
Regulation and Safety Act (“MAUCRSA”), on June 15, 2017 and signed into law by Governor
Brown on June 27, 2017.
The MAUCRSA integrates 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 needed to adopt express regulations defining local
limits of use. Cities that did not adopt such regulations likely would become subject to state law
regulation and the licensing of marijuana uses and activities within their jurisdiction subject only
to state law requirements.
On February 20, 2018, the City Council held a study session and provided direction to staff on
key policy matters relating to the development of regulations for cannabis - related businesses
and activities, including the potential for taxation.
On May 1, 2018, the City Council adopted Ordinance No. 1647 (2018 Series), to establish zoning
and operational regulations for commercial cannabis business and personal cultivation. And on
September 4, 2018, the City Council adopted Ordinance No. 1653 (2018 Series), to establish
seven Cannabis Business Overlay Zones where cannabis business activity may be permitted.
On November 6, 2018, the residents of San Luis Obispo voted to adopt the Cannabis Tax Measure
(Measure F-18). The general-purpose tax includes a combination of the two most common tax
structures implemented throughout the State, with a gross receipts tax of up to 10% and a
cultivation tax of up to $10.00 per canopy square foot. The gross receipts, or excise taxes, will be
assessed at every stage of cannabis production within the City including testing, retail sales,
distribution and manufacturing. Cultivation taxes will be assessed on the size of the canopy or
license issued by the State. The general-purpose tax will go to the City’s General Fund and could
be used for any City project, service or operation, as directed by the City Council. It is estimated
that the Cannabis Business tax could raise approximately $1.5 million annually.
The City will begin accepting applications for Cannabis Commercial Business Operator Permits in
January 2019.
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Tiny Homes on Wheels
Tiny homes have been a policy focus area in the Housing Major City Goal. The scope of work
developed for the Zoning Regulations Update included specific outreach and discussion about
how to evaluate whether tiny homes and in particular, tiny homes on wheels should be regulated
in the City. Staff has focused on how existing regulations should be revised to accommodate tiny
homes on wheels in backyards of single-family homes as a temporary housing alternative. The
critical issues for tiny homes on wheels centers around how to address basic health and public
safety considerations such as wastewater connections/disposal, electric power/natural gas
provision, and potable water.
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Historic Preservation
Queenie Warden Bridge Plaque Dedication
The CHC formed a subcommittee to refine plaque language and provide input on the final design
for the Queenie Warden bridge plaque which was dedicated on August 24, 2018. The plaque
recognized her responsibility for construction of the bridge, early community involvement, and
run for Mayor in 1917. The only known photo of Queenie Warden was discovered by Historic
Preservation planning intern, Jill O’Connor. Final layout, graphics prep and plaque production
services were conducted pro bono, by Mr. Pierre Rademaker. The dedication ceremony
conducted by Mayor Harmon and several descendants of Queenie Warden were present along
with members of the public.
Cultural Heritage Committee
The Cultural Heritage Committee was very busy in 2018, with the review of various projects
including historic rehabilitations and modifications and/or additions to historic resources, Mills
Act Historic Preservation Agreements, Historic Resource significance determinations, The four
City owned adobes include La Loma, Rodriguez, Butron, and Murray. In June of 2018, the CHC
conducted an informational tour of the City owned adobes to gain an uderstanding of their
current condition, significance, and ongoing maintenance challenges.
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Water Supply
In 2018, 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 9 – City Water Resource Availability
Water Resource 2018 Annual Availability
Salinas Reservoir (Santa Margarita Lake) and Whale Rock
Reservoir 4,910 AF Safe Annual Yield1
Nacimiento Reservoir 5,482 AF Dependable Yield2
Recycled Water 238 AF 2017 Annual Usage3
Siltation to 2060 (500 AF) WWME Policy4
TOTAL 10,130 AF
Source: 2018 Water Resources Status Report, 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. The City’s Safe Annual Yield Model was updated in 2018 to reflect drought
conditions that ended in 2017.
2Dependable Yield is the contractual amount of water the City has right to from Nacimiento Reservoir.
3The quantity of recycled water included is the actual prior year’s recycled water usage (2017) 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 2018, availability from these sources equaled
10,130 acre-feet, as shown in Table 9. This supply
meets the projected primary water supply need at
General Plan build out of 7,496 acre-feet, plus an
additional 1,220 acre-feet for a reliability reserve
and a secondary water supply of 1,414 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
2018 population (46,548) and 20 percent of the
aforementioned water use rate. The secondary
water supply includes the remaining water
resources.
Additional information is available in the City’s
annual Water Resources Status Report available at
the Utilities Department website:
https://www.slocity.org/government/department-directory/utilities-department/documents-
and-files.
Santa Margarita Lake
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Circulation
Transportation Improvements
The following transportation planning projects and programs were implemented in 2018,
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 striping
modifications and sign
replacements.
• The Calle Joaquin Park and
Ride Lot was completed in
2018 and adds 30 new parking
spaces to the region’s
inventory of Park and Ride lots as
part of a regional goal to increase
sustainable mobility options.
• Signal upgrades at Monterey and Osos Street are complete including new signal poles and
mast arms.
• Design for signal upgrades at the Marsh/Broad Street intersection underway, with plans
to add signal poles with mast arms, upgraded crosswalks, and a corner bulbout.
Construction planned for 2019.
• 100 traffic signs were replaced in the downtown and Cal Poly neighborhoods as part of
implementing the City’s Traffic Sign Maintenance program to meet retro-reflectivity
standards.
• Design for the California/Taft Roundabout is underway. Construction documents are
scheduled to be complete by spring of 2019. Acquisition of right-of-way is currently in
progress.
• Design for a roundabout at Orcutt and Tank Farm is complete. Construction will be done
as part of the Righetti Ranch public improvements. Two mobile speed feedback trailers
were deployed at over 50 locations consistent with the City’s radar sign program.
Calle Joaquin Park and Ride Lot
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• Progress continues with
preliminary engineering and
environmental review for the
Prado Road/US 101
Interchange Project and
Prado Road Bridge
Replacement over San Luis
Obispo Creek, with
construction anticipated to
begin for both projects in
2021.
Bicycle/Pedestrian:
• The Laurel Lane Complete Streets Project was completed including restriping Laurel Lane
from four lanes to one in each direction with a two-way center turn lane. The roadway
reconfiguration allowed for buffered bike lanes as well as the addition of approximately
30 on street parking spaces.
Crossing enhancements were
completed at the intersections of
Laurel/Augusta and
Laurel/Southwood including
bulbouts to reduce the crossing
width, hi-visibility crosswalk
markings and stop sign panel
replacements. The project was
done as part of the City’s Annual
Pavement Management Plan which
included other bicycle and
pedestrian improvements
including crosswalk enhancements
on Augusta at Sinsheimer
Elementary, buffered bike lanes on
Southwood Drive and over one
mile of new shared lane markings.
• Garden Street improvements
sidewalk and crossing
improvements.
Rendering of Future Prado Road/US 101 Interchange
Top Image: Laurel Lane Before; Bottom Image: Laurel
Lane After Completion of the Project
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• Green bike lanes were installed at
various locations including Laurel
Lane at Orcutt Road and a bike box
was installed on Bullock Lane at
Orcutt Road.
• Jennifer Street Bridge panel
replacement.
• Adoption of Final Anholm Bikeway
Plan (previously the Broad Street
Bike Boulevard). Construction will
begin in 2019 with improvements
phased over several years. Plans
include a signalized
pedestrian/bicycle crossing at
Foothill/Ferrini, pedestrian crossing
improvements along the corridor, and
protected bike lanes (a.k.a. cycle tracks) along segments of Ramona, Broad and Chorro
Streets connecting Foothill Blvd. to Downtown SLO.
• Design of the Railroad Safety Trail Extension from Taft to Pepper as well as the connecting
segment from Pepper to Monterey is underway.
• Design for the Downtown Bollard project is underway to increase safety during downtown
events such as Farmer’s Market.
• Design for a pedestrian hybrid beacon on Broad Street at Woodbridge is underway to
improve conditions for bicyclists and pedestrians crossing the south Broad Street corridor.
Construction is planned for winter 2019.
• The New Street Light Program has been developed and underway with the first new light
installation in design at Hathway near Cal Poly. Construction should be complete by
summer of 2019.
• In May 2018, the City participated in Bike to Work Month activities, including hosting its
annual bike breakfast on the steps of City Hall, encouraging the use of active
transportation.
• In November 2018, Public Works and Police Departments partnered up for a successful
bike light giveaway “pop-up” event on the Railroad Safety Trail near Cal Poly. Over 300
bike lights were mounted onto bicycles as they passed by.
• In September 2018, 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.
Rendering of Future Anholm Bikeway
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• Bike valet parking service continued at the weekly Thursday night Farmer’s Market and
during the summertime Concerts in the Plaza.
• Bike valet at special events
• 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 twelfth annual Halloween Traffic Safety campaign passing out
3,700 reflective Halloween bags to elementary school students.
Neighborhood Traffic Management (NTM)
The Neighborhood Traffic Management Program was briefly on hold during 2018 as staff
resources were reallocated to accommodate the high priority Downtown Bollard Project. Efforts
picked back up in fall of 2018 with design completion of a traffic circle and speed humps in the
Pismo/Buchon neighborhood. Construction is anticipated for the spring of 2019.
Additionally, in early 2019 efforts will continue with the Chorro Street neighborhood as well as
the High Street neighborhood. 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)
Additionally, in 2019 planning will begin to update the Neighborhood Traffic Management
Program guidelines and policy to increase program effectiveness and ability to implement safe
speed and volume management and bring the program up to date on best practices and
procedures.
Transit
With a full year of implementation of the City adopted Short Range Transit Plan (2017-21 SRTP),
SLO Transit operations performed as follows:
• In FY 2018, SLO Transit continued to see strong ridership with 945,288 total rides.
• In FY 2018, SLO Transit operational on time performance reached 98%.
• In FY 2018, SLO Transit reduced its annual fuel consumption by 13,690 gallons of fuel, a
12% reduction from the year prior.
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• In FY 2018, SLO Transit increased pass sale revenue by $4823.93, a 10% increase from the
year prior.
• Below is a summary of transit projects implemented:
• In May 2018, installation of 12 solar powered bus shelters per the Public Transportation
Modernization, Improvement, and Service Enhancement Account (PTMISEA) grant
program.
• In November 2018, extension of agreement between City of SLO and County of SLO for
public transit services to the airport through November 1, 2019 (Route 1A).
• Installation of solar powered bus information signs with real-time departure and schedule
information at San Luis Airport (Route 1A) and Los Osos Valley Road (Route 2B) bus stops
for pilot project.
Below are the awards and recognitions received in 2018:
• 2018 American Public Works Association (APWA) Central Coast Chapter Project of the
Year Award in Sustainable Initiatives for the Transit Fleet Modernization and Upgrade
Project
• 2018 California Association for Coordinated Transportation (CalACT) Outstanding
Transportation Agency
• 2018 METRO Magazine Innovation Award in recognition of the City’s efforts to modernize
the fleet and public transit system
Parking Management
Below is a summary of some of the major focus areas related to Parking Management in 2018:
1. A new service provider to process parking citations issued by the City was undertaken in 2018.
Implementation is currently under way.
2. New Parking Revenue and Access Control (PARC’S) equipment is being installed in all
structures that will update reporting capabilities and data sharing for the public. The project
is underway and anticipated to be completed in early 2019.
3. 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. New Pay of Foot
machines will be installed as part of the PARC’s project.
4. License plate recognition has been installed on two vehicles and can be used for parking
enforcement, data collection, and digital permitting.
5. Parking services assisted in construction activities in a number of large-scale development
projects in the downtown area.
6. The Environmental Impact Report for the Palm-Nipomo Parking Structure project was
certified and adopted by the Council in August 2018.
7. In December 2017, the City finalized a reorganization of the Parking Services staff including
the creation of a Parking Enforcement Officer II position. The position was filled in early 2018.
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The reorganization was a result of recommendations made from an organizational
assessment conducted in 2015.
8. Operationalized new Parking Enforcement Management System (PEMS)
9. Implemented the new License Plate Recognition (LPR) system to assist in enforcement and
data collection which will link with new PEMS system.
10. Authored new City policy on the use of License Plate Recognition systems and scheduled
adoption for July 2018.
11. Entered into new service contracts for Structure and Lot cleaning and maintenance.
12. Completed Structural Assessment and Maintenance Report for all three public parking
structures.
13. Began installation of the new Parking Access and Revenue Control System (PARCS) in all three
parking structures
14. Worked with PG&E to coordinate new EV charging stations in two parking structures to meet
public needs and City fleet needs. Preliminary designs are complete, and installations
projected for winter 2018/19.
15. Implemented new rate structure in January 2018 to assist in funding services and future Palm
– Nipomo Parking Structure.
16. Completed environmental review of the Palm-Nipomo Parking structure project and
scheduled review by Council in July 2018.
17. Opened new Park and Ride lot at Calle Joaquin and US 101.
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Safety
Emergency Preparedness and Response: Fire Department
Medic-Rescue 1: In 2018, the City of San Luis Obispo Fire Department (SLOFD) replaced and
added several pieces of vital apparatus to the fleet. Medic-Rescue 1, a 1998 used ambulance
originally purchased from the Sacramento City Fire Department, was replaced with a new
modern unit that meets current CARB standards. The ambulance was originally purchased to
conduct a strategic analysis of the benefits and service a transport unit could provide to the
community. On several occasions the Medic-Rescue unit was used as an additional Paramedic
level resource for special events in the community such as the Women’s March, Cal Poly special
events, and as an additional transport unit available for use during heavy drawdowns to the
system of ambulances serving San Luis Obispo County. In addition, the unit is available for mutual
aid, call when needed and contract resource. These many functions allowed for an effective
evaluation of the benefits of having a Medic-Rescue and led to staff and City Council support to
replace with a new unit. The replacement unit was purchased through the City’s Fleet
Replacement Plan.
UTV-1: In 2018 SLOFD received non-matching grant funding for a off-highway utility vehicle (UTV)
to be used for open space rescue and closed course events in the city. SLOFD identified the need
for improved response times and patient access to open space areas throughout the City and
trails adjacent to Cal Poly. Through the San Luis Obispo County Parks and Recreation
Department, SLOFD was successful with two grants totaling $32,628 utilizing County Off-Highway
Vehicle funds. Citizens and visitors enjoying open space areas who become injured, trapped
and/or lost, may require prompt life saving measures and specialized rescue techniques. The
need to be treated, stabilized and extricated from these limited access areas and transported to
nearby hospitals for continuation of medical care is crucial for best patient care outcomes. The
new UTV, identified as UTV-1, has significantly improved SLOFD response times to patients in
open space areas and has become an invaluable new resource.
ImageTrend Software: In 2018, SLOFD transitioned all emergency response record keeping to a
cloud-based records management system, ImageTrend, which reports incident data to the
National Fire Incident Reporting System (NFIRS), supported by Measure G funding. SLOFD is now
functionally submitting approximately 1,400 NFIRS incidents to the State of California
quarterly. This data ultimately becomes part of the national fire incident reporting system, used
to justify grant awards, and analyze trends that impact public safety on a national scale.
Maintaining compliance with fire data through the reporting to NFIRS is a requirement to
maintain our community’s eligibility to apply for Federal grants. Annual reporting now includes
breakdowns of call incident by type, response unit, and allows the fire department to accurately
track the frequency of overlapping incidents. The fire department can now analyze the impact
of simultaneous 911 calls. The SLOFD electronic reporting team is actively configuring electronic
patient care reports (ePCR) for submission of patient care data to California EMS Information
System (CEMSIS), the California state repository that collects patient data for analysis nationally.
The fire department has automated monthly reports that track the amount of property saved
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from the impacts of fire, fire cause determination, Cal Poly fire response workload, repeat false
fire alarms, and fire unit workload.
Station Alerting Improvements: In 2018, SLOFD reconfigured the Fire station alerting system to
use different audible tones for 911 call alerts, allowing personnel to rapidly identify a fire versus
a medical emergency, or traffic collision. By identifying the incident by tone, personnel are able
to quickly don the appropriate response attire ranging from protective turnouts to their EMS
jackets. In addition, personnel are now able to be alerted via smart phone to 911 calls, with built
in mapping which includes the call location and fire hydrant location instantly improving overall
response time and service delivery; seconds count.
Fire Prevention Week: SLOFD presented a safety message to school children in local schools of
“Look, Listen, and Learn”. The message includes “Look” for fire hazards and mitigate them,
“Listen” for smoke or carbon monoxide detectors and evacuate and “Learn” safety measures in
the home to be fire safe. The department completed the Fire Prevention Week activities with
the annual Open House and provided emergency preparedness information to residents and
visitors.
Hazard Mitigation: Fire Department
In 2018, SLOFD in collaboration with other City departments and community agencies partnered
and submitted a grant application to update the City’s 2014 Local Hazard Mitigation Plan (LHMP).
The LHMP provides guidance on how to reduce the community’s vulnerability to natural hazards.
The grant was awarded to San Luis Obispo County to develop the countywide LHMP. 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. 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.
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.
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. In 2018, the Police Department
employed 59 sworn positions and 26.5 non-sworn positions, for a total of 85.5 full-time
employees.
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
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POST requirements for in-service training hours for required employees. This was accomplished
in 2018 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 2018 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. In 2018 the department has continued to send all newly hired officers as well as
civilian personnel to CIT training.
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 2018, SLOFD was a leader in bringing State Fire Training (SFT) fire service professional-
track certification classes to San Luis Obispo County. Partnering with the San Luis Obispo
County Training Officers Association to maximize student/firefighter participation based
on training needs and priorities, SLOFD hosted the SFT Executive Chief Fire Officer course.
This executive level course was attended by Fire Chiefs and Chief Officers statewide over
an 8-week period. In addition, SLOFD personnel completed Nearly 5,900 hours of in-
service annual refresher skills training.
California Incident Command Certification System (CICCS): The California Incident Command
Certification System (CICCS) is a cooperative effort between the State Fire Marshal’s Office and
the California Governor's Office of Emergency Services, Fire and Rescue Branch. CICCS is an all-
hazard qualification and certification system that enhances the ability of the State of California
to deploy firefighting resources to complex and catastrophic incidents with trained and qualified
personnel. Development of personnel in key field positions minimum training standards,
qualification, and experience requirements when assigned to wildland/urban interface incidents.
SLOFD had 14 personnel receive qualifications for expanded operational qualifications from
Engine Boss (ENGB) up to Strike Team Leader (STEN). These expanded roles allow for a greater
depth of knowledge and qualification that further improves personnel capabilities.
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 the mudslides in Montecito in the
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beginning of 2018. A total of 10 officers responded over a 7-day period. Officers responded
immediately on the morning of Tuesday January 9, 2018 and with a few days break stayed
through Thursday January 18. While the officers were again asked to work many different
assignments, officers 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.
SLOPD continued coordination efforts with the San Luis Obispo Sheriff’s Office 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 2018, including
devastating fires in Shasta, Mendocino, Butte, Ventura and Los Angeles Counties, a fire in the
hills of Johnson Ranch, and the largest fire in California State history, the Mendocino Complex.
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.
SLOFD is also a member of the Regional Urban Search and Rescue (USAR), County Hazardous
Materials Response Team, County Fire Investigation Strike Team, County Critical Incident Stress
Debriefing Team, and Incident Command on the County Type III XSL Incident 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. In September 2018, John Klevins, a Licensed
Social Worker with Transitions Mental Health, joined forces with the CAT Team to bring the level
of services with the community to a higher level. This added resource has helped tremendously
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support the growing needs of the many chronic offenders who suffer from mental health
disorders.
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
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
$284,000 in annual revenue that offsets implementation costs. The Fire Prevention Bureau
completed approximately 1014 inspections of apartments, hotels, and fraternity and sorority
houses in 2018.
Fire and Life Safety Inspections
Fire and Life Safety Inspections: SLOFD engine companies completed over 1,337 fire and life
safety inspections in 2018. In addition, Fire Prevention Bureau staff completed over 507
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 $104,000 in annual
revenue.
Hazardous Materials Inspections
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 262 facility inspections in
2018, which generated over
$174,000 in permit fee revenue.
Vegetation Management
Vegetation Management: While
fewer weed complaints were fielded
by the Fire Prevention Bureau in
2018, there was again a significant
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increase in complaints regarding dead pine trees due to the pitch canker epidemic. The Fire
Department continued to support Natural Resources in the fuel reduction projects in City-owned
Open Space.
Critical Facilities Locations and Reducing Structural Hazards
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
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 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. In 2018, 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
In 2018, there were 232 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 573 Neighborhood Services code enforcement cases, which included
violations such as visible storage, failure to screen waste containers, dead or overgrown
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.
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Neighborhood Outreach – Police Department
Police Department SNAP employees (Student Neighborhood Assistance Program) continue to
conduct parking enforcement in neighborhoods during evening hours. In 2018 they issued 2518
parking 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 2018, 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 1300 residents in 2018.
Neighborhood Wellness meetings were discontinued in 2015 as attendance had dropped off
considerably. In its place, the police department is now providing an annual “Community
Update”, providing attendees with information on neighborhood initiatives, crime prevention
techniques and upcoming police department driven projects. The third annual Community
Update was held on December 6, 2018. Chief Cantrell and staff provided information on crime
trends, crime prevention, homelessness, department initiatives and anticipated budget
challenges and planning for a replacement for the aging police station.
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Conservation & 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 2018 include:
1. Continued implementation of the Calle Joaquin Agricultural Reserve Master Plan with
Central Coast Grown, for educational and local agriculture production purposes.
2. The City’s Ranger Service program, in partnership with the Central Coast Concerned
Mountain Bikers (CCCMB) and other volunteers, continued brushing of both single-use and
multi-use trails in the Irish Hills Natural Reserve. Bishop Peak Natural Reserves summit trail
was also retreaded and is holding up wonderfully.
3. Reservoir Canyon trailhead saw extensive improvements for users and safety. New parking
areas, entrance to the natural area and kiosks have been installed. A bridge was completed
which provides all season access to trails.
4. 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.
5. 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.
6. Participated in planning and implementation of several important ongoing City projects,
including the Chevron Tank Farm Remediation and Redevelopment Plan and the Margarita
Area and Orcutt Area Specific Plans.
7. Continued steelhead trout (Oncorhynchus mykiss) surveys along San Luis Obispo Creek with
biologists from California Department of Fish and Wildlife.
8. Ranger Service continued to implement the adopted City of San Luis Obispo Open Space
Maintenance Plan. 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 continues toward all components of the plan with most
kiosks and trailheads fully improved and new improvements and trails coming with new
acquisitions.
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Parks & Recreation
In 2018, 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,
volleyball programs, and the
introduction of a dodgeball pilot
program. 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 2018, Parks
and Recreation continues to provide Pickleball play opportunities 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). French Park is
slated for installation of three permanent pickleball courts replacing the basketball court which
will be moved to the existing sand volleyball
court.
Community Programs: Parks and
Recreation provides high quality programs
that are responsive to industry trends and
changing community needs. New
programming in 2018 encouraged
participation, built community amongst all
users, and strengthened the Department’s
operational commitment to programs
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across all age groups. In 2018 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 Skate camp, Kids Play Free at the Golf Course, the 39th 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. In October, the depart hosted a luncheon
celebrating the 40-year anniversary of the Senior Center highlighting the great services provided
by the volunteers at the Senior Center.
Community Gardens are provided at five
locations with the garden location at Laguna Lake
Golf Course opening in April of 2018. There are
100+ garden plots available to City residents to
lease. The Parks and Recreation Department
continues to offer online program registration,
facility reservations, and satisfaction surveys to
its customers. In 2018 the Department enhanced
its web and social media presence which resulted
in an increase in event attendance.
SLO Triathlon: In 2018 the City sponsored
the 39th 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 1,200 elementary school-
aged youth, in a culturally rich and inclusive
environment. Program staff design curriculum
that promotes resiliency, healthy choices and
active lifestyles, STEM (Science, Technology,
Engineering and Math) learning opportunities,
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community service, and diversity awareness, along with good old-fashioned play. Program is
enhanced with local partnerships including: Cal Poly sports, clubs and programs, City/County
Library, SLOPD and Fire, local doctors and dentists, Sheriff’s Posse, SLO Rangers, Guadalupe
Dunes program, and numerous local non-profit groups. Program staff collaborate with school
district personnel, CAPSLO, homeless services, Cal Psych Care, STAR of California, Family Care
Network, Big Brothers and Big Sisters, Autism Connections and other local agencies to ensure
children with a variety of diverse needs have access to the child care programs.
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. All five school sites
are operating at capacity and have ongoing waitlists, due to limited space at the schools and per
State Licensing mandates the City is legally required to have a staff to child ratio.
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).
All Youth Services programs are made possible with the work of up to 70 supplemental staff,
ranging from entry level Aides to Site Specialists (limited benefit positions). Staff are provided
ongoing staff development to ensure programs are consistent with Department and State
Licensing standards. Topics include Positive Guidance, Safety and Accountability, Enriching
Curriculum and Mandated Child Abuse Reporting, and pediatric CPR/First Aid.
Volunteers & Training
Over 1,000 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.
Parks and Recreation continues to
demonstrate a culture of valuing
human capital and expecting the bet
from all team members. In 2018, Parks and Recreation staff participated in trainings provided by
the Center for Organizational Effectiveness, the California Professional Recreation Society (CPRS),
and the American Red Cross.
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Open Space Maintenance
Ranger Service works to provide both
educational and recreational
opportunities to the community of
San Luis Obispo. The City's 4,000 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 22.87 tons of trash were 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 2018, park rangers led 18 hikes through City open spaces (including Cal Poly guest speakers)
and held 75 work days. City parks, open spaces, were patrolled nearly every day of the year. Staff
provided environmental education courses through the City’s STAR and Sun ‘N Fun programs and
had two one-week Junior Ranger Activity Camps that were attended by children ages 7-10. In
2018, a total of 1020 hours was devoted to public education focusing on conservation and
promoting laws. In 2018, over 1,500 dog leashes were given away at trail entrances and 1500+
paper trail maps.
New Trailhead kiosks, informative and education panel inserts were added in 2018.
Collaboration with the public and the Central Coast Concerned Mountain Bikers (3CMB) resulted
in trail maintenance at Bishop Peak, 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.
New Pilot Program at Cerro San Luis Natural
Reserve During Winters of 2017-18 and
2018-19. In response to prior Council
discussion and direction, staff implemented
a pilot program at the 118-acre Cerro San
Luis Natural Reserve (the “Reserve”) that
would allow extended evening hours of use
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for passive recreational purposes along approximately 4.9 miles of trails during the winter
months when daylight savings time is not in effect. The pilot program is taking place during the
winter season of 2017-18 (Sunday, November 5 to Sunday, March 11) and 2018-19 (Sunday
November 4 to Sunday March 10). During these time periods, public use will be one hour before
sunrise until 8:30 PM. During daylight savings time the hours of use for the public would return
to one hour before sunrise through one hour after sunset. Night time use is by permit only and
limited to 65 individuals per evening. Permits for biking and hiking are allowed up to 1
week before. Rangers will be present, checking permits and educating the public on this 2-year
pilot program.
Master Plan and Element Update
The Parks and Recreation Master Plan and
Element Update Project Plan was approved by
the City Council in November 2017. Over the
course of the update, the deliverables will
include:
• The Community Needs Assessment Report with statistically valid survey
• Updated Plan and Maps
• Environmental Review
• Updated General Plan Elements
Over the spring and summer months of 2018, Parks and Recreation Staff conducted a diverse set
of outreach activities intended to inform community members about the process and collaborate
with the community’s needs and vision for parks and recreation. These outreach activities
included pop-up events, neighborhood meetings, social media engagement, and the utilization
of the City’s Open City Hall. The summer activities were held to promote the first public workshop
event held in September 2018. The “Bright Ideas” public workshop was an interactive
engagement workshop that utilized a drop-in format featuring informational and interactive
work stations designed to get different types of input on parks, facilities and recreation in San
Luis Obispo.
A statistically valid survey was conducted in late summer and autumn of 2018. A total of 507
residents completed the survey, which exceeded the goal to obtain completed surveys from a
minimum of 400 residents. The responses to the survey provided an additional source of data
that provides a snapshot of resident’s values, hopes and dreams, and unmet needs.
Parks and Recreation staff will be holding specific focused topic discussion at Parks and
Recreation Commission meetings in early 2019. A Community Needs Assessment with a follow-
up workshop are planned for mid-2019 with the Development of the Master Plan and Element
and Environmental Review occurring toward the end of 2019.
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Islay Park Playground Replacement Project
The preliminary public
outreach for the
replacement of the
playground at Islay Park
occurred at community
events and at the park in
late 2019. The feedback
received will be included in
the design and construction
of the park, set to occur in
2019.
Kikuyu Grass at Damon Garcia Sports Field
Due to the overwhelming success of the installed
kikuyu grass planted on Field B in 2017, the remaining
fields were planted with the grass resulting in a major
reduction in the amount of sand needed for field
renovation during the off season. This new grass type
sustains the almost year-round active play. Regular
field visits continue with user groups support ongoing
communications, active problem solving and
innovative ideas for the sharing of the fields.
North of Broad Street Neighborhood Park
In June 2018, City Council, as part of the adopted budget, approved a project for the North Broad
Street Neighborhood Park that will develop a new park facility in the location of the existing
community garden. Multiple public engagement sessions with neighbors of the North Broad
Street area are planned for 2019 to assess priority amenities and feedback on initial concepts
and designs. A portion of the park will remain to be used as a community garden. Construction is
planned for 2020.
Public Art Program
The final phase of the Utility Box Art Program completed in 2018. Initially conceived as a program
to discourage and abate graffiti and to enhance unattractive utility/traffic signal boxes at various
high visibility intersections in the Downtown core, the Utility Box Art Program received funding
from the City Council in 2010 for sixteen downtown utility boxes. Widespread popularity of the
box art program enabled the pilot program to expand. Additional phases to expand the box art
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murals occurred in 2012 and again in 2016. In 2018, over 250 design proposals were received
and reviewed by the Art Jury to complete the painting of the final 26 boxes. The Utility boxes
throughout our community serve as “canvases” for original art pieces painted by local artists,
residents, students and community members of all ages. The SLO Box Art project contributes to
the vitality and attractiveness of our community and adding to the “curb appeal”. SLO Box Art is
a streetscape showcase for talented local artists and community members to transform standard
utility boxes into new public artworks, adding to the vibrancy of our cityscape while creating a
sense of place and identity. The Box Art project is a great opportunity for “SLOcals” to add their
personal touches to the city’s public art collection.
The SLO Swim Center lobby became
the most recent mural in 2018. The
main goal for the Artist was to
brighten and enliven the blank wall
in the entrance lobby of the SLO
Swim Center. The Artist was
inspired by his daughter’s growth
and development as it related to
the SLO Swim Center beginning as a
toddler with swim lessons and
culminating as a teen becoming a
lifeguard. The mural depicts
imagery of the SLO Swim Center
and other elements specific to San
Luis Obispo.
The City’s Public Art Program continues a long-standing collaboration with the San Luis Obispo
County Arts Council, the Cultural Arts Committee with the Downtown Association, Cal Poly and
Cuesta Art Gallery.
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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 2018.
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 2018 related to
implementation efforts of key General Plan elements. That vision was in part reflected in the City
Council’s adopted Major City Goals and Other Important Objectives for FY 2017-19, described on
page 11. 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
2019 Annual Report.
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