HomeMy WebLinkAboutItem 4c. 2021 General Plan Annual Report (GENP-0076-2022)
PLANNING COMMISSION AGENDA REPORT
SUBJECT: PLANNING COMMISSION CONSIDERATION OF THE 2021 GENERAL
PLAN ANNUAL REPORT
PROJECT ADDRESS: Citywide BY: Graham Bultema, Assistant Planner
Phone Number: 805-781-7111
Email: gbultema@slocity.org
FILE NUMBER: GENP-0076-2022 FROM: Tyler Corey, Deputy Director
RECOMMENDATION
Receive and file the 2021 General Plan Annual Report for final review and acceptance
by the City Council.
1.0 COMMISSION'S PURVIEW
The Planning Commission provides input on long range planning efforts, such as specific
plans, community plans and all elements of the General Plan. The purpose of this agenda
item is to provide an opportunity for the Planning Commission to review the proposed
2021 General Plan Annual Report before forwarding to the City Council for acceptance.
2.0 SUMMARY
California Government Code Section 65400 requires that cities submit an annual report
(Attachment A) on the status of their General Plan and progress in its implementation to
the Governor’s Office of Planning and Research and Department of Housin g 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 accepta nce 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 not create or modify any City goals or policies found within
the General Plan.
3.0 PREVIOUS REVIEW
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;
Meeting Date: 3/23/2022
Item Number: 4c
Time Estimate: 30 minutes
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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 impleme nting 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,
City Council reviews the progress being made to implement the General Plan and decides
whether or not to move forward with additional work programs over the next two years.
4.0 PROJECT ANALYSIS
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 o n the major
programs that saw activity in 2021. The report is organized around the following key
implementation areas:
General Plan Element Updates
Community Development Department
Planning and Building Activity
Regional Housing Needs Allocation (RHNA) Progress
Housing Element Program Implementation
Residential Growth
Non-Residential Growth
Specific Plan Implementation & Development
Municipal Code Updates
Climate Action Plan
Economic Development
Policy Initiatives
Water Supply
Circulation
Safety
Neighborhood Wellness
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Conservation & Open Space Protection
Parks & Recreation
In 2021, the City continued to make progress implementing General Plan Programs. The
City continued work and public outreach on the Parks and Recreation Element and
Master Plan update, also termed “Parks + Recreation Blueprint for the Future: 2021-
2041”. The Parks and Recreation Blueprint for the Future was adopted by the City Council
in July 2021. The City also continued working on the Safety Element update throughout
2021, including continued community outreach efforts as part of a project called “Stories
of a Resilient SLO”. The City anticipates that the Safety Element will be renamed the
“Community Resilience and Public Safety Element” and is targeted to be completed in
2022. The City’s 6th Cycle Housing Element was adopted by the City Council in
November 2020. In 2021, City staff continued to coordinate with the California
Department of Housing and Community Development (HCD) regarding remaining minor
changes required for state certification. In September 2021, HCD determined the City’s
adopted 6th Cycle Housing Element to be in full compliance with State Law and certified
the document.
In response to the COVID-19 pandemic, the Major City Goals from Fiscal Year 2019-21
were reorganized in June 2020 into one Meta Goal of Economic Stability, Recovery, and
Resiliency. This Meta Goal was the City’s priority throughout the end of 2020 and the
beginning of 2021. The City’s Major City Goals for Fiscal Year 2021-23 were adopted
through the FY 2021-23 Financial Plan which was approved in June 2021. These Major
City Goals are: Economic Recovery, Resiliency, and Fiscal Sustainability; Diversity,
Equity, and Inclusion; Housing and Homelessness; and Climate Action, Open Space, and
Sustainable Transportation. These Major City Goals resulted in a significant amount of
activity in the General Plan program areas discussed above and will continue to be the
City’s top priority throughout FY 2021-23.
Development activity in the City continued in 2021 but was reduced compared to previous
years. 608 building permits were issued in 2021, a slight 3 percent decrease compared
to 2020. Permit reviews for plan check submittals and resubmittals were also slightly
reduced in 2021 with 1,426 applications submitted, compared to 1,438 applications
submitted in 2020. Based on the Community Development Department’s running total of
“finaled” permits for non-residential construction, 65,510 square feet of floor area was
added to the City in 2021, yielding a five-year net non-residential growth rate of 2.08
percent (as shown in Figure 2 on page 27). LUE Policy 1.11.4 states that the City 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 City is
significantly below the threshold to establish any non-residential growth limit at this time.
The Land Use Element policy related to residential growth (LUE 1.11.2) states that the
City’s housing supply shall grow no faster than one percent per year, on average , based
on established thresholds in Table 3 of the Land Use Element. Based on the Community
Development Department’s residential building permit data, the City has maintained an
average annual growth rate of 0.81 percent per year since 2015, in compliance with the
one percent maximum average annual growth rate.
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From 2015 to 2021, the City granted occupancy to 1,621 newly constructed residential
units (also accounting for the 36 units that were demolished between 2015 and 2021). Of
the 1,621 units constructed between 2015 -2021, 1,207 units were subject to the Growth
Management Ordinance. Of the units exempt from the growth management ordinance,
230 units were deed restricted for affordable housing, 181 units were identified as
Accessory Dwelling Units or Junior Accessory Dwelling Units, and 3 units were located
within the Downtown Commercial (C-D) zone. As of 2021, there are a total of 22,018
residential units subject to the Growth Management Ordinance within the City, where the
2015 LUE estimated 22,416 units for 2021.
The City updated the General Plan Land Use and Circulation Elements in 2015, however,
some of the housing construction occurring today within the Orcutt Area and the Margarita
Area was planned for in the previous General Plan. Due to a variety of factors, some of
the development originally planned in the 1994 General Plan is only now under
construction. LUE Policy 1.11.2 (Residential Growth Rate) states that the approved
specific plan areas may develop in accordance with the phasing schedule adopted by
each specific plan, provided that thresholds established by LUE Table 3 are not
exceeded. Of the 1,621 units granted occupancy from 2015 to 2021, 692 of the units were
located within Specific Plan areas.
Housing production has been a Major City Goal for several financial plans and the City
has prioritized policies that support new housing production. Lack of affordable housing
and workforce housing continues to be an obstacle for many residents in San Luis Obispo.
The good news is that the City is purposefully growing in alignment with the community’s
long-range plans and highest priorities. Current levels of residential growth are consistent
with the City’s Growth Management Ordinance and State obligations to accommodate its
Regional Housing Needs Allocation. The City has planned its resources to support a
“build out” population of 57,200 residents, while the current State population estimate for
the City is 46,058 residents as of January 1, 2021.
5.0 ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply because the General
Plan Annual Report does not constitute a “Project” under CEQA Guidelines Sec. 15378.
6.0 OTHER DEPARTMENT COMMENTS
The 2021 General Plan Annual Report was a collaboration from many City departments
and divisions, including the Community Development Department, the Public Works
Department, the Utilities Department, the Parks & Recreation Department, the
Administration Department, the Fire Department, and the Police Departme nt.
7.0 ALTERNATIVES
Continue the item and direct staff to make revisions or include additional information.
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Item 4c
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8.0 ATTACHMENTS
A - 2021 General Plan Annual Report
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City of San Luis Obispo
2021 General Plan Annual Report
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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
Erica A. Stewart, Mayor
Carlyn Christianson, Vice Mayor
Michelle Shoresman
Jan Marx
Andy Pease
Planning Commission
Robert Jorgensen, Chair
Nicholas Quincey, Vice Chair
Emily Francis
Hemalata Dandekar
Michael Hopkins
Mike Wulkan
Steven Kahn
City Manager
Derek Johnson, City Manager
Project Management Team
Project Lead: Graham Bultema, Assistant Planner
Brian Leveille, Senior Planner
Shawna Scott, Senior Planner
Teresa McClish, Housing Policy & Programs Manager
The 2021 General Plan Annual
Report was prepared by the
Community Development
Department for review by the
Planning Commission and
acceptance by 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 2021
General Plan Annual Report.
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Staff Contributors
Adam Fukushima, Active Transportation Manager
Alexander Fuchs, Parking Services Supervisor
Austin O’Dell, Interim Transit Manager
Brian Amoroso, Operations Captain
Bryan Wheeler, Transportation Planner/Engineer III
Chris Read, Sustainability Manager
Christine Wallace, Neighborhood Outreach Manager
Devin Hyfield, Recreation Manager
Doug Carscaden, Recreation Supervisor
Freddy Otte, City Biologist
Gaven Hussey, Parking Program Manager
Georgina Bailey, Cannabis Program Coordinator
Greg Avakian, Parks and Recreation Director
James Blattler, Administrative Analyst
Rick Scott, Police Chief
Jennifer Metz, Utilities Project Manager
Jennifer Rice, Transportation Planner/Engineer III
John Mezzapesa, Code Enforcement Supervisor
Keith Aggson, Fire Chief
Kelsey Nocket, Homelessness Response Manager
Kyle Bell, Associate Planner
Lee Johnson, Interim Economic Development Manager
Luke Schwartz, Transportation Manager
Matt Horn, Public Works Director
Matheson Bliss, Hazardous Materials Coordinator
Meg Buckingham, Administrative Analyst
Megan Weeks, Transit Coordinator
Meghan Burger, Recreation Manager
Michael Codron, Community Development Director
Molly Cano, Tourism Manager
Owen Goode, Assistant Planner
Robert Hill, Sustainability & Natural Resources Official
Shawna Scott, Senior Planner
Teresa McClish, Housing Policy & Programs Manager
Tyler Corey, Deputy Director
Vanessa Nichols, Permit Services Coordinator
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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 ............................................................................................................................ 4
Table of Contents .......................................................................................................................................... 5
List of Figures ................................................................................................................................... 6
List of Tables .................................................................................................................................... 6
Introduction .................................................................................................................................................. 7
Background ................................................................................................................................................... 8
General Plan Element Updates ..................................................................................................................... 9
COVID-19 Pandemic – Local Emergency Response .................................................................................... 11
Community Development Department ...................................................................................................... 13
Planning and Building Activity..................................................................................................................... 15
Regional Housing Needs Allocation (RHNA) Progress ................................................................................ 17
Homelessness Solutions .............................................................................................................................. 21
Housing Element Program Implementation ............................................................................................... 23
Residential Growth ..................................................................................................................................... 25
Non-Residential Growth ............................................................................................................................. 27
Specific Plan Implementation and Development ....................................................................................... 28
Municipal Code Updates ............................................................................................................................. 33
Climate Action Plan ..................................................................................................................................... 36
Economic Development .............................................................................................................................. 37
Policy Initiatives .......................................................................................................................................... 39
Water Supply............................................................................................................................................... 40
Circulation ................................................................................................................................................... 41
Safety ....................................................................................................................................................... 47
Neighborhood Wellness .............................................................................................................................. 58
Conservation & Open Space Protection ..................................................................................................... 60
Parks & Recreation ...................................................................................................................................... 62
Conclusion ................................................................................................................................................... 71
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List of Figures
Figure 1 - Total Planning Applications Received per Calendar Year, 2019-2021 .......................... 15
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors, 2017-2021 .............................. 27
Figure 3 - Fire Department Twitter Profile Visits, 2019-2021....................................................... 47
Figure 4 - Monthly Noise Party Calls for Service, 2021 ................................................................. 59
List of Tables
Table 1 – City Local Emergency Resolutions Adopted
Related to the COVID-19 Pandemic, 2020 .................................................................... 12
Table 2 - Plan Check Applications Submitted, 2019-2021 ............................................................ 16
Table 3 - Building Permits Issued, 2019-2021 ............................................................................... 16
Table 4 - Valuation of Construction, 2019-2021 ........................................................................... 16
Table 5 - Progress Towards 6th Cycle Quantified Objectives, 2019-2028 ..................................... 17
Table 6 – Housing Element Program Implementation Progress, 2021 ........................................ 23
Table 7 – LUE Table 3, One Percent City Population Growth Projection ..................................... 25
Table 8 – Residential Growth Rates, 2015-2021........................................................................... 25
Table 9 - Margarita Area Development Status, 2021 ................................................................... 28
Table 10 - Orcutt Area Development Status, 2021 ....................................................................... 29
Table 11 - Avila Area Development Status, 2021 ......................................................................... 30
Table 12 - San Luis Ranch Area Development Status, 2021 ......................................................... 31
Table 13 - City Water Resource Availability, 2021 ........................................................................ 40
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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 me et
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 California
Governor’s Office of Planning and Research (OPR) publishes General
Plan Guidelines, which includes the following basics:
• Geographic Comprehensiveness: The general plan must cover all
territory in 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 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 and specific plans.
• Long-Term Perspective: The general plan must address the
welfare of current & future generations, although the time-
frames may vary between elements. The Housing Element, for
instance, must be updated every five to eight years.
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.
City of
San Luis Obispo
General Plan
Elements
Land Use
Update Adopted
December 2014
Circulation
Update Adopted
December 2014
Housing
Update Adopted
November 2020
Conservation and
Open Space
Revised 2014
Safety
Revised 2012
Parks and
Recreation
Adopted 2021
Water and
Wastewater
Revised 2018
Noise
Adopted 1996
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General Plan Element Updates
Parks & Recreation Element and Master
Plan Update: Parks + Recreation Blueprint
for the Future: 2021-2041
On July 6, 2021, City Council adopted the new Parks and
Recreation Element and Master Plan Update, now
referred to as the Parks and Recreation Blueprint for the
Future: 2021-2041. In 2018, the San Luis Obispo Parks
and Recreation and Community Development
Departments engaged consultant services, WRT, for the
purposes of revising and updating the Parks and
Recreation Element and Master Plan Update. The Parks
and Recreation Commission (PRC) is served as the
primary advisory body for this work effort.
The purpose for the update of the City’s Parks and
Recreation Element and Master Plan was 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 and 2019-2021 financial plans. Community
engagement, including initial stakeholder meetings, pop-
up events, multiple public workshops and forums, and a
community survey were conducted from 2018 to 2021 to
ensure the community could be engaged in a positive
and creative way so that the results are representative of
community values, desires, and needs. In March 2021,
the Public Review Draft General Plan Element and
Master Plan Update was released and introduced to the
PRC and the public at PRC meetings. Public workshops
were held in spring 2021 for additional community input
and a Study Session was held at the May 2021 City
Council Meeting. Staff presented the final plan for City
Council adoption in July 2021.
This General Plan Annual Report
falls between a transitional
Financial Plan period, thus the
Major City Goals for both FY 2017-
19 and FY 2019-21 include:
Major City Goals for FY 19-21:
Housing – Facilitate the production
of housing with an update of the
Housing Element, including an
emphasis on affordable housing
(including unhoused people) and
workforce housing through the lens
of climate action and regionalism.
Climate Action – In response to the
climate crisis, continue to update and
implement the Climate Action Plan for
carbon neutrality, including
preservation and enhancement of our
open space and urban forest and
planning for resilience.
Sustainable Transportation –
Enhance accessible regional transit,
bicycle, and pedestrian mobility to
promote a transition to a car-free or
shared-car lifestyle and to reduce
greenhouse gases.
Fiscal Sustainability &
Responsibility - Continue to
implement the City’s Fiscal
Responsibility Philosophy with a
focus on efficiencies, strategic
economic development, unfunded
liabilities, and infrastructure
financing (Funding the Future).
Downtown Vitality - Support the
economic and cultural heart of the
City with attention to safety,
maintenance, infrastructure, and
amenities.
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Safety Element Update
In the Spring of 2020, the City started work on a
comprehensive assessment of the community’s
vulnerability to climate change impacts called “Resilient
San Luis Obispo” through a grant awarded from Caltrans
in the amount of $435,250. The City has partnered with
the Local Government Commission (LGC), a 501(c)3 non-
profit organization who has extensive experience in
public engagement in climate change adaptation and in
facilitation projects. Additionally, the City is currently
participating with the CivicSpark, a statewide program
through the LGC for a Fellow to work on the project. The
project is also supported by a competitively procured
consultant team for technical and climate modeling
work, as well as with committed staff resources from the
San Luis Obispo Council of Governments.
The project includes current and future hazards
assessment, comprehensive vulnerability assessment,
local and state policy audits, robust community outreach
and education, a menu and prioritization of adaptation
options and specific integration and work plans.
Importantly, the scope of work also includes capacity
building for City staff and dissemination to regional
partners to ensure implementation. The project, along
with the 2019 Hazard Mitigation Plan update, form the
technical foundation for the comprehensive update to
the Safety and Community Resiliency Element of the
General Plan in compliance with SB-379, SB-1035 and
other state laws.
Major City Goals for FY 21-23:
Economic Recovery, Resiliency &
Fiscal Sustainability – In
collaboration with local partners,
continue to support economic
recovery for all from the COVID
pandemic and support a thriving
local economy by supporting local
businesses, arts and culture,
downtown vitality, practicing fiscal
responsibility, paying down
unfunded pension liabilities, and
investing in critical infrastructure
Diversity, Equity, Inclusion (DEI) –
In response to our commitment to
making San Luis Obispo a more
welcoming and inclusive city for all,
continue to develop programs and
policies to support diversity, equity,
and inclusion initiatives and advance
the recommendations of the DEI Task
Force
Housing and Homelessness - To
expand housing options for all,
continue to facilitate the production
of housing, including the necessary
supporting infrastructure, with an
emphasis on affordable and
workforce housing. Collaborate
with local non-profit partners and
the county, the state, and federal
governments to discover and
implement comprehensive and
effective strategies to reduce
chronic homelessness.
Climate Action, Open Space, and
Sustainable Transportation - To
proactively address the climate
crisis, continue to update and
implement the Climate Action Plan
for carbon neutrality, including
preservation and enhancement of
open space and the urban forest,
alternative and sustainable
transportation, and planning and
implementation for resilience.
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Community outreach activities completed since the project started have included three community wide
surveys, three community-wide forum webinars presentations to community stakeholders, and the
solicitation and establishment of a 15-person community Resilience Roundtable supported by community
working groups for specific subjects. Through a project feature “Stories of a Resilient SLO” the City
continues to solicit stories in various written and video formats to share and promote understanding of
how community members have overcome past challenges to inform the project and discuss resiliency.
The stories, Baseline Conditions Report, Comprehensive Hazards and Vulnerabilities Report, Adaptation
strategies and other information is posted on the project website (https://www.lgc.org/resilient-slo/). The
City anticipates that the Safety Element will be renamed the Community Resilience and Public Safety
Element and is targeted to be completed in 2022.
Housing Element Update
On November 17, 2020, City Council adopted the Housing Element (an 8-year plan) and in December 2020,
the City submitted the document to Department of Housing and Community Development (HCD) for Final
Review and determination of compliance. In March 2021, HCD informed staff that minor, administrative
changes were required of the document. Staff worked closely with HCD to complete the necessary
changes and submitted the final, revised document for certification in July 2021. On September 3, 2021,
the HCD found the City’s adopted 6th Cycle Housing Element in full compliance with State Law. By having
a fully compliant Housing Element, the City is eligible for various federal, state, and local funding
opportunities for housing.
COVID-19 Pandemic – Local Emergency Response
In response to the global COVID-19 pandemic in 2020, the City’s Emergency Operations Plan was
implemented which established the City Council as the City’s Disaster Council. As part of this plan, the
City’s Emergency Operations Center (EOC) was activated, in which the City Manager was designated as
the Emergency Services Director and a central command of roles was designated as responsible for
carrying out disaster management functions.
In response to the pandemic, the City also adjusted the Strategic Plan and Major City Goals in June 2020
as part of the Adopted Supplemental Budget to the 2019-2021 Financial Plan. The Strategic Plan was
reorganized into one Meta Goal for 2020-2021 focused on economic and social recovery and building
resiliency for the future. This goal addressed the local impacts of the pandemic while staying true to the
2019-2020 Major City Goals and the City’s core values. The City’s five current Major City Goals were
adopted through the FY 2021-2023 Financial Plan which was approved in June 2021.
Throughout the 2020 calendar year, the City also adopted several resolutions as the City continued to
adapt to the effects of the COVID-19 pandemic locally. These resolutions remained in effect throughout
2021. Summaries of these resolutions can be seen in Table 1. Specific actions that the City implemented
in order to prioritize public health and address local economic impacts of the pandemic included delaying
late fees and penalties from unpaid transient occupancy taxes for vacation rentals in February and March
(Res. 11105), suspension of certain sections of the Municipal Code such as parking regulations & sign
regulations (Res. 11116), allowing downtown businesses and restaurants to expand space onto sidewalks
and streets to allow customers to maintain social distancing (Res. 11118), suspending parking rates for
parking structures and deferring future parking rate increases (Res. 11127), and extending deadlines for
discretionary approvals, cannabis permits, and building permit applications (Ord. 1683 & Res. 11131).
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Table 1 – City Local Emergency Resolutions Adopted Related to the COVID-19 Pandemic, 2020
Res. 11099
(March 2020)
• Proclaiming a local emergency within the City related to the
COVID-19 pandemic
• Enacting emergency delays on evictions
• Prohibiting alcohol serving and sales on St. Patrick’s Day
(Proclamation 1)
Res. 11102
(March 2020)
Adopting the federal emergency and federal grant procurement
procedures
Res. 11104
(March 2020)
• Affirming actions of the emergency services director and expressly
affirming actions of the County as applicable and enforceable
within City jurisdiction
• Closing bars and alcohol establishments due to COVID-19
(Proclamation 2)
Res. 11105
(March 2020)
Authorizing the City’s tax collector to delay late fees and penalties for
delinquent transient occupancy tax received for stays during
February and March 2020
Res. 11106
(April 2020)
• Proclaiming the continuing existence of a local emergency
regarding the COVID-19 pandemic
• Imposing a city wide safety enhancement zone and penalties up
to $1,000 for violation of public health orders
Res. 11113
(April 2020)
Proclaiming the continuing existence of a local emergency regarding
the COVID-19 pandemic, extending the state of local emergency
through May 16, 2020
Res. 11116
(May 2020)
Enforcement of portions of the Sign Regulations and the Parking
Regulations sections of the City Municipal Code shall be suspended
until stay at home & social distancing orders are terminated
Res. 11117
(March 2020)
Authority given to the City Manager to use unassigned fund balance
from fiscal year 2018-19 above required reserve levels to be used for
emergency measures related to public health & safety
Res. 11118
(May 2020)
• Approval of the City Outdoor Public Space Program (Open SLO)
• Expanding space to be available on streets and sidewalks for
businesses to allow customers to maintain physical distancing
Res. 11127
(June 2020)
• Deferment of future parking rates increases, suspending current
hourly parking rates for parking structures, and reducing rates for
monthly parking programs
Res. 11131
(June 2020)
Extending discretionary approvals, building permit applications, and
cannabis permits
Res. 11132
(June 2020)
Affirmation that racism is a public health crisis & urging public health
officials to declare racism a public health emergency
Res. 11138
(July 2020)
• Affirming actions of the Emergency Services Director
• Closing bars for the July 4th weekend and subsequently limiting
bar capacities (Proclamation 3)
Res. 11152
(August 2020)
Approval of temporary closures of City streets for special events,
construction, or other purposes (Proclamation 5)
Source: City of San Luis Obispo, 2021
Page 156 of 215
Community Development Department
Customer Service and Process Improvements
In 2021, the Community Development Department continued to monitor and improve
procedures to ensure the utmost level of efficiency and customer service.
InfoSLO: The City originally launched the portal InfoSLO in 2018 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. In 2019, upgrades provided the opportunity to research and export
permit and plan history for any address in the City and set up the framework for online permit
applications and payment of fees. Building upon the work of the last two years, in 2020 the City
launched the ability to submit certain applications online and to pay fees associated with
planning entitlements and building permits, and in 2021 the Community Development
Department continued with implementation of this program. By allowing online submittals and
payments, staff has been able to continue to support and work with the community on various
development projects. This effort was originally implemented quickly as a result of the COVID-19
pandemic that forced City offices to close to in-person submittals and improvements in this area
have continued to serve the community during the ongoing pandemic throughout 2021.
Tenant Improvement Permit Processing (TIPP-FAST)
In 2021, the Community Development Department continued to implement the Tenant
Improvement Permit Processing (TIPP-FAST) program to streamline the review of tenant
improvement (TI) projects. The program was initially designed to ass ist business and property
owners with timely reopening and needed modifications to business operations in response to
the COVID-19 pandemic. However, the program is available to all qualifying tenant improvement
projects. There were 28 TIPP-FAST submittals in 2021, an increase from 2020.
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 2021 and coordinated with other
agencies on General Plan priorities. Some examples include:
Airport Land Use Commission: City staff reviewed the draft Airport Land Use Plan update and
provided comments to the Airport Land Use Commission (ALUC) and their County staff liaison on
the need for continued collaboration to ensure ALUP update policies are compatible with the
City’s General Plan. The Amended and Restated San Luis Obispo County Regional Airport (SBP)
Airport Land Use Plan was adopted by San Luis Obispo County on May 26, 2021.
County of San Luis Obispo: City staff provided comments on several projects proposed in the
County including the County Probation Building, an office project, cannabis delivery projects,
tentative map proposals, and a proposed hillside development.
Page 157 of 215
Amtrak-LOSSAN: Community Development staff and other key City staff reviewed and provided
comments on the Draft Environmental Impact Report (DEIR) for the Los Angeles-San Diego-San
Luis Obispo Rail Corridor Agency (LOSSAN) Central Coast Layover Facility project (CCLF) at the
Roundhouse site. The goal of the project is to increase overnight layover and storage capacity to
support service goals and objectives outlined for the Amtrak Pacific Surfl iner as outlined in the
2018 California State Rail Plan.
Regional Housing Action Team: The City, along with the County, and the seven local cities within
the county have each updated their Housing Elements for the new 6th Cycle RHNA. Continued
collaboration among all the cities, SLOCOG, and County with monthly meetings has occurred to
implement the region’s first “regional chapter” that is a part of all eight local agencies’ Housing
Elements. This collaboration has assisted housing professionals in each jurisdiction navigate
evolving housing issues and legislation such as the implementation of Senate Bill 9 (Atkins).
California Polytechnic State University (Cal Poly): Following up from City staff’s work with Cal
Poly in 2020 on the Master Plan Update EIR, a memorandum of understanding for future
collaboration was agreed upon between the City and Cal Poly. The City entered into updated
agreements in April 2021 with Cal Poly related to water and sewer rates and Cal Poly’s capacity
interest in the City’s Water Treatment Plant and Water Resource Recovery Facility stemming
from City comments on the Cal Poly Master Plan EIR. The City meets with Cal Poly staff annually
to discuss these agreements.
California Department of Transportation (Caltrans): Progress continues with preliminary
engineering and environmental review for the Prado Road/US 101 Interchange Project , which
directly involves a Caltrans facility, and the Prado Road Bridge Replacement over San Luis Obispo
Creek, which is funded by a Caltrans Highway Bridge Program grant. The Prado Bridge Project
anticipates construction to begin in 2023, with the Prado Interchange following in 2025. The City
has also continued collaboration with Caltrans on improving traffic signal coordination between
City and Caltrans intersections near the Los Osos Valley Road/US 101 interchange.
Local Agency Formation Commission (LAFCO): In September 2020, in addition to the approval
of the Froom Ranch Specific Plan, the City Council authorized the filing of the Froom Ranch
annexation application and request for LAFCO initiation. This area consists of approximately 110
acres of primarily undeveloped land adjacent to Los Osos Valley Road. This area was anticipated
to be annexed and developed and is identified as Madonna on LOVR Special Focus Area 3 in the
General Plan. An application with LAFCO was filed in February 2021 and was approved by LAFCO
in October 2021.
Page 158 of 215
367
247 265
0
100
200
300
400
2019 2020 2021Number of ApplicationsPlanning and Building Activity
Application totals are tracked in real-time using live dashboards from our EnerGov permitting
system. Tracking of applications and permits serve as an indicator of development trends and a
tool for budget forecasting.
Yearly Planning Application Trends
Figure 1 indicates all planning applications received for each calendar year for 2019, 2020, and
2021. Some examples of the types of applications include use permits, architectural reviews,
subdivisions, zoning amendments, environmental reviews, and administrative actions. In 2021,
the total number of planning applications increased by approximately 8 percent from 2020.
Notable increases in application types were use permits, homestay permits, and tentative
subdivision requests.
Figure 1 - Total Planning Applications Received per Calendar Year, 2019-2021
Source: Community Development Department, 2021
Building Permits and Plan Reviews
Building permits are issued for various projects ranging from the relatively simple (e.g ., water
heaters, window change outs, reroofing, etc.) to the more complex projects (e.g., additions and
new buildings). Plan reviews are typically required for the more complex projects where it is
necessary to review proposed design documents for code compliance.
Table 2 shows the number of plan check applications conducted by the Building Division over the
last 3 years. Development activity remained strong in 2021. Application submittals are expected
to continue on this current trend through 2022.
Page 159 of 215
Table 2 - Plan Check Applications Submitted, 2019-2021
2021 2020 2019
Plan Check Applications Submitted 1,426 1,438 1,883
Source: Community Development Department, 2021
Table 3 depicts the number of building permits issued over the past 3 years. In 2021, 307 permits
were issued for new residential projects, representing 617 residential units. Although the number
of permits issued decreased slightly in 2021, the number of units added increased.
Table 3 - Building Permits Issued, 2019-2021
BUILDING PERMITS ISSUED
2021 2020 2019
permits units permits units permits units
New Single Family 198 198 252 252 141 141
New Accessory Dwelling Units (ADUs)1 62 93 44 60 25 40
New Multi Family & New Mixed Use 47 326 22 153 18 340
Demolitions2 22 -3 25 -8 36 -16
New Commercial 3 0 2 0 13 0
Residential Additions / Alterations 199 0 220 0 383 0
Commercial Additions / Alterations 99 0 89 0 150 0
TOTAL 608 614 629 453 730 521
Source: Community Development Department, 2021
1ADU unit totals come from ADU permits and single family permits, 2includes units lost from demolitions
Valuation of Construction
Construction valuation is a good indicator of the level of private investment in building
construction. Table 4 depicts the annual construction valuation over the past 3 years. The total
valuation decreased by approximately $3.1 million from 2020 to 2021, which reflects the
decrease in number of issued permits as displayed in Table 2 above.
Table 4 - Valuation of Construction, 2019-2021
VALUATION OF
CONSTRUCTION 2021 2020 2019
Single Family 34,211,415 53,949,613 28,025,973
Multi Family 46,933,301 8,225,494 33,606,072
Commercial 1,229,510 17,475,937 16,980,878
Residential Additions /
Alterations 6,459,062 7,834,680 42,924,804
Commercial Additions /
Alterations 6,722,907 11,178,790 17,886,588
Total Valuation $95,556,195 $98,664,514 $139,424,315
Source: Community Development Department, 2021
Page 160 of 215
Regional Housing Needs Allocation (RHNA) Progress
Quantified Objectives
Under State law, each city and county in California is required to develop programs designed to
meet their share of the surrounding region's housing needs for all income groups, as determined
by the region’s council of governments. The California State Department of Housing and
Community Development (HCD) identifies housing needs for all regions of the State. Councils of
governments then apportion the regional housing need among their member jurisdictions. The
Regional Housing Needs Allocation (RHNA) process seeks to ensure that each jurisdiction accepts
responsibility, within its physical and financial capability to do so, for the housing needs of its
residents and for those people who might reasonably be expected to move there. State housing
law recognizes that housing need allocations are goals that jurisdictions seek to achieve;
however, they are not intended as production quotas. The allocations are included in each
jurisdiction’s Housing Element so that plans, policies, and standards may be created to help meet
housing needs within the element's planning period.
The City has a total RHNA allocation of 3,354 housing units to plan for in the 6th Cycle Housing
Element. HCD has allowed the City 10 years to meet the 6th Cycle RHNA allocation. This means
that the City is allowed to count all issued building permits from January 1, 2019 through
December 31, 2028 as credit towards achieving the 6th Cycle RHNA allocation. Additionally, HCD
has allowed the City to count half of the total of newly issued accessory dwelling unit (ADU)
permits in the “low income” affordability level count starting in 2020, due to the results of a
market study conducted by the County of San Luis Obispo. These 76 affordable ADU units issued
since 2020, as well as all other affordable units, are shown in Table 5 below.
Table 5 - Progress Towards 6th Cycle Quantified Objectives, 2019-2028
Income Level
(% of County Median Income)
6th Cycle
RHNA
Allocation
Building Permitted Units Issued by Affordability Total Units
by Income
Level
Total Units
Remaining by
Income Level
Year 1
(2019)
Year 2
(2020)
Year 3
(2021)
Years 4 – 10
(2022 - 2028)
Extremely Low &
Very Low
Deed
Restricted 825
0 14 35 - 49
776 Non-Deed
Restricted 0 0 0 - 0
Low
Deed
Restricted 520
6 0 56 - 62
382 Non-Deed
Restricted 0 30 46 - 76
Moderate
Deed
Restricted 603
8 5 8 - 21
582 Non-Deed
Restricted 0 0 0 - 0
Above Moderate 1,406 523 416 472 - 1,411 0
Total Units 3,354 537 465 617 - 1,619
Total Remaining for RHNA Period: 1,735
Source: Community Development Department, Building Permits Issued, 2021
Page 161 of 215
In 2021 the City met its total allocation for “Above Moderate” housing units, issuing 472 permits
for that category in 2021 and 1,411 in the last 3 years. This leaves 1,735 units needed to meet
the 6th Cycle RHNA allocation, with 44% of the remaining allocation reserved for Extremely Low
& Very Low Income, 22% for Low, and 34% for moderate.
Affordable Housing
In 2021, the City continued to implement the Inclusionary Housing Ordinance. Affordable housing
highlights from 2021 include the finalization of three new affordable housing projects: the
Toscano Inclusionary Housing project, Broad Street Place, and Courtyard at the Meadows.
Toscano Inclusionary Housing
In Spring of 2021, the City Council approved a CDBG grant award in the amount of $333,506 to
assist the Housing Authority of San Luis Obispo (HASLO) in acquiring the land to develop a 38-
unit 100% affordable housing project. The City also committed $335,000 in Affordable Housing
Funds to the project and deferred impact fees of up to $420,000. In December of 2021, the City
and HASLO as well as other stakeholders involved in the project, closed escrow and the City was
able to issue the building permits for the project.
Broad Street Place
In Spring of 2021, Peoples’ Self-Help Housing Corporation received building permit issuances for
the mixed-use component (commercial space and four residential units) of a 40-unit, 100%
affordable housing project1 at 3720 Broad Street Place. This development is adjacent to the Iron
Works development by HASLO which was also a 100% affordable project. These units will be
reserved for Extremely Low- (5), Very Low- (24), and Low-Income (10) residents.
1 The Broad Street Place Apartments are 100% affordable, not including the managers unit, which is to be rented
at market-rate.
Toscano Apartments by HASLO
Page 162 of 215
Courtyard at the Meadows – HASLO/SLONP
At the beginning of 2021, the Housing Authority of San Luis Obispo (HASLO) finalized construction
on the Courtyard at the Meadows. This affordable housing development offers 36 new housing
units, exclusively available to very-low and low income families. These one-bedroom, two-
bedroom, and three-bedroom apartments are located in close proximity South Hills Open Space,
in the Serra Meadows neighborhood off of Prado Road.
Courtyard at the Meadows
Broad Street Place Entrance
Page 163 of 215
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 nine years the CDBG Program has allocated over $3,330,000
towards affordable housing and approximately $1,015,000 towards homeless services.
Projects funded for the 2021 Program Year included homeless services and affordable
housing land acquisition for a new 100 percent affordable housing project to be owned
and managed by the Housing Authority of San Luis Obispo (HASLO), titled Toscano Family
Apartments.
2. SB2 Grant: The Planning Grants Program provisions of SB2 is intended for the preparation,
adoption, and implementation of plans that streamline housing approval and acce lerate
housing production. The City received a grant of $160,000 in January 2020 to develop and
adopt a flexible density program that would allow for additional, smaller residential units
(150-600 sq. ft.) within the Downtown, Upper Monterey and Mid-Higuera planning areas.
The City has completed an administrative draft ordinance and is proceeding with
environmental review to incorporate between 320-600 units under 600 sq. ft. into the
downtown areas. The project is scheduled to be reviewed prior to the grant deadline of
December 2022.
3. Local Early Action Planning (LEAP) Grant: LEAP provides funding to jurisdictions for the
preparation and adoption of planning documents, process improvements that accelerate
housing production and facilitate compliance in implementing the sixth cycle of the
regional housing need assessment. The City submitted their $150,000 invoice for
reimbursement on December 1, 2021. The LEAP Grant will reimburse 1,279 hours of staff
time dedicated to updating the City’s 6th Cycle Housing Element.
4. Regional Early Action Planning (REAP) Grant: REAP provides funding for technical
assistance, preparation, and adoption of planning documents and process improvements
to accelerate housing production and facilitate compliance to implement the sixth cycle
of the regional housing needs allocation . The City applied and was granted $283,003 in
December 2020 to be used to update the Inclusionary Housing Ordinance and expand the
City’s objective design standards and revise the development review process to expedite
application processing and accelerate housing production . Since receiving the grant, the
City has been reimbursed $50,783.18 for work completed by staff and consultants on the
Objective Design Standards and the Inclusionary Housing Ordinance.
Page 164 of 215
Homelessness Solutions
Homelessness response was identified as a Major City Goal (Housing and Homelessness) as part
of the Fiscal Year 2021-2023 Financial Plan. With the effects of the COVID-19 pandemic bringing
new urgency to the City’s goal of addressing homelessness in San Luis Obispo, City Council actions
resulted in an enhanced, regional effort in 2021. In local government, counties are primarily
responsible for leading efforts to address homelessness, yet the impacts often are borne directly
by cities. In the past year, the City of San Luis Obispo responded to 32 encampment fires and 516
medical incidents involving people experiencing homelessness, removed 70 tons of trash, and
cleaned up 135 illegal encampments. In all, $679,000 in City funds were spent on cleanup and
maintenance activities related to homelessness. The City also provided $157,000 to the 40 Prado
homeless shelter for programs and operations, as well as funding for a part-time social worker to
assist homeless persons, be a resource for Downtown businesses and conduct job training.
Strategic Planning for Homelessness
On November 16, 2021, the Homelessness Response Manager provided a Strategic Plan for
Homelessness Response to City Council to receive feedback on the approach that was outlined
by staff. The report discussed the role of the Homelessness Response Manager and the level of
engagement that has been implemented since the onboarding of the new manager . Key
Components in the strategic plan include data collection, an improvement of interdepartmental
communications, developing pilot programs, regional collaboration and engagement, and
funding opportunities. City Council indicated they were supportive of the approach and indicated
they would like to see the following groups included in outreach:
• Encampments, mixed-use and commercial neighborhoods
• Cal Poly unions
• Health care providers
• People with disabilities
Grants-in-Aid Program
The City’s Grants-in-Aid program, overseen by the Human Relations Commission, provides
financial support to non-profit organizations that promote the economic and social wellbeing of
the community including homeless prevention programs, support services, affordable and
transitional housing opportunities, hunger and malnutrition prevention, and supportive and
development services for children and seniors. The Grants-in-Aid program is extremely
competitive and had a total combined funding request of $303,000 which was $153,000 more
than what was available to the program. The Human Relations Commission reviewed 30
applications and recommended full or partial funding for 25 different organizations. The City has
completed the issuance of $150,000 in grants to those organizations since the approval of the
funding recommendations.
Page 165 of 215
Community Action Team
The Community Action Team (CAT) began with the San Luis Obispo Police Department with two
officers whose patrol focus was on the Downtown core and contacting homeless individuals. In
2018, social worker John Klevins, MSW, joined CAT through a partnership with Transitions Mental
Health (THMA) and the County of SLO. Klevins works side-by-side with SLOPD Officer Tim Koznek
focusing on outreach and preventive engagement with the City’s most vulnerable populations.
In 2021, the CAT team engaged with 541 people, and of those, 100 were treated for mental
health, substance abuse, or other issues. CAT also connects people with resources to find housing
and other services such as veterans’ benefits, social security, and educational opportunities.
Partnerships with Downtown SLO and CAPSLO
The City provides funding for the Downtown Ambassador Program and a Social Enterprise Job
Training Initiative. This includes the provision of a part -time social worker to assist homeless
persons and be a resource for Downtown businesses. It also allows CAPSLO and the Downtown
Ambassador to recruit homeless individuals for basic cleaning duties as part of job training.
Funding for these initiatives come from Local Revenue Measure (Measure G -20) revenue from
the current fiscal year. Measure G-20 was passed by the voters as part of the November 2020
election and identified priorities included addressing homelessness. The City of San Luis Obispo
implemented the Make Change Count to create awareness about the negative impacts of
panhandling and provide an alternative through donation stations. Currently, there are 7
donation meters located throughout downtown San Luis Obispo.
On March 2, 2021 the City Council held a public hearing to consider the HRC’s recommendations
for the FY2022 Draft Action Plan. During this public hearing, council approved a public services
allocation in the amount of $70,963 to CAPSLO to increase the capacity, range, and efficiency of
services offered by CAPSLO. These funds were also used to increase on-site partnerships with
community organizations.
Webpage Development
Staff has improved accessibility to resources by developing a detailed webpage in 2021 to keep
community members updated on events, activities, and contacts for where services are provided.
The Homelessness Prevention and Assistance webpage can be accessed und er Living
>>Neighborhood>>Homelessness. The webpage will continue to provide the latest news on the
City’s homelessness response.
Page 166 of 215
Housing Element Program Implementation
Since adopting the Housing Element in November 2020, City staff has implemented a number of
Housing Element Programs in alignment with the Housing and Homelessness Major City Goal.
Table 6 displays a list and discussion on programs that were implemented or started in 2021.
Table 6 – Housing Element Program Implementation Progress, 2021
Update the Inclusionary Housing Ordinance: City staff began work with a consultant on a feasibility
analysis (based on the Nexus Study completed in 2020) and preliminary draft of the Inclusionary Housing
Ordinance Update. The preliminary draft was presented to Council in March 2022. Based on Council’s
direction, staff will be moving forward with community outreach and preparing a final draft of the
Ordinance in 2022.
Program
2.13
Update the Inclusionary Housing Ordinance, including Table 2A, based on findings and
recommendations in the 2020 Affordable Housing Nexus Study and conduct further feasibility
analysis in order to evaluate the City’s ability to provide affordable housing in the proportions
shown in the Regional Housing Needs Allocation, per Policy 2.4.
Flexible Density Program: The City has completed an administrative draft ordinance and is proceeding
with environmental review. The project is scheduled to be reviewed prior to the grant deadline of
December 2022.
Program
2.15
Evaluate a flexible density pilot program and initiate an update of the Zoning Regulations and
Community Design Guidelines to incorporate flexible density development options in
Downtown Core and portions of Upper Monterey and Mid-Higuera Special Focus Areas to
support the production of 50 smaller residential units (150 to 600 square feet) per year during
the planning period.
Adoption of Objective Design Standards (ODS): On November 2, 2021, the City Council adopted
Ordinance No. 1703 (2021 Series) amending the Zoning Regulations with Objective Design Standards for
qualifying residential projects. The provisions of this amendment apply to all residential projects, in all
zones, that qualify for streamlined, ministerial processing per SB 35 (Government Code Section 65913.4),
or that are a “use by right” residential project (these include any projects that comply with HE Programs
2.17 and 2.18).
Program
6.22
Update the City’s municipal code to expand objective design standards within one year of the
adoption of the Housing Element Update.
Program
2.17
In order to provide adequate sites for lower income households on non-vacant and vacant
sites previously identified in the Housing Element (Table E-2), the City will, within one (1) year
of the adoption of the Housing Element Update, allow developments (including mixed-use
projects) that include at least 20 percent of the residential units as affordable to lower income
households, by right (no discretionary review).
Program
2.18
Utilize objective design standards to allow residential uses by right (no discretionary review)
for those developments (including mixed-use projects) that include at least 20 percent of the
residential units as affordable to low income households.
Page 167 of 215
Zoning Regulations Update: On November 16, 2021 and December 7, 2021 the City Council introduced
and adopted an ordinance to Title 17 of the City’s Municipal Code (Zoning Regulations). Those updates
included all the changes outline in HE Programs 5.5, 6.23, 8.18 and 8.23. The Ordinance became effective
in February 2022 upon concurrence with the San Luis Obispo County Airport Land Use Committee.
Program
5.5
Update the Zoning Regulations to allow mixed-use development within Service Commercial
(C-S) and Manufacturing (M) zones without a use permit within one year of the adoption of
the Housing Element.
Program
6.23
Update the development review process and expand the thresholds of each review level
(minor, moderate, and major) to eliminate or reduce the number of public hearings
required for housing projects within one year of adopting the Housing Element.
Program
8.18
Review and amend the Zoning Regulations within one year of Housing Element adoption to
ensure compliance with: 1) the Supportive Housing Streamlining Act (AB 2162) to allow
supportive housing a use-by-right in zones where multi-family and mixed uses are
permitted, including nonresidential zones permitting multifamily uses, if the proposed
development meets specified criteria; and 2) AB 101, to allow Low Barrier Navigation
Centers by-right in all residential zones, areas zoned for mixed-uses, and nonresidential
zones permitting multifamily uses.
Program
8.23
Update Zoning Regulations, within two years of Housing Element adoption, to be consistent
with the Employee Housing Act; including: 1) an update of Table 2-1 to allow single-unit
dwellings without a Conditional Use Permit within the Open Space and Conservation (C/OS)
zone and employee housing consisting of no more than 36 beds in a group quarters, or 12
units or separate rooms or spaces designed for use by a single-family or household within
the C/OS and AG zones, and 2) remove Chapter 17.148 - High-Occupancy Residential Use
Regulations.
Source: Community Development Department, 2021
Page 168 of 215
Residential Growth
The Land Use Element policy related to residential growth (LUE 1.11.2) states that the City’s
housing supply shall grow no faster than one percent per year, on average, based on established
thresholds shown in Table 7 (Table 3 in the Land Use Element). This policy was modified in 2010
under Ordinance No. 1550 to an annual average population growth rate of one percent per year.
Affordable Dwellings restricted to residents with extremely low, very low, low, or moderate
incomes, new dwellings in the Downtown Core (C-D zone), and legally established accessory
dwelling units are exempt from these regulations (M.C. 17.144.020.D).
Table 7 – LUE Table 3, One Percent City Population Growth Projection
Year Approximate Maximum
Number of Dwelling* Anticipated Number of People
2013 20,697 45,541
2015 21,113 46,456
2020 22,190 48,826
2025 23,322 51,317
2030 24,512 53,934
2035 25,762 56,686
Estimated urban reserve capacity: 57,200
Source: Land Use Element, City of San Luis Obispo General Plan, Table 3, page 1 -37.
*2013 population based on CA Department of Finance data and projected based on 1
percent annual growth.
Based on the Community Development Department’s residential building permit data, the City
has maintained an average annual growth rate of 0.81 percent per year since 2015, in compliance
with the one percent maximum average annual growth rate, as shown in Table 8.
Table 8 – Residential Growth Rates, 2015-2021
Calendar Year
Period New Units Average Annual
Growth Rate
Total Units in the
City in 2021
LUE Estimated Units
in 2021 (1% Growth)
2021 429*
0.81% 22,018* 22,416
2015 - 2021 1,207*
Source: 2021 Building Permits finaled, Community Development Department
*Total units subject to growth management limitations . This total excludes deed-restricted affordable units,
accessory dwelling units (ADUs), and new dwellings in the Downtown Commercial (C -D) Zone.
The all-encompassing unit total in 2021 was 22,432 units.
Page 169 of 215
From 2015 to 2021, the City granted occupancy to 1,621 newly constructed residential units (also
accounting for the 36 units that were demolished between 2015 and 2021 ). Of the 1,621 units
constructed between 2015-2021, 1,207 units were subject to growth management limitations.
Of the units exempt from the growth management ordinance, 230 units were deed restricted for
affordable housing, 181 units were identified as Accessory Dwelling Units or Junior Accessory
Dwelling Units, and 3 units were located within th e Downtown Commercial (C-D) zone. As of
2021, there are a total of 22,018 residential units subject to the growth management ordinance
within the City (as identified in Table 8 on the previous page), where the 2015 LUE estimated
22,416 units for 2021.
The City updated the General Plan Land Use and Circulation Elements in 2015, however, some of
the housing construction occurring today within the Orcutt Area and the Margarita Area was
planned for in the previous General Plan. Due to a variety of factors, some of the development
originally planned in the 1994 General Plan is only now under construction. LUE Policy 1.11.2
(Residential Growth Rate) states that the approved specific plan areas may develop in accordance
with the phasing schedule adopted by each specific plan, provided that thresholds established by
LUE Table 3 are not exceeded. Of the 1,621 units granted occupancy from 2015 to 2021, 692 of
the units were located within Specific Plan areas.
Housing production has been a Major City Goal for seve ral financial plans and the City has
prioritized policies that support new housing production. Lack of affordable housing and
workforce housing continues to be an obstacle for many residents in San Luis Obispo. The good
news is that the City is purposefully growing in alignment with the community’s long-range plans
and highest priorities. Current levels of residential growth are consistent with the City’s Growth
Management Ordinance and the City’s obligations to accommodate its Regional Housing Needs
Allocation. The City has planned its resources to support a “build out” population of 57,200
residents, while the current State population estimate for the City is 46,058 residents as of
January 1, 2021.
Page 170 of 215
0.46%
0.33%
0.44%
0.29%
0.56%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
2017 2018 2019 2020 2021Growth RateYear
Non-Residential Growth
Based on final building permits, 65,510 square feet of net new non-residential floor area was
added to the City in 2021, resulting in an annual growth rate of 0.56 percent. Figure 2 illustrates
the net annual non-residential growth rate from 2017 to 2021. Non-residential growth includes
office, services and manufacturing, retail, hotel, and institutional uses.
Figure 2 - Net Annual Growth Rates of Non-Residential Sectors, 2017-2021
Source: Building Permits Finaled, Community Development Department, 20 21
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 2017
through 2021 was 2.08 percent.
Each year, City Council has considered whether or not to implement limits to new non -residential
floor area and has decided against establishing limits. If limits are established, they would only
apply to certain types of new commercial floor area, such as new offices or new retail
establishments outside of the downtown core. Since the five-year growth rate is less than five
percent (2.08 percent) establishing limits to new non-residential floor area is not necessary at
this time.
Page 171 of 215
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 residential and business park 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 up to 868 homes in a wide range
of housing types. Table 9 below displays the status on development in the Margarita Area.
Table 9 - Margarita Area Development Status, 2021
Projects Address Commercial Dwellings Status
Toscano 3000 Calle
Malva
-
168
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued– Under
Construction
Toscano
Affordable
Housing
3065 Lucca
38 Planning Entitlements - Approved
Serra Meadows 408 Prado - 169 Construction Complete
Serra Meadows
Prado Frontage
3420 Serra
Meadows
- 31 Construction Complete
Courtyard at
Serra Meadows
3725
Orcutt
- 36 Construction Complete
Prado Business
Park 301 Prado 159,663 -
Planning Entitlements – Approved
Public Improvements - Under Review
Building Permits – Under Review
Total 159,663 442
Source: Community Devleopment Department, 2021
Page 172 of 215
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.
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 t o 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 nearby open space areas.
Table 10 below displays the status on development in the Orcutt Area.
Table 10 - Orcutt Area Development Status, 2021
Projects Address Dwellings Commercial
Sq. Ft. Status
Bullock Ranch 3580 Bullock 192 585 Planning Entitlements – Approved
Pratt Property 3750 Bullock 35 3,400
Planning Entitlements - Approved
Public Improvements - Under Review
Building Permits – Under Review
Imel Ranch 3777 Orcutt 18 Construction Complete
South Morros 3725 Orcutt 53
Planning Entitlements - Approved
Public Improvements - Approved
Building Permits Issued – Under Construction
Vinifera 3700 Ranch
House 40 Planning Entitlements – Approved
Building Permits Issued – Under Construction
Righetti Ranch
Subdivision 3987 Orcutt 304
Planning Entitlements - Approved
Public Improvements – Substantially
Complete (Phases 1 and 2), Under
Construction (Phase 3)
Building Permits Issued – Under Construction
Tiburon Place
(Affordable) 3750 Bullock 68 Planning Entitlements - Approved
Building Permits – Under Review
Jones Subdivision 3761 Orcutt 65
Planning Entitlements - Approved
Public Improvements - Substantially
Complete
Building Permits Issued – Under Construction
Jones Mixed-Use 3806 Ranch
House 15 7,600 Planning Entitlements – Approved
(Modification Entitlement in process)
West Creek: Vintage 1355 Orcutt 105 Construction Complete
West Creek: Noveno 1355 Orcutt 67
Planning Entitlements - Approved
Public Improvements - Approved
Building Permits Issued – Under
Construction
Total 956 11,585
Source: Community Devleopment Department, 2021
Page 173 of 215
Airport Area Specific Plan
Avila Ranch Development Plan
In 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”).
An application for Major Development
review of Phases 1-3 was submitted in
December 2020. This area would
include up to 297 dwelling units in the R-2 zone portion of the plan area. The application was
reviewed by the Architectural Review Commission and approved by the Planning Commission in
September 2021. Building permits for this part of the project are under review and anticipated
to be issued in early 2022. Table 11 shows the status on development in the Avila Area.
Table 11 - Avila Area Development Status, 2021
Projects Address Dwellings Commercial
Sq. Ft. Status
Avila Ranch SFR 175 Venture 297 - Building permits under review
Source: Community Devleopment Department, 2021
600 Tank Farm
The 600 Tank Farm project is a Residential Mixed-Use Project located immediately north of Tank
Farm Road, near its intersection with Santa Fe Road within the Business Park (BP-SP) zone and
within the Airport Area. The mixed-use project consists of 280 residential units and
approximately 12,500 square feet of commercial space. The residential units are provided within
three different housing types: 140 townhomes, 100 stacked flat units, and 40 studio and one-
bedroom units over the commercial structures. The townhome and stacked flat units are
intended as ownership units, while the mixed-use units will likely be a rental product.
Both the Business Park (BP-SP) zone and the Airport Area Specific Plan (AASP) prohibit residential
uses at the project location. The project proposes a General Plan Map Amendment to rezone the
600 Tank Farm property from Business Park (BP-SP) to Commercial Services (C-S-SP) zone, as well
as an Airport Area Specific Plan (AASP) Amendment to allow for a mixed-use project, similar to
the approved mixed-use project on the adjacent property 650 Tank Farm Road.
The Planning Commission recommended approval of the 600 Tank Farm Road Residential Mixed-
Use Project in November 2021, and the project was subsequently approved by City Council in
February 2022.
Avila Ranch Site Plan
Page 174 of 215
San Luis Ranch Specific Plan
The San Luis Ranch Specific Plan
project includes a mix of 657
residential units up to 114,300 square
feet of general commercial/retail
space, 150,000 square feet of office
development, and a 200-room hotel.
Backbone infrastructure including
roadways and utilities throughout the
site have been completed including
the extension of Dalidio Drive into the
site and the extension of Froom Ranch
Way through the site was completed in
2021. Planning entitlements were also
completed in 2021 for the Agricultural
Heritage and Learning Center which
includes several new commercial
buildings and the rehabilitation of
historic structures.
Table 12 - San Luis Ranch Area Development Status, 2021
Projects Address Dwellings Commercial
Sq. Ft.
Hotel
Rooms Status
Commercial
Center
1035
Madonna
77 114,300
Planning Entitlements – Approved
Public Improvements – partially Complete
SpringHill
Suites - 200
Planning Entitlements - Approved
Public Improvements - Under Review
Building Permits – Under Review
NG-10 Single-
Unit Residences 198
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued – Under Construction
NG-23 Single-
Unit Residences 83
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued – Under Construction
The Orchard 296
Planning Entitlements - Approved
Public Improvements - Under Construction
Building Permits Issued – Under Construction
Agricultural
Heritage and
Learning Center
- 31,200
Planning Entitlements – Approved
Public Improvements – Under review
Building permits – Under Review
Total 654 114,300 200
Source: Community Devleopment Department, 2021
San Luis Ranch Site Plan
Page 175 of 215
Froom Ranch Specific Plan (Madonna on LOVR)
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 includes approximately
174 multi-family units; 100,000 square
feet of commercial retail uses; a 3.6-acre
trailhead park, which would incorporate
onsite historic structures; and over 60
acres of land designated for conservation/
open space. Consideration of the project
included preparation of an EIR.
The City Council certified the Final EIR and approved the Specific Plan, General Plan Amendment,
Pre-zoning of the property, the associated Vesting Tentative Tract Map, and authorized submittal
of an annexation application to LAFCO in September 2020. An annexation application was filed
in February 2021 and was approved by LAFCO in October 2021.
Froom Ranch Site Plan
Page 176 of 215
Municipal Code Updates
Zoning Regulations - 2021 Update
On December 7, 2021, the City Council adopted an ordinance to amend several sections of the
City’s Zoning Regulations to implement several Housing Element Policies, ensure consistency
with the 2021 San Luis Obispo’s Airport Land Use Plan Update and to address several sections of
code identified for clarification during the period since a comprehensive Zoning Ordinance
update was completed in 2018.
6Th Cycle Housing Element Implementation
With the November 17, 2020 adoption of the 6th Cycle Housing Element by the City and the
September 3, 2021 state certification of compliance from HCD, several programs were required
to be implemented in the City’s Zoning Regulations within one-year of adoption to maintain
consistency with General Plan and state law. Housing Element programs that were implemented
with this ordinance update included changes to Zoning Regulations in Title 17 of the Municipal
Code implementing the following:
• Program 5.5: Update the Zoning Regulations to allow mixed-use development within
Service Commercial (C-S) and Manufacturing (M) zones without a use permit within one
year of the adoption of the Housing Element.
• Program 6.23: Update the development review process and expand the thresholds of
each review level (minor, moderate, and major) to eliminate or reduce the number of
public hearing required for housing projects within one year of adopting the Housing
Element.
• Program 8.18: Review and amend the Zoning Regulations within one year of Housing
Element adoption to ensure compliance with: 1) the Supportive Housing Streamlining Act
(AB 2162) to allow supportive housing a use-by-right in zones where multi-family and
mixed uses are permitted, including nonresidential zones permitting multifamily uses, if
the proposed development meets specified criteria; and 2) AB 101, to allow Low Barrier
Navigation Centers by-right in all residential zones, areas zoned for mixed-uses, and
nonresidential zones permitting multifamily uses.
• Program 8.23: To address conflicts of the City’s code and the Employee Housing Act,
proposed amendments to the Zoning Regulations include: 1) An update of Table 2 -1 to
allow Single-Unit Dwellings without a CUP within the Open Space and Conservation (C/OS)
zone and allow employee housing consisting of no more than 36 beds in a group quarters,
or 12 units or separate rooms or spaces designed for use by a single -family or household
within the C/OS and AG zones; and 2) remove Section 17.148 (High Occupancy Residential
Use Regulations), to be consistent with the intent of the Employee Housing Act
(Government Code Section 17021.5 and 17021.6) and to be consistent with the Uniform
Housing Code which regulates occupancy limits, as confirmed in the case of Briseno v. City
of Santa Ana.
Page 177 of 215
San Luis Obispo County Airport Land Use Update Consistency
The San Luis Obispo County Regional Airport (SBP) Airport Land Use Plan was officially amended
and restated on May 26, 2021. As a result, in accordance with the State Aeronautics Act, the City
updated regulations within 180 days to maintain consistency with this plan for land use changes
within the airport area. The Zoning Regulations update required continued referral of certain
projects to the San Luis Obispo County Airport Land Use Commission and clarif ied procedure in
accordance with the Airport Land Use Plan update.
Miscellaneous Changes to Zoning Regulations (Title 17)
After more than 18 months of implementation of the 2018 Zoning Regulations Update and
additional updates since, pertaining to Accessory Dwelling Units, as well as a recognition of
refinements needed with changing business operations during the COVID -19 pandemic, a
number of minor changes and corrections were also included in the Zoning Regulations update
to add clarification to development review processes and more efficiently implement policies
and programs of the General Plan.
Objective Design Standards (Chapter 17.69)
Design review for most new construction is accomplished through a discretionary process based
on the City’s Community Design Guidelines (CDG), with either the Community Development
Director or the Planning Commission granting final approval depending on the size of the
proposed project. However recent state law requires that cities review specific qualified housing
projects through a ministerial review process and base review on objective standards. Ministerial
review allows qualifying projects to proceed straight to a building permit application without first
going through a discretionary review process. The Housing Element Update, adopted in 2020,
included Program 6.22 that directs the City to update the municipal code to include objective
design standards for qualifying residential projects subject to ministerial approval within one year
of the adoption of the 6th Cycle Housing Element.
The Objective Design Standards (ODS) were developed by City staff with the help of a
subcommittee of the Architectural Review Commission (ARC). The ODS were subsequently
reviewed by the full ARC and the Planning Commission. Staff also conducted public outreach with
the Chamber of Commerce and other stakeholders in the development process consistent with
the City’s public engagement manual.
On November 2, 2021, the City Council voted 5 - 0 to introduce Ordinance No. 1703 (2021 Series)
to amend Title 17 of the Municipal Code adding Objective Design Standards Chapter 17.69 for
qualifying residential projects. The second reading of the ordinance was approved on December
7, 2021 and the ODS became effective on January 5, 2022. With the adoption of objective design
standards, the City will be in a better position to accomplish its policies for new construction
while providing a streamlined approval process consistent with state law.
Page 178 of 215
Building Code & Reach Code Updates (Clean Energy Choice Program for New Buildings)
The Clean Energy Choice Program for New Buildings supports all-electric and low GHG emissions
new buildings with requirements for fossil fuel powered buildings to be more efficient and fo r
solar panels to be installed on nonresidential buildings (among other minor provisions). The
program also includes incentives and technical support.
In September 2019, City Council adopted Resolution R-11044 (2019 Series) stating its preference
for all-electric buildings. In July of 2020, City Council adopted Ordinance No. 1684 and No. 1685
to add local amendments to the Energy Code in Title 15 and to amend Title 17 to provide limited
term regulatory flexibility to support all-electric new buildings.
In December 2021, staff analyzed permit data for the first year of the program and found that
over the one-year study period, the program has led to a substantial number of new all-electric
residential units (204 out of 333 units, 61 percent of total units). It is important to note, though,
that 153 all-electric units submitted as part of the San Luis Ranch project were subject to a
Development Agreement requiring all electric new building. Another consideration is that 68
mixed-fuel units built in the Righetti Ranch subdivision were exempt from the program because
of the effective date of the ordinance. For a more accurate comparison, staff has removed San
Luis Ranch and the Righetti Ranch/Orcutt Area Specific Plan permit applications from the analysis
to reflect only those permits that were subject to the program and where the developer had the
option to choose between fuel types. Of these remaining 112 units, 51 are all-electric and 61 are
mixed-fuel (46 percent and 54 percent, respectively).
Page 179 of 215
Climate Action Plan
Climate action was identified as a Major City Goal (Climate
Action, Open Space, and Sustainable Transportation) as
part of the Fiscal Year 2021-2023 Financial Plan. The
Climate Action Plan for Community Recovery (CAP) was
adopted in September 2020. City staff spent much of 2020
preparing for CAP adoption. The Plan contains quantified
strategies to reduce greenhouse gas (GHG) emissions that
effectively lays the groundwork to achieve Council’s
adopted goal of community carbon neutrality by 2035. It
also serves as the City’s CEQA Qualified Community GHG
Reduction Strategy and includes CEQA GHG Emissions
Threshold and Guidance and Checklist for plans and
projects to demonstrate consistency with the Climate
Action Plan’s GHG emissions reduction strategy, and if consistent, allow tiering from the existing
programmatic environmental review contained in the adopted IS-ND for the Climate Action Plan.
Foundational actions detailed in the CAP include a combination of programs, projects, and
initiatives that stimulate emissions reductions across six decarbonization pillars and facilitates
implementation of several policies in the Land Use, Circulation, Conservation and Open Space
Elements. The CAP was drafted amidst a robust community outreach process, and staff intends
to continue engagement throughout the implementation process. The City anticipates updating
the CAP every three years to expand existing foundational actions and add new ones based on
emerging emissions reduction strategies and technologies. Staff kicked off the most current
update in January 2022 and expects to adopt the update plan in Fall of 2022.
In the Fall of 2020, research and planning for a comprehensive building retrofit program was
initiated. City staff convened a cohort of peer cities across the central coast to collaborate on
existing building decarbonization strategy development, community outreach, and technical
building stock analysis. Seeking technical support and project funding, staff presented the cohort
as a practical approach to piloting existing building decarbonization strategies to various agencies
and nonprofit organizations. City staff reconvened the interdepartmental Green Team for the
Lead by Example initiative in the Fall of 2020. Staff engaged with participants from each
department to introduce the council-adopted goal of carbon neutral City operations by 2030,
collaboratively identify priorities, develop near and long-term emissions reduction measures, and
execute tasks. Various immediate tasks staff supported include the CIP proposal process, the
Fleet Replacement Policy Update, and the employee bicycle payroll financing program. This
collaborative process led to adoption of the Lead by Example plan in summer of 2021, which lays
out a direct path to carbon neutral government operations by 2030.
Page 180 of 215
Economic Development
The City’s Economic Development Strategic Plan (EDSP) was adopted by City Council 2012 and
was revised in 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
In response to the economic impacts of the COVID-19 pandemic, the City identified Economic
Recovery, Resiliency, and Fiscal Sustainability as a Major City Goal for the Fiscal Year 2021-2023
Financial Plan. The EDSP was scheduled to be updated in 2020 , but due to the COVID-19
pandemic, the update has been postponed until 2022. While the majority of the Economic
Development efforts in 2020 and 2021 were focused on local response to the COVID-19
pandemic, many of those efforts also contributed to the goals outlined in the EDSP. Examples of
this include programs initiated to speed tenant improvements, breaking down barriers to job
creation, and working with partners such as Downtown SLO, the Chamber of Commerce, and the
Hothouse on communication and education built on regional partnerships.
Tourism and Community Promotions
The importance of City’s Tourism and Community
Promotions activities as an economic development function
for the City of San Luis Obispo was ever present during 2021.
Although the tourism industry was one of the hardest
impacted in 2020 by the COVID-19 pandemic, tourism in San
Luis Obispo began to experience a strong recovery in 2021
resulting in $9 million dollars in transient occupancy tax
(TOT), a 43% increase compared to the prior year. This
recovery in TOT can be directly attributed to higher-than-
normal Average Daily Rate (ADR) at $186 –in all 27% higher
than the year prior, as well as a return turn in occupancy
which was 65% for the annual total - 34% higher than the
previous year however still lower when compared to 70% in 2019. The strongest months of the
year was July, when the City collected $1.2 million in TOT, the first time in City history to ever
exceed $1million in TOT revenue in a single month. While the trajectory of recovery for San Luis
Obispo was impactful, the continuation may be fleeting as more tourism destinations become to
reopen and consumer confidence to travel further increases.
During this same period, the Promotional Coordinating Committee (PCC) continued their
commitment to enhance the San Luis Obispo experience for residents as well as visitors. The PCC
expanded the community-wide light pole banner program adding a total of four series to the
banner inventory as well as expanding it up Monterey Street and throughout downtown and the
Page 181 of 215
Railroad District. In total there are nearly 150 banner placements through the community along
with colorful artwork to displayed quarterly. Additionally, the PCC continued with the modified
the City’s Cultural Grants-in-Aid (GIA) program in response to COVID-19 restrictions. The PCC
provided vital promotional grants to local non-profit organizations for virtual, passive or hybrid
experiences to enrich the social, cultural, and diverse community events and activities available
during this time. Additionally, the PCC established a pilot program called Plaza Pop -Ups for the
months of April – August 2021 which featured month-long installations in Mission Plaza to drive
beatification, community placemaking and engagement in the Downtown through partnerships
with various non-profit partners.
Throughout 2021, the PCC also directed the “Support Local” campaign through the Economic
Development program in response to the COVID-19 pandemic that included a multi-channel paid
advertising plan, local public relations, social media content strategy and business support. As
well as the implementation of the shopping incentive program called Buy Local Bonus. Over the
course of the year, the Buy Local Bonus ran twice, Winter 2021 and Holiday 2021. Since the initial
program launch in mid-December 2020, the program resulted in $1.6 million dollars in direct local
spending and engaged nearly 9,000 shoppers between the two sessions.
Homestay Rentals
In 2015, the City Council adopted Ordinance No. 1611 (2015 Series) which specifies rules and
requirements for short-term rentals (commonly referred to as the Homestay program ). This
program was established to provide an expanded type of lodging available within the City and in
order to protect the viability and availability of the City’s housing stock. Vacation Rentals are
illegal in the City of San Luis Obispo to preserve housing stock for residential uses. To ensure that
Homestays do not reduce the amount of housing available for residents, they may only be
established at a property owner’s primary residence.
Since the ordinance’s adoption, the City has approved 156 Homestay Permits. In an effort to
ensure that Homestays are operating in compliance 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
systematic outreach to non-compliant homestay property owners; and tax remittance
monitoring. Since 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.
Page 182 of 215
Policy Initiatives
Cannabis Ordinance
The City currently has three cannabis businesses open and operating in the City, one retail
storefront, and two delivery businesses. The City expects two additional cannabis businesses will
open in 2022, one retail storefront, and one delivery business.
During 2021, three cannabis operators, two delivery businesses, and one retail storefront,
stopped moving through the City’s Cannabis Operator Permit process. One of the delivery
businesses decided to stop pursuing a Cannabis Operator Permit, and the other delivery business’
Cannabis Operator Permit automatically lapsed in line with 9.10.070 D due to the business’
untimely permit activation. The retail storefront was automatically disqualified from activating,
obtaining or holding a Cannabis Operator Permit as a result of the business’ submission of false
or misleading information in obtaining and maintaining a Cannabis Operator Permit. A maximum
of three retail storefront businesses are allowed in the City, and as a result of one of the retail
storefront’s Cannabis Operator Permit termination, the City will reopen a cannabis application
period to permit a third retail storefront business.
Since the City Council has adopted the cannabis business program, staff has provided an annual
update with recommendations for improvements. In 2022, City staff will bring
additional cannabis program updates to City Council for consideration and direction during a
regularly scheduled City Council Meeting.
Page 183 of 215
Water Supply
During the 2021 calendar year, the City obtained water from four sources: Salinas Reservoir
(Santa Margarita Lake); Whale Rock Reservoir; Nacimiento Reservoir; and recycled water from
the City’s Water Resource Recovery Facility (WRRF).
Table 13 - City Water Resource Availability, 2021
Water Resource 2021Annual 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 245 AF 2020 Annual
Usage3 Siltation to 2060 (500 AF) WWME Policy4
A$4.2.24 TOTAL 10,137 AF
Source: Utilities Department, 2021
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 (2020) 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 2021, availability from the City’s water sources equaled 10,137 acre-feet, as shown in Table
13. This supply meets the projected primary water supply need at General Plan build out of 7,496
acre-feet, plus an additional 1,207 acre-feet for a reliability reserve and a secondary water supply
of 1,434 acre-feet.
The primary water supply was calculated using the City’s build-out population (57,200 people)2
and the water use rate of 117 gallons per capita. The reliability reserve was calculated using the
City’s 2021, population (46,058) 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.
2The City’s population projection of 57,200 persons, from the General Plan Land Use Element, is based one percent growth annually between
2014 and 2035. By policy, certain housing types and areas are excluded from this growth rate and projection (affordable housing, etc.). The
City’s estimated Primary Water Supply need is based on projected population but encompasses all water demand in the City (residential, non-
residential, and irrigation). During the 2020 Water Year, single-family and multi-family residential water demand was 65.8 percent of total City
water demand.
Page 184 of 215
Circulation
Sustainable transportation was identified as a Major City Goal (Climate Action, Open Space, and
Sustainable Transportation) as part of the Fiscal Year 2 021-2023 Financial Plan. The following
transportation planning/engineering projects and programs were implemented in 2021 as part
of the City’s sustainable transportation Major City Goal, 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 to address collision trends and resident safety concerns, including striping
modifications and sign replacements, such as installing stop signs at the intersections of
Johnson Avenue and Palm Street, Righetti Ranch Road and Twin Creek Road, and sight
distance improvements at several intersections, including Broad Street and High Street.
• Signal modifications completed at several intersections to address collision trends and
improve traffic operations, such as addition of a mast arm pole for increased visibility at
the Marsh Street & Broad Street intersection, protected left turn phasing at Los Osos
Valley Road and Calle Joaquin intersection, addition of lead pedestrian crossing intervals
at several intersections.
• Coordinated design review and construction support for traffic signal modifications
required by new private development, including modifications to existing signal
equipment and/or new traffic signal installations at the intersections of Madonna Road
and Dalidio Drive, Los Osos Valley Road and Froom Ranch Road, Tank Farm Road and Long
Street, Foothill Boulevard and Chorro Street, and Orcutt Road and Sacramento Drive.
• Installed five new streetlights as part of the City’s Annual Streetlight Installation Program.
• Design for the roundabout at California
and Taft Streets is underway. Acquisition
of right-of-way and final design is
currently in progress.
• Construction began on the Orcutt and
Tank Farm Roundabout. The project is
estimated to be complete Spring of 2022
and will include public art as a gateway
element into the City.
• Two mobile speed feedback trailers were
deployed at over 50 locations consistent
with the City’s radar sign program. New Roundabout at Righetti Ranch Rd & Tank Farm Rd
Page 185 of 215
• Progress continues with preliminary
engineering and environmental review
for the Prado Rd / US 101 Interchange
Project and Prado Road Bridge
Replacement over San Luis Obispo
Creek. The Prado Bridge Project
anticipates construction to begin in
2023/24, with the Prado Interchange in
following years.
• The transportation improvements related to the San Luis Ranch development project
were substantially completed in 2021, including extension of Froom Ranch Way with a
new bridge over Prefumo Creek, three new roundabouts along Froom Ranch Way,
extension/widening of Dalidio Drive, new shared-use pedestrian/bicycle paths along
Froom Ranch Way, Dalidio Drive, and Madonna Road.
• Several improvements required as part of the Avila Ranch development were completed
or initiated construction in 2021, including a right turn lane extension at the intersection
of Higuera Street and South Street, intersection capacity improvements at Tank Farm
Road and Higuera Street, and extension of Buckley Road from Vachell to S. Higuera Street.
Bicycle / Pedestrian
• The Railroad Safety Trail (RRST) from Taft
Street to Pepper Street is nearly complete
and on schedule to be open in early 2022.
This segment of the RRST continues the
trail from the dead end at Taft Street
across Highway 101, behind the California
Highway Patrol office, and crosses the
Union Pacific Railroad at Pepper Street
with a new pedestrian/bicycle bridge. The
route provides bicyclists and pedestrians
with a direct route separate from motor
vehicles from the downtown
neighborhoods to Cal Poly. This project
was the product of extensive collaboration
between the City, Caltrans, Union Pacific Railroad and CHP.
• The 2021 Downtown Paving Project, which is nearing completion in early 2022,
implements numerous traffic safety elements to improve mobility for all roadway users
in the downtown consistent with the Circulation Element, Active Transportation Plan,
Downtown Concept Plan, and Vision Zero Policy. Improvements include installing one
mile of protected bike lanes on Marsh Street and Higuera Street, three flashing beacon
pedestrian crossings, new accessible curb ramps and accessible on-street parking stalls.
Rendering of the Prado Road / Highway 101 Overpass
Railroad Safety Trail from Taft Street to Pepper Street
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• The city was awarded $1.7M grant from the
California Natural Resource Agency for an
Urban Greening Grant to fund a portion of
the Cerro San Luis Greenway (previously
called “Anholm Neighborhood Greenway”).
The grant provides the opportunity to
include many elements of the Cerro San Luis
Greenway Plan, including not only the 1.7-
mile bicycle/pedestrian route (most of it a
separated bikeway), but also 15 accessible
curb ramps and hi-visibility crosswalks,
bioretention areas, 60 new street trees, path
lighting and gateway elements at the Chorro Underpass. Design for the project is at 50%
complete with construction planned for fall 2022.
• Construction was completed on a Pedestrian Hybrid Beacon at the intersection of Broad
Street and Woodbridge Street. This signalized bicycle and pedestrian crossing supports
the City’s Active Transportation Plan and South Broad Street Area Corridor Plan by
providing improving access for pedestrians and cyclists to homes, shopping and
restaurants, Meadow Park, and the King-Nipomo Neighborhood Greenway which
provides a low-stress pedestrian and bicycle route to Hawthorne Elementary School.
• A rapid rectangular flashing beacon (RRFB) was installed at the intersection of Tank
Farm/Poinsettia to improve pedestrian crossing comfort and visibility. Additional
pedestrian crossing enhancements are planned at Johnson/Sydney, South/King,
Islay/Broad, Islay/Osos and Ramona/Foothill Plaza, which are in the final stages of design
and are planned for construction in 2022.
• The City adopted its first Active
Transportation Plan in 2021, a
comprehensive blueprint to guide future
bicycle and pedestrian projects and
programs citywide. The Plan was
recognized by the American Planning
Association, Central Coast Chapter with an
Award of Excellence. Activities for the
Plan included several public outreach
events, including formal evening
workshops and casual neighborhood
“pop-up” events to encourage
participation from community-members
who may not typically attend formal weeknight meetings, as well as over 19 meetings
with the Active Transportation Committee. The Plan identifies priority infrastructure
projects and programs needed to make significant progress towards achieving the City’s
goal of reaching 20% of all trips by bike and 18% of all trips by foot by 2030.
Rendering of the Anholm bike path along Chorro St
Active Transportation Plan community workshop
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• After taking a hiatus in 2020, annual transportation safety educational activities resumed
in 2021, including Walk & Bike to School Days, Bike Month, Rideshare Week, and the Bike
Light Education Pop-up, and ongoing coordination with educational programs led by Bike
SLO County.
• Several pedestrian and bicycle improvements required as part of the San the Luis Ranch
development project completed construction in 2021, including new shared-use paths
along Madonna Road, Dalidio Drive and Froom Ranch Way, a bicycle protected
intersection at Madonna/Dalidio and Los Osos Valley Road/Froom Ranch Way, and a
pedestrian hybrid beacon (PHB) at Madonna/Laguna Lake.
• In response to the COVID-19 pandemic,
the City activated the “Open SLO” pilot
program to initiate a suite of activities to
support businesses and public health by
allowing flexible use of public right-of-
way to support outdoor business use
and increase public space. Activities
initiated in 2020 and extending into
2021 included providing almost 40
temporary parklets, providing outdoor
seating for takeout dining in Mission
Plaza, loaning temporary barricades to
multiple restaurants to support outdoor
dining within private parking lots,
retaining a pilot road diet and buffered bike lanes on Higuera Street to better support
safe outdoor dining and mobility, temporary half-closure of Monterey Street to increase
space for outdoor dining, bicycle parking and public art, and allowing additional flexibility
for sidewalk dining throughout the city.
• The City’s supply of short-term bicycle parking continued to expand as part of the City’s
“Racks with Plaques” bicycle rack donation program.
• Bike valet parking service resumed at the Thursday night Farmers Market and Concerts in
the Plaza.
Open SLO - Sidewalk & Street Dining
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Transit
SLO Transit operations in 2021 included the following:
• SLO Transit began restoring service to accommodate the return of students. Due to driver
shortages, shared by transit operators nationwide, SLO Transit was not able to operate at
full service in 2021.
• SLO Transit’s ridership was 179,456 in the prior fiscal year. The decrease in ridership is
attributed to economic and campus shutdowns. It is anticipated that ridership will
increase from the prior year as result of the return of students and economic r ecovery.
Service levels continue to be monitored and adjusted accordingly.
• SLO Transit resumed fare collection in July 2020.
• Despite the negative impacts of the COVID-19 pandemic, the Transit Fund is stable largely
due to the infusion of CARES Act supplemental funding which has created an unspent
balance of traditional transit funds (FTA 5307, CA TDA and farebox), contributing to the
overall health of the fund.
• Further, the reduction in service demand and provided service levels during the pandemic
have resulted in cost savings that help to offset current losses in revenues.
The Transit program is underway with the charging infrastructure at the bus yard to support the
two electric buses on order. The anticipated delivery of these buses is late 2022.
SLO Transit Buses
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Parking Management
Below is a summary of some of the major focus areas related to Parking Management in 2021:
• Economic recovery efforts continued to shape much of the year for the Parking Division who
allocated a significant amount of its resources to support local businesses and downtown
initiatives.
• The division continued to assist with the parklets program to support the operation of local
hospitality businesses throughout 2021.
• The division continues to assist with the Safe Parking Program, located at Railroad Square, which
was relaunched in November 2021.
• Parking structure fees were waived on specific days during the holiday season of 2021 to support
the return to local businesses for both customers and employees.
• The daily max rate at the parking structures was reduced from $12.50 to $6 to incentivize
employee parking at off street locations.
• The division launched several mobile parking applications which allow customers to start and
extend on-street parking sessions from the convenience of their mobile device.
• The division was able to complete the first half of the multi-space pay station installation which
replaced the failing single space credit card capable parking meters.
• The division continues to expand its marketing campaign to increase communication with the
community including distribution of informational flyers to downtown businesses about changes
to parking.
• Staff completed landscape improvements at all parking structures and surface lots in 2021.
• Staff completed a much-needed restoration of the Marsh Street Parking Structure public
restrooms in 2021.
• Staff completed ADA improvements required for all single space meter pole heights in 2021.
• Staff implemented the Dana Street Parking District and continues to work with community
members to address Council’s requests for permitted parking.
Morro Street & Palm Street Parking Structure
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Safety
Fire Department
Safety Element Policy 9.1 states that there should be adequate planning, organization , and
resources for emergency preparedness and emergency response. Staff has made several
accomplishments in 2021 to meet this policy and have highlighted some of them below.
Administration
Public Information: SLOFD continued to increase the service of Public Information in 2021 by
expanding the Department’s communication through increased social media presence and
activity, utilizing the department recorded news line for incidents and newsworthy events in the
City, and by sending the Department PIO to addition al training provided at no cost to the City by
the California Specialized Training Institute through the California OES. Additionally, the
department established an ongoing bi-weekly standing segment with KVEC radio to discuss
department programs, safety tips, and disaster preparedness information. With the PIO role
being formalized at the end of 2019, the department has increased its ability to provide the media
and public with accurate and timely incident information. Public Information plays a critical role
in educating the public to reduce the severity of emergencies and allows the public to make the
right decisions during an emergency. As shown in Figure 3, In 2021, the department’s twitter
account saw a 30 percent increase in annual profile visits from 2020.
Figure 3 - Fire Department Twitter Profile Visits, 2019-2021
Source: SLO Fire Department, 2021
Implementing Lexipol Policy Program: In 2021 the fire department initiated a project to
transition the department’s policies over to a policy management software operated by Lexipol,
who also manages the policies for the City’s Police Department. Lexipol software helps reduce
liability for the department to ensure department polices are in-line with regional, state, and
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20,000
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SLO City Fire Twitter -Profile Visits
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national standards and includes the ability to ensure all personnel that are impacted by the policy
have read it. After kicking off the project in the fall of 2021, staff continue to work towards
transitioning existing policies to the new system and updating them to the new format before
the software can be fully utilized.
Operations
Emergency Response: In 2021, SLOFD responded to 6,223 incidents from four strategically placed
fire stations throughout the City. This number is over 12 percent higher than 2020, however only
1% higher than 2019 as the department saw a significant decrease in call volume in 2020 due in
part to the ongoing COVID-19 pandemic. Emergency response was accomplished with daily
minimum staffing of 14 sworn personnel. To help maint ain the daily minimum of emergency
response personnel, the City has continued its investment in two important programs including
a functional movement program to reduce the occurrence and severity of physical injuries and a
Peer Support Team Program to maintain behavioral/mental health.
In 2017, after transitioning to ImageTrend, the Fire Department’s data and report management
system, SLOFD has an increased ability to analyze response data including response times. Safety
Element Program 9.3 provides response performance standards for the City which states that the
Fire Department has set a response-time objective of four minutes and to meet this standard 95
percent of the time. Staff will be updating this metric as part of the next Safety Ele ment update
to reflect Total Response Time (TRT) which includes time from 911 call pickup at the Emergency
Communication Center (ECC) to the time the first fire unit arrives at scene. The TRT objective will
be 7 minutes or less to 90 percent of all light-and-siren emergencies in the City.
Open Space Rescue & Expanded Technical Rescue Team: In 2021 the Fire Department continued
to build on the success of the Urban Search and Rescue (USAR) team and added 3 additional
members to the team for a total of 6. With the City of SLO being surrounded by Open Space,
lakes, creeks, and other hazards, the USAR team members were utilized many times in
responding to over a dozen rescues on Bishop Peak and Cerro San Luis Obispo alone last year.
Some of the rescues involved twisted ankles and hikers that were not able to remove themselves
from the mountain while others where more serious and required Helicopter Extrication and
Paramedic Care by highly trained paramedics.
The Fire Department’s open space rescue
programs continue to develop. Two key
contributors to success have been both the E-
Bike Program, which was implemented in 2020,
and the Utility Terrain Vehicle (UTV) program.
Both Pieces of equipment have been invaluable
to locating, transporting, and caring for people
in open space in a very timely manner. Our UTV
program is also utilized through Mutual Aid to
assist our neighboring fire departments.
Open Space Rescue and Expanded Technical Rescue Team
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Mobile Crisis Unit: The Mobile Crisis
Unit has been funded for a two-year trial
period. Generally, Law Enforcement (LE)
and Fire Service (FS) resources are often
summoned for persons in crisis within
our community as a one size fits all
solution for a broad spectrum of
problems ranging from homelessness to
mental illness to addiction and often
these individuals in crisis do not get
connected to the best resources
available to them for assistance. To help
provide a more tailor-fitted service to
community members in crisis, the MCU
pairs a mental health professional with
an emergency medical technician to respond to these types of incidents. The benefits of this new
service increase the level of service to those in need and decrease the reliance on emergency law
enforcement and fire service resources who have limited options and tools to address the
individual in crisis.
A leading MCU goal is to provide an alternative resource program to handle non-emergency 911
calls for service to increase capacity of both police officers for more urgent criminal emergencies
and fire personnel for higher acuity emergencies. The program seeks to respond to the root
issues through shelter, medical care, or behavioral health support and services to decrease the
number of arrests, county jail time, fines, hospitalization, and nuisance fires.
During the trial period, the MCU will be staffed during peak activity hours of 8am to 5pm Monday
through Friday reflective of current SLOPD and SLOFD response data. An eventual
implementation of a 24/7 service may be warranted based on the impact of the program ability
to meet the needs of the community, reduce LE/FS re source impacts, and to decrease
hospitalization and arrest/jail time. In addition, the program may become regional and overseen
by SLO County Mental Health Services Department.
In 2021, much work has been done researching the program goal, objectives, developing policy,
job descriptions, RFP’s and securing the logistical needs of the program. Staff anticipates
implementation by April 1st, 2022.
Training
Safety Element Program 9.4 states that they will train fire fighters, police officers, building
inspectors, and public works and utilities staff to levels appropriate for their tasks and
responsibilities. In 2021, the fire department employed 45 sworn positions and 12 non-sworn
positions for a total of 57 full-time employees.
Sworn employees logged 15,253 hours of training in 2021, a 4,622-hour increase over the
previous year. Employees who participated in the Joint Apprenticeship Committee (JAC)
registered 6,705 hours in 2021; an increase of 2,631 hours from 2020 due to the Recruit Academy
Mobile Crisis Unit Vehicle
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that was held this year. JAC provides reimbursable funds back to the department. The JAC
training resulted in over $21,000 in funds returned to the department in 2021. These funds are
held by the JAC program and can be utilized to support the department’s training program upon
approval from the sub-JAC committee which is comprised of department and labor group
leadership. Increased training results in a higher skilled and educated professional firefighter.
Non-sworn employees attended several key trainings to maintain levels appropriate for their
tasks and responsibilities in 2021. Some of these trainings included attendance at the bi-annual
California Conference of Arson Investigators, and State fire investigation training. The recently
hired Hazardous Materials Coordinator completed State Fire Marshal Fire Inspector I training and
completed the last two modules of hazardous materials training to become certified as a
Hazardous Materials Specialist.
New Training Officer: As part of the 2021-23 Financial plan, the Fire Department added a full
time 40-hour Staff Fire Training and Safety Officer. The position, which was filled in August 2021,
assumed a wide range of training duties includ ing planning, scheduling, supervising, and
administering a comprehensive fire training program and coordinating the in-service training and
safety programs for the Fire Department. The Training Officer also assists in the operation and
coordination of in‐service training and safety programs with shift Battalion Chiefs. The new
positions help provide consistent and reliable administration and coordination of all mandatory,
recertification and recommended in‐service training and safety programs for emergency
response, which is necessary as the complexity and changing service demands call for specialized
instruction. In addition, the Fire Training and Safety Officer respond s to emergency incidents in
the primary role of operational support and as the incident safety officer to identify and cease
preventable accidents or potentially unsafe situations.
Recruit Academy: The SLOFD Recruit Fire Academy is ten weeks long and is delivered through a
distributed learning model. The curriculum covers 15 areas of core firefighter competencies
within five blocks of instruction, with each block consisting of two weeks. Each block of
instruction is delivered through classroom lecture and daily manipulative skills on the drill
ground. At the end of each block, recruits are tested utilizing a block written examina tion and
multiple manipulative skills examinations. Each block of instruction builds upon the previous
block and becomes increasingly more difficult. Throughout the ten -week academy, recruits are
evaluated within the three domains of learning: cognitive, p sychomotor, and affective. This is to
ensure proper retention, recognition, and application through real time scenarios and live burn
operations throughout the academy and gives them opportunity to apply and perform their
newly attained skills in high stress situations. Upon successful completion, the recruit firefighter
has met the NFPA 1001 standard for professional qualifications for firefight ing.
Wellness and Fitness Initiative (WFI): The WFI program was created in 2018 to help improve the
fitness, health, and wellness of fire department emergency response staff, improving the
department’s ability to provide service to the community. In 2021, the WFI team was able bring
nutritional programming to the department as well as remote learning from a platform
developed by a local gym, which caters to the physical demands of our profession. The team was
able to create a software program that will track the department annual physical assessments.
With this tool, staff will monitor fitness, mobility, strength, and other health measures; data
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reports have ability to show positive or negative trends for individuals, age groups, and
department as a whole. COVID precautions have currently pushed back scheduled assessment
which has been tentatively rescheduled to be performed in Spring 2022. In 2021, the WFI team
was asked to present the department’s “Mobility” program at a regional California Joint Powers
Insurance Authority (CJPIA) conference, where staff shared the alternative approach to reducing
injuries and improving members’ job satisfaction. The WFI team continues to assess the program
to ensure long-term success and participation. Department workers compensation hours
continued to decline in 2021. Fiscal year 2020-21 showed a 9% decrease in overtime hours
associated with workers compensation, in comparison to 2018 when the program was
implemented. Overall, that is a 19% decrease and has resulted in decreased costs related to
worker’s compensation backfill overtime. The WFI program will continue to bring more training
aimed at strengthening and improving individual fitness, additional muscle recovery equipment,
improving cardiac health through nutritional consulting and training, and last, identifying and
possibly implementing the use of infrared saunas to reduce the likelihood of job -related cancer.
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. The system includes development of personnel in key field positions, minimum
training standards, qualification, and experience requirements when assigned to wildland/urban
interface incidents. These expanded roles allow for a greater depth of knowledge and
qualification that further improves personnel capabilities.
Emergency Management
Safety Element Policy 9.1 states that there should be adequate planning, organization, and
resources for emergency preparedness and emergency response. Staff has made several
accomplishments in 2021 to meet this policy and have highlighted some of them below.
Coordinated Emergency Planning and Training: Safety Element Program 9.6 states that the City
will work within the Standardized Emergency Management System (SEMS), an emergency
response and coordination system used throughout California. Additionally, the City will
participate in periodic disaster-response drills, on a regional basis with all involved jurisdictions
and involving the media.
In 2021, the Fire Department conducted Emergency Operation Center (EOC) training to key City
Staff to ensure preparedness for EOC activation. The Fir e Department continued coordination
with every City department to ensure all employees, including City Council, have completed the
proper SEMS and National Incident Management System (NIMS) training courses. This training is
a requirement to receive Federal Emergency Management Agency (FEMA) assistance during a
disaster. City employees are required to take a combination of IS-100, IS-200, IS-700, IS-800, and
IS-908 to prepare to be a disaster service worker during an emergency or disaster. Additionally,
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staff has worked with Human Resources to ensure that new employees complete the necessary
training in relation to their job in the city.
Staff Training continued to be a primary focus and several trainings were held in 2021 including
5 internal EOC trainings. Additionally, 2 “Nuke 101” trainings were provided by the County of San
Luis Obispo to help staff prepare for incidents related to the Diablo Canyon Nuclear Power Plant.
One highlight in 2021 was a tabletop exercise related to an EOC activation for a stor m event
impacting the city that was held for City Leadership team members. This training helped identify
opportunities to improve the City’s ability to respond to large scale emergencies impacting the
city and the continuity of essential services to the community.
Additionally, SLOFD was awarded a FEMA grant to attend a Community Specific Integrated
Emergency Management Course to be held at FEMA’s Emergency Management Institute in
Emmitsburg, Maryland in July of 2020. This training was postponed to 2022 in response to the
inability to hold in-person training due the ongoing COVID-19 Pandemic. The Grant offers a
weeklong training course in emergency management and emergency operation center activation
and disaster recovery. All travel, lodging, and tuition expenses for up to 75 staff members and
cooperating/partner agencies are covered by the Grant.
Lastly, the City’s update to the Emergency Operations Plan with the creation of th e
Comprehensive Disaster Leadership Plan (CDLP) was formally adopted by the City Council in the
Spring of 2020. The CDLP is in place to describe the City of San Luis Obispo policies and concepts
for responding to major disasters that could affect the hea lth, safety, and property of the public
within the City of San Luis Obispo and includes hazard specific annexes including Earthquake,
Hazardous Materials, Multiple Casualty, Transportation, Fire, Civil Disturbance -Terrorism-Active
Shooter, Diablo Canyon Nuclear Power Plant, Adverse Weather, Extended Utility Disruption, and
Pandemic. This plan will be reviewed and exercised periodically and revised as necessary to
satisfy changing conditions and needs.
Coordinated Emergency Planning and Training – Emergency Management Institute
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Preparedness Education: Safety Element Policy 9.14
states that Citizens should be well informed of
hazards and ways to minimize the effects of disasters.
Due to the ongoing pandemic and associated health
and safety concerns, the Fire Department was forced
to cancel the 2021 Fire Prevention Week / Open
House and adjust other in-person disaster
preparedness workshops for the public. In the Fall of
2019, the Department held its first public Disaster
Preparedness workshop with a plan to deliver
additional workshops 2-3 times throughout the year.
Staff continued to disseminate the many preparedness fliers and videos that were created as part
of the “Prepare SLO” campaign to ensure the public continued to have the most up to date tools
and information at their disposal. Preparedness resources are available to the public on the
department website and social media accounts. Additionally, during the bi-weekly department
appearance on the local KVEC First Take radio show, staff provide important safety and disaster
preparedness tips to the community.
Risk Reduction & Fire Prevention
Hazard Mitigation: The most recent update of the City’s Hazard Mitigation Plan was completed
in 2020 as the 2019 Multi-Jurisdictional Hazard Mitigation Plan (HMP), which was formally
adopted by the City Council in 2020 after the Federal Emergency Management Agency (FEMA)
and California Office of Emergency Services (CalOES) reviewed and approved the plan. This HMP
serves as the mandatory update to the City’s 2014 Local HMP (LHMP). The LHMP is incorporated
by reference into the Safety Element and should be consulted when addressing known hazards
to ensure the general health and safety of people within the City of San Luis Obispo. It provides
guidance on how to reduce the community’s vulnerability to natural hazards. This plan calls for
annual stakeholder meetings to update progress and identify collaborative opportunities. In
2021, COVID-19 delayed stakeholder meetings and the County of San Luis Obispo has plans to re-
engage with all stakeholders in 2022. The City is required to maintain a current HMP, which must
be updated every five years. Maintaining a current HMP allows the City to apply for State and
Federal reimbursement in the event that the City is impacted by a disaster.
Safety Element Policy 9.0 states that the City should take several steps in avoiding and mitigating
hazards. As part of hazard mitigation, SLOFD finalized the City’s first Community Wildfire
Protection Plan (CWPP) in July of 2019 and utilized the plan to act in 202 1, including public
education and fuel reduction efforts. City staff continued to provide wildfire preparedness tools
to the community through news releases, webinars, social media, and the department website
and coordinated with the County Fire Safe Council to conduct extensive fuel reduction efforts in
and near the Irish Hills Open Space, a project that was completed date in January 2021. The CWPP
is a collaborative plan to guide the city in addressing fire protection planning efforts occurring in
the city to minimize wildfire risk to watershed lands, assets, firefighters, and the public. The
SLO Fire Dept. Preparedness Education
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CWPP presents the City’s physical and social characteristics, wildfire history, identifies and
evaluates landscape-scale fire hazard variables, utilizes priority landscape datasets for evaluating
wildfire risk, identifies strategic measures for reducing structural ignitability, public education,
and outreach, and identifies strategic fuel reduction goals and techniques for minimizing wildfire
risk. The CWPP is intended to be a living document managed and updated by the City Fire
Department with stakeholder input and involvement.
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
$320,000 in annual revenue that offsets implementation costs. The Fire Prevention Bureau
subsequently completed about 405 inspections of apartments, hotels, and fraternity/sorority
houses in 2021.
Fire and Life Safety Inspections: SLOFD completed 1,360 fire and life safety inspections for
businesses and multi-dwelling facilities in 2021 Of this inspection total, Fire Prevention Bureau
staff completed 92 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 generates about $100,000 in annual
revenue.
Fire and Life Safety Self-Inspection Program: In January of 2021
the Fire Department implemented the Fire and Life Safety Self-
Inspection Program which allows certain business in San Luis
Obispo complete these inspections in lieu of a fire department
staff member or engine company. Businesses that qualify for
this program have been chosen due to the low hazard
associated with their business practices. These include small
professional offices and some low hazard retail establishments.
In its first year 168 of the 800, or 21%, qualified businesses
completed a self-inspection and staff are working on
communication increase program participation in 2022
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, generat e hazardous
wastes, or operate underground or aboveground petroleum storage tanks are subject to
inspection. The Hazardous Materials Coordinator conducted 174 facility inspections in 2021, an
increase from 2020 due to a previous temporary vacancy of the Hazardous Material Coordinator
position being filled.
Vegetation Management: Fewer weed complaints were fielded by the Fire Prevention Bureau in
2021. Most complaints dealt with dead trees or overgrown yards as many of the vacant parcels
are being developed. The Fire Department continued to support Natural Resources and Ranger
Service in the fuel reduction projects in City-owned Open Space. In 2020, City staff also undertook
Fire and Life Safety Self Inspection Program
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a project along the Bob Jones Bike Trail and San Luis Obispo Creek between Prado Road and Los
Osos Valley Road, removing dead and down material from the creek as well as removing smaller
vegetation creating a shaded fuel break along the creek corridor behind the Water Resource
Recovery Facility. In 2021, fuel reductions efforts were contin ued in the Bowden Ranch Open
Space, Cerro San Luis Natural Reserve, and the Irish Hills Natural Reserve with help from the
California Conservation Corps crews. These efforts reduce the threat of wildfire and were aligned
with Safety Element Policy 9.0 by not significantly impacting the environment, including wildlife
habitats and views. Also in 2021, V&C funds supported hazardous tree removal focusing on
eucalyptus trees, reducing a significant threat in several locations around the City.
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 highe st
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.
Mutual and Automatic Aid
Safety Element Program 9.10 states that the City will work with other jurisdictions to obtain and
follow adequate mutual-aid and automatic-aid agreements. SLOFD deployed on many requests
for Mutual Aid throughout the State for the historic Fire Season encountered in 2021. In total,
the Fire Department sent 25 different staff members, some to multiple incidents, who spent a
total of 8,311 personnel hours committed to mutual aid incidents, which equates to over 346 24-
hour days. Fire personnel who are 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 need 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.
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 & responsibilities. In 2021, the Police Department employed
60 sworn positions and 31 non-sworn positions, for a total of 91 full-time employees. As noted
in the 2018 Capital Facilities Fee Program Nexus Study (i.e. AB 1600 Nexus Study), the service
population totals to a combination of 72,800 workers and residents. With the current 60 sworn
officers, the current service level is a ratio of 0.82 sworn officers per 1,000 service population. At
General Plan buildout, the service population is forecasted to grow by approximately 15,500, so
if the same service level ratio were applied, the City would need 13 more sworn officers by 2035.
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Staff Training: The California Commission on Peace Officer Standards and Training (POST), which
mandates minimum content and hours for basic and in-service training, also regulates the
training of police officers and communication technicians. The Police Department maintained
compliance with POST requirements for in-service training hours for required employees. This
was accomplished in 2020 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. Due to the COVID-19 pandemic, many courses were cancelled or held in an on-line
capacity.
In 2021 we continued our commitment to having 100 percent of our staff trained in Crisis
Intervention Training (CIT). As new employees are hired, they are sent to CIT training as soon as
possible to maintain our commitment to having a fully trained CIT staff. The primary goal of CIT
is to reduce injuries to officers and mental health consumers during contacts, and to
appropriately redirect mental health consumers from the judicial system to the services and
support needed to stabilize consumers and reduce contact with police.
The San Luis Obispo Police Department (SLOPD) also conducts in-house training using 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 successfully completed our second year with a robust Peer Support
Team 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 can give direct counseling or direct those
in need to the proper resources. They have implemented a monthly employee wellness
newsletter providing outreach and information on a regular basis to staff. Peer Support has
provided its expertise to surrounding Law Enforcement agencies over the past year in response
to critical incidents in those jurisdictions.
Mutual and Automatic Aid: Police
Section 9.10 of the Safety Element indicates that the City will work with other jurisdictions t o
obtain and follow adequate mutual-aid and automatic-aid agreements. In 2021 there were no
requests for mutual-aid to the San Luis Obispo Police Department for natural disasters. The Police
Department provides Officers to assist surrounding Law Enforcemen t agencies with various
special events including parades, protests, special events and large-scale investigations. Typically,
our Officers assist many local Police Departments including Santa Maria, Pismo Beach, Paso
Robles, Morro Bay, Atascadero, California Highway Patrol, and the Sheriff’s Department. In
return, many of these agencies assist the San Luis Obispo Police Department in several of our
large-scale events including the Women’s March and the Holiday Parade. Due to the ongoing
COVID-19 pandemic, many of the special events throughout the County were cancelled and our
assistance was not needed. Conversely, the City of San Luis Obispo has hosted over 70 protests,
marches and rallies related to social justice and Law Enforcement reform. As a result o f these
activities, the City has received a large number of sworn personnel to assist the San Luis Obispo
Police Department in the policing of these events.
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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. The SWAT team has
responded to 7 incidents throughout the County since the beginning of 2020 and has conducted
monthly training exercises along with three scenario-based training days in conjunction with the
City’s Crisis Negotiation Team.
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. In 2021, the CAT team engaged
with 541 individuals and 100 of them elected
to receive mental health and substance abuse
services. 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. In 2021, the CAT team provided nine Behavioral Health Trainings with approximately
250 people attending. This past year the department completed our third year of service working
with a Transitions Mental Health Association specialist on the CAT team. This partnership has
brought the mental health services with the community to a higher level and has been extremely
successful. This added resource has helped tremendously support the growing needs of the
many chronic offenders who suffer from mental health disorders. In the first quarter of 2022, the
department will add another CAT officer and is currently working with Transitions Mental Health
Association to hire one more social worker. It is the departments' goal to have the new personnel
in place by the second quarter.
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. The
ongoing COVID-19 pandemic has presented the City with many challenges related to
homelessness and the increase of camps. The CAT Team organized a social services fair to extend
services and resources to some of the most vulnerable in our community.
Community Action Team Officers John Klevins & Tim Koznek
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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. 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 preven tion 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 w ith 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 2021, Code Enforcement staff responded to 460 requests for investigation resulting in 155
code enforcement cases relating to violations regarding land use, zoning, property maintenance,
substandard building, and public health (COVID) violations among others. In addition, there were
518 Neighborhood Services code enforcement cases, which included violations such as visible
storage, failure to screen waste containers, overgrown vegetation, and yard parking.
Code Enforcement has also been impacted by the City’s response to the pandemic and the
implementation of the County’s public health order. As part of the City’s response to the COVID -
19 pandemic, enforcement of certain sign regulations was suspended while under State Public
Health Orders. In coordination with the Police Department and the Economic Development
Department, Code Enforcement continued to ensure all public health orders were followed. As
part of regular code inquiries, code enforcement staff handled a pproximately 122 phone calls
related to COVID restrictions and compliance.
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Figure 4 - Monthly Noise Party Calls for Service, 2021
Neighborhood Outreach – Police Department
Police Department SNAP employees (Student Neighborhood Assistance Program) continue to
conduct parking enforcement and respond to noise complaints in neighborhoods during evening
hours. The pandemic response restricted noise complaint response to patrol staff until July 2021
at which time SNAP began to give formal warnings to noisy residents in the neighborhoods. From
July to the end of the calendar year, SNAP issued 95 Disturbance Advisement Card warnings (in
supplement to the warnings and citations being issued by patrol.) There was no disruption to
parking enforcement in 2021 and SNAP issued 1,379 citations in the neighborhoods (no permit ,
fire lanes, blocking hydrants, parking in disabled spaces without placard, etc .).
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. SLO Solutions also provides training to Cal Poly, Cuesta and local residents who are
seeking to benefit from extensive communication and conflict resolution education. In 2021, the
program served 685 residents. This is a 25% decrease in residents served since the previous year
and SLO Solutions staff attributes this to the pandemic, specifically the amount of training they
were not able to provide because of significant staff changes.
The pandemic safety enhancement zone, adopted in April 2020, was lifted on July 7, 2021. At
that time, Disturbance Advisement Card warnings were once again used to mitigate noise
violations in the neighborhoods (not just citations.) Additionally, the lifting of the safety
enhancement zone once again allowed the police department to provide the party registration
program that had been suspended as part of pandemic response. Figure 4 below provides a
monthly overview of noise complaints, Disturbance Advisement Card warnings and citations
issued over the year. Overall, noise calls decreased 7% from 2020 to 2021. Party registration
continues to be an excellent tool for residents who choose to have social gatherings at their
homes. In 2021, 169 party registration applications were approved resulting in just 22 warning
phone calls and 4 subsequent citations.
Source: San Luis Obispo Police Department, 2021
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Conservation & Open Space Protection
Conservation and open space protection was identified as a Major City Goal (Climate Action,
Open Space, and Sustainable Transportation) as part of the Fiscal Year 2021-2023 Financial Plan.
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. Conservation and open space highlights for 2021 include:
1. The City purchased the 266-acre property for conservation purposes that is now being called
Miossi Open Space in 2018. The acquisition protects six different special status wildlife
species and six different special status botanical species, while also serving as critical area of
the upper San Luis Obispo Creek watershed and as a key wildlife migration corridor along
Cuesta Ridge. City Council approved the conservation plan for the property in 2019, and
Natural Resources and Ranger Service staff are now currently working on implementing the
necessary steps to open the property to the public for compatible passive recreational uses.
The formal opening of Miossi Open Space is anticipated in Spring 2022. A trail agreement
was secured with Cal Poly in November 2021 that will allow the City to create a trail
connection from Miossi Open Space to Poly Canyon Road, thereby greatly improving overall
trail connectivity in the area, as well as providing opportunities for student research.
2. The City received a dedication of Righetti Hill within the Orcutt Area Specific Plan and Natural
Resources and Ranger Service staff are now working on plans to establish a trail system with
associated standard open space amenities. A new boundary fence was established in winter
2020 on the northern side of the parcel – a key step in defining the property area for natural
resources protection and public safety, as well as the neighbor’s privacy. Cultural resources
are underway in early 2022 that are required prior to installation of a trail system, which is
expected to be started in spring 2022.
3. The City continued to support and partner with City Farm SLO to deliver sustainable
agriculture education for students and the community, while producing healthy local food.
In early 2022, a 40-year lease extension was granted to City Farm SLO reflecting the
successful long-term partnership and City Farm SLO’s plans for significant capital
improvements at the property.
4. Continued invasive species vegetation control along Froom, Prefumo and San Luis Obispo
Creeks and continued planting native plants and trees to restore the habitat, including
butterfly gardens in in City parks in support of the Mayors Monarch Pledge; a partnership
with the National Wildlife Federation.
5. The Office of Sustainability and Natural Resources program staff continue to engage with
different professors and classes from Cal Poly to further educate with the “Learn by Doing”
mantra in open space monitoring and restoration projects. This is a wonderful opportunity
for collaboration and capacity building.
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6. Continued to support the Utilities Department and the coordination transitioned to
Environmental Programs to lead 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, litter control, and public participation to reduce
pollution run-off.
7. Continued steelhead trout (Oncorhynchus mykiss) and Pacific lamprey (Entosphenus
tridentatus) surveys along San Luis Obispo and Stenner Creeks with biologists from California
Department of Fish and Wildlife and the U.S. Fish and Wildlife Service. Also, began cataloging
where new oak trees can be planted to expand the current oak forest in several City open
space properties in collaboration with the California Conservation Corps.
8. City staff has partnered with the California Conservation Corps (CCC) with the Greenhouse
Gas Reduction Fund (GGRF) program where the City receives members to help implement
the Wildland-Urban Interface and Integrated Vegetation Management Plan for Open Space
Lands of San Luis Obispo. The CCC worked in the Irish Hills, Cerro San Luis, Prefumo Creek
and Bowden Ranch to reduce and remove dead and down material and ladder fuels to
prevent the start and spread of wildfire. Staff are continuing to work with City Fire and the
FireSafe Council to further identify projects to increase the community’s protection along
the WUI.
The Panorama Trail at Miossi Open Space
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Parks & Recreation
Throughout 2021, the Parks and Recreation Department continued to provide modified programs
and activities to adhere to pandemic guidelines in order to serve the community through
recreational programming amidst challenging times. The following sections highlight the work
completed in 2021 related to response efforts to the ongoing COVID-19 pandemic and how that
work is interconnected with supporting the Major City Goals and the Parks & Recreation Element
of the General Plan: Parks and Recreation Blueprint for the Future.
Collaborative Programs
Youth Sports: The City provides recreation sports
opportunities for youth, adults, and seniors. 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 community youth.
In September 2020, Parks and Recreation staff created
Youth Sports Clinics following all COVID-19 safety
measures. In 2021, Parks and Recreation staff continued
to provide sports clinics adhering to updated CDC
guidance. These clinics included: pickleball (12 clinics), speed and agility camps (8 clinics), disc
golf (2 clinics), and soccer (14 clinics) serving 555 youth athletes. Additionally, staff provided a
week-long sports camp during SLCUSD Spring Break, benefitting 30 youth.
In the summer of 2021, the Sports Division brought back the San Francisco Junior Giants program.
220 children and over 40 volunteer coaches participated in this free, non-competitive 8-week
program focused on skills and drills, training, and game play. The program incorporated sport
skills as well as more focused lessons to build resiliency, including: education, teamwork,
confidence, leadership, and integrity. In September 2021, the annual San Luis Obispo County
YMCA and Parks and Recreation partnership was relaunched as the youth basketball league
reopened for registration. Over 500 children were enrolled in the 56-team program which began
in January 2022. The partnership will continue throughout 2022.
Adult Sports
Adult recreational sports returned to the
community in May 2021 once CDC guidelines
allowed the sports to resume. These sports
include: drop-in Boomer Softball, ultimate
Frisbee, table tennis, volleyball, dodgeball, and
basketball. Programmed activities include adult
soccer through partners Central Coast Soccer
and pickleball with partners SLO Pickleball Club. Tennis competitors in adult recreational sports
Parks and Rec Youth Sports Clinic
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Parks and Recreation staff manage the year-round softball league. In typical years, there are
three seasons; however, in 2021, staff provided two seasons (summer and fall) and look forward
to providing three seasons again in 2022. 113 teams participated in the league in 2021 with over
1,700 rostered players. Senior sports activities (55+) include Pickleball programs and Boomer
Softball. Pickleball continues to exhibit high popularity with the total number of participants
playing on a regular 7-days a week basis and steadily increasing.
Community Programs: Parks and Recreation
provides high quality programs and services that
are responsive to industry trends and changing
community needs. As stay-at-home orders lifted
and schools returned to in-person, so did Parks
and Recreation programs, albeit slowly and
mindful of changing CDC guidance, which led to a
variety of hybrid solutions. Parks and Recreation
Staff planned and implemented a new version of
the Farmer’s Market “Leprechaun Lost” event
using Cal Poly student volunteers.
The summer months provided opportunity to bring back the series “Movies at the Jack House”.
Throughout the summer, Parks and Recreation staff coordinated five “Monday Meet-Ups”
showcasing a different park each month, where food truck vendors provided food options and
Parks and Recreation staff brought outdoor activities and music. The first in-person Community
Special Event to be hosted by Parks and Recreation was the Hau nted Walk (a take on the annual
Boo Bash) at Meadow Park, an all-outdoor event with spooks and tricks for youth of all ages. An
estimated 2,000 participants attended the successful event in waves throughout the evening.
This event showcased local food trucks and the SLO County Food Bank. The event was made
possible through Cal Poly’s RPTA-210 class and 20 student volunteers.
Being mindful of the community’s differing comfort levels with outdoor events, the Parks and
Recreation team continued to provide virtual and hybrid events including, a pumpkin carving
contest, an independently completed Tall Tales (book reading in the park scavenger hunt), an
“Egg Hunt to Go” event and a virtual Gobble Wobble (in partnership with the Food Bank). The
Department also brought games and activities to the Mission over the summer months allowing
other hybrid and virtual events included the Holiday Home Light Map, virtual contests such as
the Halloween pumpkin decoration and costume contest, the SLO Skatepark holiday ugly sweater
contest, the gingerbread house building contest, the holiday hike challenge, and the hunt for
holidays around the world. In addition, Community Services created several home and
neighborhood scavenger-themed events during the holidays. These scavenger hunts were geared
toward safe family fun at home and in the neighborhood.
Contract Classes: With in-person programs returned, the City’s outside instructor partners
returned to providing classes for youth and adults, with both in-person and virtual class options.
City staff coordinated 260 classes, with 150 that were registered for by 1,200 participants.
Haunted Walk Costume Contest – Halloween 2022
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Community Gardens: Although special events needed to be revamped due to the pandemic, the
Community Gardens continued to be a safe haven for our community throughout 2021. There
are five Community Garden locations throughout San Luis Obispo, with 100+ garden plots
available to City residents to lease. The Parks and Recreation Department continues to offer
online program registration and satisfaction surveys to its customers.
SLO Skate Park: The Skate Park remained open to
the public throughout 2021 and the community
continued to actively utilize the skate park and
rink. Skate Park ambassadors continued to remind
skaters of proper etiquette and safety when using
the City facility. As roller sports have become
more and more popular, City staff also played a
role in supporting all user groups to enjoy the
park. Throughout 2021 the Skatepark celebrated
its birthday with a Skating Bash in February 2021, participated in the SLO County Monster Skate
Program, and held a Ramp N’ Roll event in August 2021 to introduce the sport of skateboarding.
SLO Senior Center: The Senior Center remained closed through June 2021. Reopening with
limited hours, the Senior Center Board navigated rules and regulations to ensure the safety of all
members. The Senior Center board continues to organize book clubs, bridge, brain aerobics, and
other programs geared at engaging the senior community in San Luis Obispo.
Jack House and Gardens: While the Jack House remained closed to public tours throughout 2021,
the docents and advisory committee continued to stay focused on projects regarding art
restoration and property maintenance. In December 2021, the docents hosted an in-person
event, the Victorian Christmas, with four tour dates offered over two weekends. Over 150
individuals came through the Jack House and enjoyed crafts for kids in the gardens.
SLO Triathlon: Due to safety guidelines in response to the ongoing COVID-19 pandemic, the City
made the difficult decision to cancel the annual SLO Triathlon for the second year in a row. The
SLO Tri traditionally occurs on the fourth Sunday in July at Sinsheimer Park and include s a 0.5-
mile swim, 15-mile bike ride, and a 3.1 mile run. Over 150 community volunteers make this
annual event possible. The SLO Triathlon focuses on completion rather than competition, and
draws an average of 600 participants annually, of which 30% are San Luis Obispo residents.
Youth Services: As the San Luis Coastal Unified School District (SLCUSD) continued to provide
virtual learning for students at the beginning of the 2020-21 school year, Youth Services staff
developed a revised full day childcare program at three school sites, serving 126 children.
In January 2021, schools reopened their campuses to hybrid learning options in waves. Hybrid
learning is defined as part-time in-person instruction and part-time virtual instruction. Wave 1
included TK programs at CL Smith, followed by Kindergarten, first grade, second grade, and
eventually third grade through sixth grade. Not long after, Sinsheimer Elementary also resumed
a hybrid learning option for their TK and Kindergarten students. Because the schools’ schedules
SLO Skate Park
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continued to change and not all children were in school at the same time, staff spent the day
facilitating children between in-person learning and childcare programs. Students in the childcare
programs were required to complete their on -line schoolwork and staff became supporters of
their virtual instruction as well as childcare providers with up to 18 children in a childcare room
all possibly completing different instructions. Staff continued to assign children to childcare pods
based on family and friend groups to minimize the spread of COVID-19.
Meanwhile at the other school sites, staff
continued to provide full day childcare with
students, spending their entire school day on
Zoom. Throughout this time, staff continued to
work closely with community partners CAPSLO,
SLCUSD, Public Health, and state licensing to
ensure all changing guidance was implemented
at the program sites. Program safety was
enhanced with a Safety Monitor who checked
children in, completed daily health screening,
and sanitized rooms and equipment each hour.
In March 2021, all schools resumed a hybrid learning option for all students. This meant that staff
returned to providing care at four out of five typical school sites. This allowed the YMCA to remain
at Hawthorne Elementary School with the intention of providing a consistent experience for the
children. Agreements were made to ensure all childre n who had been using childcare during the
hybrid program continued to have access if they moved school sites and with the agreement that
the City would return to normal programming at Hawthorne Elementary School in the fall of
2021. Staff provided 2-3 childcare rooms at each of the school sites, totaling 10 rooms and serving
120 children each week based on COVID safety ratios.
Due to the intensity of the program needs for over a year, childcare staff opted not to run its
typical Spring Break Camp, allowing program staff to refresh after 12 months of responding to
accommodate all the changing school district schedules, CDC guidance, and COVID reporting. To
compensate for the Youth Services staff not conducting the spring break camp, Com munity
Services staff coordinated a spring break camp at Meadow Park. During this time and for the
foreseeable future, Youth Services administrative staff became experts in managing COVID
exposures and positive cases. Staff spent countless hours reporting with Public Health, school
district partners, and families to complete contact-tracing and reporting. These tasks did not fall
within the standard workday and staff would often be reporting during evenings and weekends.
San Luis Coastal Childcare Program
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As the school year concluded in 2021, staff
provided a more traditional summer camp
experience compared to 2020, while remaining
mindful of all pandemic guidance. Field trips were
limited to the SLO Swim Center and local hikes –
no bussing was used during the summer. The
summer camp was held at C.L Smith Elementary
School (the summer school option) and at
Sinsheimer Elementary (the full day option: 8am –
5pm, Monday through Friday) for 7 weeks. Over
120 children used this program each week.
With the start of the 2021-22 school year, childcare staff returned to a traditional way of
providing City childcare: Sun N’ Fun and Club STAR. Families were able to register for drop-in care
(paying only for the time that their child attends) and more families were able to utilize this
service. Children have resumed full days of school. Programs continue to be offered in the
traditional time frames: before school, middle of the day for TK and Kinder garteners, and after
school. Due to continued nationwide staffing shortages, programs continue to manage waitlists
adhering to the State Licensing mandate of 1 staff member to 14 children.
The strong partnership between the City and SLCUSD continued in 2021 and into 2022. Other
community partners have included CAPSLO, the Child Care Resource Center, and other local
childcare agencies who have worked together in finding answers and creative solutions while
facing changing guidance and regulations. The City received grants from local partners such as
CAPSLO to support the scholarship program. With the City scholarship program and the CAPSLO
subsidized care program, 66 youth have received additional childcare fee subsidies.
All Youth Services programs are made possible
with the work of up to 70 supplemental staff
(currently only 30-40 staff members due to
ongoing hiring challenges), ranging from entry
level aides to Child Care Head Teachers and full
time Site Directors. Staff turnover since Fall 2021
has been higher than ever before with 43 part-
time staff hired during the year and 40 staff
separations. Staff are provided ongoing
instruction to ensure programs are consistent
with Department and State Licensing standards.
Topics include Positive Guidance, Safety and
Accountability, Mandated Child Abuse Reporting,
and Pediatric CPR/First Aid.
Parks & Rec Dept. Youth Services Team
Youth Summer Camp
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Volunteers & Training
Despite pandemic guidelines limiting the
number of people allowed to gather, Parks and
Recreation staff was still able to utilize
volunteers to support services and
programming at the Garden workdays and
Ranger Workdays, as well as some smaller
community events in 2021. Parks and
Recreation staff continues to demonstrate a
culture of valuing humans and expecting the
best from all team members. In 2021, 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, as well as
industry specific trainings.
Open Space Maintenance
Throughout 2021, Ranger Service
continued to provide educational
and recreational opportunities to
the community of San Luis Obispo.
The City's 4,040 acres of designated
open space is designed to provide
access for a variety of abilities and
experiences including rugged
hiking trails, challenging mountain
biking, and scenic pathways within
minutes of community residences
and businesses.
The City’s Ranger Service program employs full-time rangers and other part-time staff that
actively maintain the City’s open spaces. Over 50 tons of trash were removed from San Luis
Obispo Creek and City open spaces by staff and contractors in 2021. Ranger Service led
educational hikes through City open spaces, held 15 workdays, and promoted Wilderness
Wednesdays via social media to engage and educate our community. City parks and open spaces
were patrolled nearly every day of the year. In 2021, a total of 1,140 hours were devoted to public
education focusing on conservation and promoting laws during the ongoing COVID-19 pandemic.
In 2021, over 1,000 dog leashes were given away at trail entrances and bike bells were also
provided to keep users safe. Rangers also added one-way directional signage at loop trails to
promote social distancing during the pandemic. New trailhead kiosks and educational panel
inserts were installed along City trails in 2021. Collaboration with the public and with the Central
Coast Concerned Mountain Bikers (CCCMB) resulted in trail maintenance projects at Bishop Peak,
Irish Hills, Bob Jones Trail within the City’s open space trail network. New trails broke ground this
year at Whale Rock Reservoir and the Miossi Open Space.
Parks & Recreation Department Ranger Service
Parks & Recreation Staff Training
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The Pilot Program at Cerro San Luis Natural Reserve which began in the winter months of 2017
and 2018 continued through 2021. In response to prior City Council discussion and direction, staff
implemented the pilot program at the 118-acre Cerro San Luis Natural Reserve (the “Reserve”)
that would allow extended evening hours of use for passive recreational purposes along
approximately 4.9 miles of trails during the winter months (November – March) when daylight
savings time is not in effect. During these time periods, public use was extended to one hour
before sunrise and until 8:30 PM. During daylight savings time, the hours of use for the public
return to one hour before sunrise through one hour after sunset. Nighttime use is by permit only
and limited to 65 people per evening based on prior conservation review. Permits for biking and
hiking are allowed up to 1-week before and available through the City website. Rangers are
present, checking permits and educating the public during the Winter Evening Access program.
Emerson Fitness Park Equipment Replacement Project
Progress on planning for the Emerson Fitness Park
replacement project continued in 2021. The
existing fitness park located within Emerson Park
has become outdated and in poor shape. This
project will remove the existing fitness park and
install an updated fitness circuit. The new fitness
park will be low maintenance and ADA friendly,
and will allow fitness tracking and workouts
through a dedicated mobile application which the
Parks and Recreation Department has received through a $25,000 grant award to help fulfill the
City’s goal of a revitalized Emerson Park. The project was completed in February 2022.
North Broad Street Neighborhood Park
In June 2018, City Council approved the North Broad Street Neighborhood Park project to
develop a new park facility in the location of the existing community garden. Multiple public
engagement sessions with neighbors of North Broad Street were held throughout 2019 to assess
priority amenities and feedback on initial concepts and designs. As a part of the park design, a
portion of the park will remain to be used as a community garden. A final design concept was
presented to the Parks and Recreation Commission for approval in November 2019. An
environmental review process was conducted in 2020 based on the conceptual park design to
support the recommendation for City Council to approve a general plan amendment and rezone
the parcel for the creation of a neighborhood park. City Council approved the rezone and the
process was completed in April 2021. The project design is expected to be finalized in Spring 2022
with construction anticipated to begin in Fall 2022.
Emerson Park fitness court model
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Orcutt Area Parks
In July 2021, City Council approved the development of several park in the Orcutt Area,
specifically within the Righetti Ranch Neighborhood. These parks will be developed and designed
over the next few years to provide new amenities to the community. Proposed parks in this area
include a community park, a linear park, a pocket park, and a trail junction park. The tentatively
planned recreation amenities for these parks include pickleball and tennis courts, basketball
court(s), a playground, restrooms, athletic turf fields, a dog park, and community gardens.
Multiple public engagement sessions with neighbors will be conducted in 2022 to assess priority
amenities in each park location.
SLO Swim Center
The SLO Swim Center reopened in July 2020 for the first
time since the closure in March 2020. The SLO Swim Center
opened with modified conditions, including enforcing
social distancing protocols and hourly lane reservations. In
July 2021, the SLO Swim Center returned to standard
summer programming with the return of Recreational
Swim and group lessons. The SLO Swim Center continued
to enforce general precaution as recommended by the
County and California Department of Public Health. After
an extended maintenance pool closure to repair pool
plaster and expansion joint for the 50-meter pool from
August to September 2021, the SLO Swim Center reopened
to a modified programming schedule due t o County-wide lifeguard shortages. Lap swim and
therapy pool hours were modified based on staff availability. Recruitment and retention efforts
were focused throughout the remainder of 2021 with an expectation of returning to traditional
hours of operation for winter and spring 2022.
Laguna Lake Golf Course
The Laguna Lake Golf Course (LLGC) continued to provide affordable recreational golf
opportunities to the San Luis Obispo community throughout 2021. Conditions at the course
varied throughout the 2021 calendar year due to aging irrigation infrastructure. Leaks and
irrigation controller issues lead to sporadic course watering resulting in less-than-ideal course
conditions. Staff completed a major irrigation re-wiring project on Hole #1 that required many
lines of trenching to be dug, miles of wires laid connecting all sprinklers, repairing leaks withing
the system, then backfilling all trenches holes by hand. In August 2021, the golf course received
a hydro excavation unit, which has reduced the time needed to expose and repair leaks while
condensing the time the irrigation system is offline. The golf course continued offering alternative
programs including weekly night golf and monthly night disc golf. The long-term concessionaire,
Achievement House’s 11th Hole Grill, ceased operations in June 2021 and a Request for Proposal
was submitted in September 2021. A new concessionaire will be implemented in early 2022.
San Luis Obispo City lifeguards
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Public Art Program
Public art continues to be a City priority through the Major City Goal of Diversity, Equity, and
Inclusion (DEI). In 2021, an agreement was established for a two year contract with San Luis
Obispo Museum of Art (SLOMA) for art installations throughout the downtown corridor,
upcoming transportation roundabouts, and the Cerro San Luis Greenway project (formerly titled
the “Anholm Greenway”).
The SLOMA staff have focused on bringing artists
from outside of the Central Coast region to install
temporary art pieces which celebrate diversity,
equity and inclusion. Maria Molteni’s Seven
Sisters mural on the backside of the Fremont
Theater was the largest mural to have been
installed within the City, taking almost a month,
numerous assistants, and two scaffolds to
complete. The completion of this mural in
November 2021 set the stage for future partnered
projects to come in 2022, including the upcoming
sculpture for the roundabout at Tank Farm Road and Orcutt Road. SLOMA also contracted for a
sculpture installation to be located on the lawn outside the museum adjacent to Mission Plaza.
In August 2021, Mamma Mobius was installed as a temporary year-long art installation which will
be replaced in August 2022.
Local artists within San Luis Obispo County were
also hired to paint a mural on the newly finished
Marsh Street bridge. With continued commercial
and residential development, City staff continue
to support developers with public art installations
as required by the City, managing art juries and
giving feedback to the Community Development
Director. City Staff also worked with local
contractors to clean, prepare, and repair tiles in
the "Double Luck Joy" public art mosaic in time for
the Lunar New Year in 2021.
In 2021, the City’s Public Art Program continues a long-standing collaboration with the SLO
Museum of Art, San Luis Obispo County Arts Council, the Cultural Arts Committee with the
Downtown Association, Cal Poly, and Cuesta Art Gallery.
Poppies – Marsh Street Bridge
Seven Sisters Mural
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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. The General Plan 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 its own policies and programs. The
2021 General Plan Annual Report summarizes progress made in 2021 for major programs
specified in the elements of the General Plan.
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 tha t requires a more comprehensive update of
the General Plan. Significant progress was made by the City in 2021 related to implementation
efforts of key General Plan elements. These efforts were taken in pursuit of the City Council’s
Major City Goals for FY 2019-2021 and for FY 2021-2023 as described on pages 9 and 10. City
staff will continue to implement goals and objectives related to; Economic Recovery, Resiliency
and Fiscal Sustainability; Diversity, Equity, and Inclusion; Housing and Homelessness; and Climate
Action, Open Space, and Sustainable Transportation. Progress on implementation of these goals
and objectives will be further reported on in the 2022 General Plan Annual Report.
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