San Luis Obispo City Council
January 12, 2023

• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
inside Neighborhood 1
December 15, 2022, 12:32 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• A walkable downtown where it is easy and affordable to park. • A new parking garage as planned for years but not funded by huge parking fee hikes
Name not available
December 15, 2022, 12:37 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 12:40 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
354 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Name not available
inside Neighborhood 11
December 15, 2022, 12:43 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• True affordable housing for those already living and raising families here
• Job security and resiliency for City of San Luis Obispo residents • Family and child care resources
Nadia Pinkerton
inside Neighborhood 9
December 15, 2022, 12:47 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
• Cheaper new houses
Name not available
December 15, 2022, 12:47 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
outside Neighborhoods
December 15, 2022, 12:47 PM
Question 1
• I work in the City of San Luis Obispo.
355 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
No response
Name not shown
inside Neighborhood 8
December 15, 2022, 12:48 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo. • Other - Retired
Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Other (Please specify below)
Question 4
• Preserve existing downtown parking and expedite new downtown parking.

Name not available
inside Neighborhood 5
December 15, 2022, 12:50 PM
Question 1
• I work in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
• Organizational training and workforce sustainability
Name not available
December 15, 2022, 12:53 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
356 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 4
No response
Allan Cooper
inside Neighborhood 5
December 15, 2022, 1:02 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
• Other (Please specify below)
Question 4
• 1) Develop form-based codes or objective design standards for all projects.
• 2) Regarding approval of new alcohol outlets, enact additional regulations to ensure that the late night environment in and near Downtown is safe and pleasant.
• 3) Target business support and attraction to achieve a desirable mix of uses in the Downtown.
• 4) Develop a master plan for San Luis Obispo Creek in the Downtown area.
• 5) Emphasize walkability. Promote more walking in addition to biking because 28% of the population are senior citizens. Develop a downtown pedestrian plan.

Name not available
inside Neighborhood 8
December 15, 2022, 1:08 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Other (Please specify below)
Question 4
• Need ways to increase the availability of child care for working families and lower the cost, while also making sure the teachers and caregivers get a livable wage in the community they provide child care.

Name not shown
inside Neighborhood 5
December 15, 2022, 1:08 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) 357 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Other (Please specify below)
Question 4
• Enforce short term rental rules; over 300 listings and most are while house or ADU listings which is banned.
• Require renovation evictions to commence only after approved building permits and justification renovation is not cosmetic
Name not available
outside Neighborhoods
December 15, 2022, 1:09 PM
Question 1
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 1:10 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 1:24 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 1:35 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) 358 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
outside Neighborhoods
December 15, 2022, 1:36 PM
Question 1
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 1:40 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
Question 4
No response
Name not available
December 15, 2022, 1:41 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
Question 4
359 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• the cost of downtown parking is ridiculous. It punishes locals for shopping, eating, and spending downtown. I love to go downtown and spend as much of my dollars locally as I can. But the continued increase in parking is hurtful to locals and local businesses.

Name not available
December 15, 2022, 1:42 PM
Question 1
• I work in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
Name not available
outside Neighborhoods
December 15, 2022, 1:44 PM
Question 1
• I work in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Other (Please specify below)
Question 4
• Child Care
Name not available
inside Neighborhood 11
December 15, 2022, 1:45 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
360 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
No response
Name not shown
inside Neighborhood 8
December 15, 2022, 1:50 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Other (Please specify below)
Question 4
• USE CAL POLY TALENT! CP should be at the forefront of green technologies. Technology such as reducing the need for plastic packaging especially HARD TO OPEN packaging. R & D eliminating plastics altogether for alternate substances. Return to glass? At the forefront of new compost technologies. At the forefront of developing 3D concrete housing. R & D to make the better solar collecting device. R & D geothermal technologies capturing steam from the earth. A the forefront of non-chemical/sustainable pesticides. I would like to see trash landfill be not necessary any longer.

Name not available
inside Neighborhood 3
December 15, 2022, 1:51 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
• Move diversity, equity & inclusion to the top of the list • Truly affordable housing
Name not available
December 15, 2022, 1:51 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
361 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 4
No response
Name not available
December 15, 2022, 1:53 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Rachel Lippa
inside Neighborhood 7
December 15, 2022, 1:53 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not shown
inside Neighborhood 8
December 15, 2022, 1:55 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 1:57 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
• Other (Please specify below)
362 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 4
• Childcare incentives and resources
• Addressing the homelessness issue - not more resources but fewer • More police
Name not available
outside Neighborhoods
December 15, 2022, 2:00 PM
Question 1
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) • Other (Please specify below)
Question 4
• Childcare and education (e.g. provide support and incentives for childcare providers and workers)
Name not available
December 15, 2022, 2:06 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
inside Neighborhood 8
December 15, 2022, 2:11 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
Question 4
• CHILDCARE - My family has two small kids in childcare and it has been a very difficult few years. It would be wonderful if the city could help out with a permanent funding source to subsidize this in some way. We have a great preschool, but they have continuous staffing issues.

Name not available
inside Neighborhood 1
December 15, 2022, 2:15 PM
Question 1
363 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Other - property owner / visit often
Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 2:16 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
• Stop the growth plan
Name not available
December 15, 2022, 2:23 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• Trim down employees and job titles , too many on the payroll doing pretty much nothing needed.
• Consider the underfunded schools to allocate some money instead of more divisions that are unnecessary.
• Making education more important than a lot of things this town dosnt need
• Spend money and bring back the powerwasher person that used to clean sidewalks , the town is: and looks totally filthy.

Name not available
inside Neighborhood 10
December 15, 2022, 2:26 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
364 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• No, I would like the goals to change
Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
• Other (Please specify below)
Question 4
• Permanent funding source for Child Care Facilities.
• Access to Child Care for low income families
Name not available
December 15, 2022, 2:26 PM
Question 1
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• Regional rail for all of the service workers coming in from Santa Maria Name not shown
inside Neighborhood 10
December 15, 2022, 2:26 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
inside Neighborhood 12
December 15, 2022, 2:28 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 2:34 PM
365 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
Name not shown
outside Neighborhoods
December 15, 2022, 2:54 PM
Question 1
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 2:56 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
• Stop any development over three stories!
• Stop any development of ag land!
• Entice developers to build mobile home parks!
• We need an IKEA & Old Spaghetti Factory, there’s lots of empty restaurants or commercial space where they could go in.

David Kastner
inside Neighborhood 7
December 15, 2022, 3:05 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
366 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
No response
Name not available
December 15, 2022, 3:06 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 3:29 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Other (Please specify below)
Question 4
• Try to attract more medical care to the area. Most providers are more than 4-5 months out if they're even accepting patients. • Offer a low cost parking permit to locals to use the 10 hour meters, to boost downtown business
• Spend our money wisely. ie., that new art at the Orcutt Rd. roundabout.

I don't know how much it cost us, but it makes zero sense there, is just more distraction and blocked view for drivers and will eventually be hit by a speeding car.
• Add more activity opportunities, suggestions: Open batting cages at Sinsheimer park. Add a dirt bike/mountain biking trail off of Tank Farm (think like the one in Morro Bay but bigger).
• Stop making it harder to get through town in a car. Remove the automatic pause between lights. Stop taking away roads while adding people. Stop allowing people to build without having enough parking.

Name not available
December 15, 2022, 3:30 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
367 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Gerald Craig
inside Neighborhood 7
December 15, 2022, 3:31 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
• park and recreation ie laguna lake park and recovery of the lake itself, dredging, stocking with fish, allowing vendors with kayaks fishing equip food, etc
Name not available
December 15, 2022, 3:31 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
• Housing is a huge priority of mine.

Name not available
December 15, 2022, 3:34 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
• Other (Please specify below)
Question 4
• Not just park maintenance, but new parks and improvements to old parks
Name not available
December 15, 2022, 3:36 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
368 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
• Place more restrictions on new alcohol related business to make downtown a safe and pleasant place. (you are proposing more downtown living)
• master plan for san luis creek emphasizing walkability Name not available
December 15, 2022, 3:39 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 3:47 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
• Other (Please specify below)
Question 4
• Childcare
• Affordable childcare for families
• developers should be given part of the financial responsibility to help fund child care when they are allowed to build.

Name not available
December 15, 2022, 4:03 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
369 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 4
No response
Name not available
December 15, 2022, 4:05 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
No response
Name not available
December 15, 2022, 4:10 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
• Other (Please specify below)
Question 4
• Childcare for Families with Children Younger than School Age - funds for preschools, teacher retention, safety resources
Name not available
inside Neighborhood 9
December 15, 2022, 4:15 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
370 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Name not available
December 15, 2022, 4:16 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
• Affordable parking for service workers in the downtown area raising the price for the parking structure to $12 a day is infeasible for people making minimum wage
• Figure out the bike paths. They often end abruptly causing dangerous situations for both bike riders and motorists
Name not available
December 15, 2022, 4:27 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 4:32 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 4:37 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
371 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 4
No response
Name not available
inside Neighborhood 7
December 15, 2022, 4:44 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
inside Neighborhood 6
December 15, 2022, 4:48 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• The city paid for TWO surveys t find out what residents wanted as their top priorities (and that they were willing to tax themselves for) and the city just ignored the input.
• Stop trying to manipulate the information that comes out of city hall. if you were being honest you wouldn't need public relations people. • The city has arranged it so that residents are the minority in their own city's goals and activities. Tourism is given priority over resident's needs. • the city needs to count tourism's VMT- travel to and from the city when it spends hundreds of thousands of dollars to entice tourists here. To manipulate the numbers of VMT to only 'travel in the city' is been dishonest
• Residents wanted open space for the protection of wildlife in their survey responses and the city has manipulated that to mean, tourism and recreation events come first.

Name not shown
inside Neighborhood 7
December 15, 2022, 4:58 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) 372 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• Universal design and disability inclusion for all design / maintenance projects so that the City becomes more universally accessible for all, including accessible active transportation and recreation opportunities..

Name not available
inside Neighborhood 7
December 15, 2022, 5:08 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Other (Please specify below)
Question 4
• Child care
• Support for existing child care facilities
Name not available
December 15, 2022, 5:11 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 5:27 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
373 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Following the priority of safety, there NEEDS to be more street lights in the neighborhoods around the campus of Cal Poly. I understand the issue of light pollution, however there are street lights that don’t emit as much light pollution, yet still function for safety (Hawaii street lights).

This is a serious issue and these dark streets are dangerous. Focusing on diversity projects or climate projects don’t encourage people to move to cities, safety does.

Name not available
inside Neighborhood 7
December 15, 2022, 5:31 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
• Parks in Righetti Ranch neighborhood
Name not available
December 15, 2022, 5:38 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
Name not shown
inside Neighborhood 10
December 15, 2022, 5:40 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
inside Neighborhood 7
December 15, 2022, 5:47 PM
Question 1
374 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 5:51 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
inside Neighborhood 6
December 15, 2022, 6:04 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Other (Please specify below)
Question 4
• Incentives for developers to build more childcare sites, help make childcare more affordable. It’s hard to find daycare at all, let alone affordable daycare. If Slo wants to increase the number or young people able to be in the workforce this is vital for families to be able to have two working parents.

Name not available
December 15, 2022, 6:15 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Open Space (e.g., preserve and maintain open space and natural areas) 375 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 6:18 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• I didn’t select housing because I’d like to see less developments being built, I’d like to see how we can help people afford what we already have.

All the other priorities are going to be hard if our population continues to explode.

Name not available
December 15, 2022, 6:22 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• Legalize skateboarding in the downtown area, as well as on cal poly’s campus
Name not available
December 15, 2022, 6:36 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
376 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
outside Neighborhoods
December 15, 2022, 6:38 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
• Add more lights to streets like California. Very dangerous for college students and drivers.

Name not available
December 15, 2022, 6:41 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
Name not available
December 15, 2022, 6:43 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 6:52 PM
377 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
No response
Name not available
December 15, 2022, 7:08 PM
Question 1
• Other - Student
Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
S. Dee Dee Nicholson
inside Neighborhood 7
December 15, 2022, 7:09 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 7:17 PM
378 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 1
• Other - Property owner in downtown SLO
Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Steve Nelson
inside Neighborhood 6
December 15, 2022, 7:18 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
• Homelessness
• Homelessness
• Homelessness
• Homelessness
• Homelessness
Name not available
inside Neighborhood 7
December 15, 2022, 7:27 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
379 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

inside Neighborhood 1
December 15, 2022, 7:28 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 7:28 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 7:51 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 7:51 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
380 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
Name not available
December 15, 2022, 7:51 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• Affordable and available child care
Name not available
inside Neighborhood 8
December 15, 2022, 7:56 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Other (Please specify below)
Question 4
• Child care
Name not available
inside Neighborhood 8
December 15, 2022, 8:00 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
381 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
outside Neighborhoods
December 15, 2022, 8:03 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
• Other (Please specify below)
Question 4
• Child care - cost, availability, pay for teachers
• Incentive for developers to contribute to child care costs Name not available
December 15, 2022, 8:05 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
Question 4
No response
Name not available
outside Neighborhoods
December 15, 2022, 8:06 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
No response
Susan Pyburn
inside Neighborhood 3
December 15, 2022, 8:12 PM
382 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 8:18 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• Walkability
• Composting programs
Name not available
December 15, 2022, 8:19 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
Name not available
December 15, 2022, 8:35 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
383 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Name not available
December 15, 2022, 8:39 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
No response
Name not shown
inside Neighborhood 6
December 15, 2022, 8:41 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 8:43 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
• Fixing the awful roads by Poly that cause traffic
Name not shown
inside Neighborhood 6
December 15, 2022, 8:45 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo. 384 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
No response
Name not available
inside Neighborhood 5
December 15, 2022, 8:48 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
No response
Name not shown
inside Neighborhood 4
December 15, 2022, 8:48 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• More dog parks
Name not available
December 15, 2022, 8:49 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) 385 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
Question 4
No response
Name not shown
inside Neighborhood 8
December 15, 2022, 8:52 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• Provide additional Funding to restore Laguna Lake
• Neighborhood Wellness
Name not available
December 15, 2022, 8:54 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
• Infrastructure improvements- please add more lighting to streets and make wider sidewalks
Name not available
December 15, 2022, 9:01 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
386 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

No response
Name not available
inside Neighborhood 8
December 15, 2022, 9:04 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
inside Neighborhood 7
December 15, 2022, 9:04 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
No response
Name not available
December 15, 2022, 9:09 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
No response
Name not available
inside Neighborhood 8
December 15, 2022, 9:11 PM
Question 1
387 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• Neighborhood Wellness
• Better Enforcement of our City Ordinances
• Better traffic circulation and less bike lanes -- fund the Prado Road Overpass
Name not available
December 15, 2022, 9:15 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
• Get rid of the ugly telephone polls and
Name not available
December 15, 2022, 9:16 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• Mardi Gras
Name not available
outside Neighborhoods
December 15, 2022, 9:16 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
388 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• Childcare support for working families
Name not available
inside Neighborhood 12
December 15, 2022, 9:16 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
• Child care opportunities and sustainability for families with small children.

Name not available
outside Neighborhoods
December 15, 2022, 9:18 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
• Other (Please specify below)
Question 4
• Childcare
Name not shown
inside Neighborhood 8
December 15, 2022, 9:18 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo. • Other - 4th generation native
Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) 389 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• The downtown areaa smells like human piss. The homeless people downtown need to go away from this area or it will turn into another San Francisco.
• The local taxpayers who live here no longer go downtown like they used to because of this. I'm sick of seeing the homeless take over our town. • We keep trying to help the homeless and they continue to ruin our beautiful small town. Enough is enough.
• Do something for the elderly people that live in San Luis Obispo. They are not thought of at all.
• Increase property taxes on large corporations and the rich taking over the area and squeezing out the locals.

Name not available
December 15, 2022, 9:32 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 9:36 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Other (Please specify below)
Question 4
• Increased new, and improved maintenance and upgrades of existing recreational facilities.

Name not available
December 15, 2022, 9:40 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
390 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Name not available
December 15, 2022, 9:43 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
inside Neighborhood 2
December 15, 2022, 10:02 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 10:07 PM
Question 1
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) • Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
• Adding proper shelters to all bus stops, SLO city bus lines and RTA lines 391 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Joseph Langowski
inside Neighborhood 10
December 15, 2022, 10:12 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Other (Please specify below)
Question 4
• Support and invest in small local businesses.
• More options for childcare and daycare services for the working-class citizens of SLO.
• Use data and technology to enhance community engagement, equity and accountability.
• Leverage Cal Poly to benefit our residents and businesses.

Name not available
December 15, 2022, 10:12 PM
Question 1
• I work in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
inside Neighborhood 5
December 15, 2022, 10:16 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 10:17 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
392 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 3
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 10:26 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
No response
Question 4
No response
Name not available
December 15, 2022, 10:28 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Open Space (e.g., preserve and maintain open space and natural areas) • Other (Please specify below)
Question 4
• Childcare to be a part of this plan as essential infrastructure. We need a permanent funding source to make it affordable for families and to help the industry pay more for their teachers. In many thriving cities, developers are given part of the financial responsibility to help fund child care when they are allowed to build in a city. SLO doesn't even have incentives for developers to contribute. This needs to be a priority for our city! We need to improve access to quality child care (an absolute necessity) in slo!
Name not available
inside Neighborhood 7
December 15, 2022, 10:36 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
393 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

December 15, 2022, 10:39 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 10:40 PM
Question 1
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo. • Other - I live in SLO county
Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
• Sustainable and Multi-Modal Transportation (e.g., enhance accessible transit, bicycle, and pedestrian opportunities)
Question 4
No response
Name not available
December 15, 2022, 10:57 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) • Public Safety (e.g., expand Fire/Police services, response for health emergencies and disaster preparedness)
Question 4
No response
Name not available
December 15, 2022, 10:57 PM
394 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 1
• I live in the City of San Luis Obispo.

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
Name not available
December 15, 2022, 11:03 PM
Question 1
• I live in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Diversity, Equity, and Inclusion (e.g., focus on activities and initiatives that support marginalized racial, ethnic, and cultural groups) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
No response
Name not available
December 15, 2022, 11:23 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Climate Action (e.g., implement the City’s Climate Action Plan for Community Recovery to reduce greenhouse gas emissions, prepare for the impacts of climate change, and develop the local green economy) • Downtown Vitality (e.g., continue to improve safety and cleanliness, invest in infrastructure and maintenance in the Downtown) • Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• Water and waste water sustainability
• I support separating housing and homelessness as goals, but ran out of choices above to include homelessness.

Name not available
December 15, 2022, 11:25 PM
Question 1
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo. 395 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Question 2
• Yes, keep current goals (if selected, please click Submit below) Question 3
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
Question 4
No response
Name not shown
inside Neighborhood 10
December 15, 2022, 11:33 PM
Question 1
• I live in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
Question 4
No response
Name not available
December 15, 2022, 11:38 PM
Question 1
• I live in the City of San Luis Obispo.
• I work in the City of San Luis Obispo.
• I play (recreate, shop, eat, etc.) in the City of San Luis Obispo.

Question 2
• No, I would like the goals to change
Question 3
• Fiscal Sustainability and Responsibility (e.g., continue to implement efficiencies, strategic economic development and plans to address unfunded liabilities)
• Homelessness (e.g., partner with the County and community-based organizations to implement programs that prevent and support people experiencing homelessness, continue City Mobile Crisis Unit and Community Action Team efforts)
• Housing (e.g., facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents)
• Infrastructure Maintenance (e.g., maintenance of roads, sidewalks, parks, and other City infrastructure)
• Open Space (e.g., preserve and maintain open space and natural areas) Question 4
• Citywide vitality, not just for the downtown
396 | www.opentownhall.com/12324 Created with OpenGov | December 16, 2022, 12:05 PM 2023-25 Community Priorities Survey
What should the City Council consider as top priorities during the 2023-25 fiscal years?

Attachment D:

Suggested Guidelines for Council Members
During the Goal-Setting Process
Things to Consider:

1. Encourage advisory boards, community groups and citizens to submit written comments about desired goals.

2. Invite citizens to participate in Community Forum (Forum) and to listen and learn from their neighbors. The Community Forum will be held at the Ludwick Center on January 26, 2023 at 6pm.

3. Receive comments from community and acknowledge their input without prematurely expressing your point of view.

4. Assure the community that you are willing to listen openly to all perspectives.

5. Focus your submission of suggested goals on a short list of key priorities to target City resources (not to exceed five candidate goals for consideration).

6. Avoid publicizing your submission of suggested goals. Let staff compile your submissions verbatim into a composite list of goals by category without identification of who made each suggestion. This enables you to see the whole picture.

7. Give yourself flexibility by not publicly taking positions in advance of the February 11, 2023 Council Goal-Setting Workshop.

8. Use this process as a way to learn from citizens and Council colleagues about what’s important.

9. Explore areas where the Council can come together for positive action.

10. Recognize that this is an important step, but only the first step, in the planning and budgeting for the next two years and balancing limited resources.

Council Member Candidate Major City Goals
Please prepare up to 5 candidates for Major City Goals below and submit them to the City Clerk by 9:00 a.m., February 7, 2023. Since the Council will identify connections between the use of Local Revenue Measure revenues and Major City Goals, please note which suggestions address Local Revenue Measure priorities. Finance will then compile a verbatim, composite list by topic without identifying who submitted the particular statements. Please refrain from releasing your personal list so that each Council member has flexibility to review all of the submissions and discuss them at the Council Goal-Setting Workshop before staking a position. 
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Suggestions for Changes in Other Programs and Services
Please provide ideas about possible changes in other programs and services to fund desired goals. Please submit them to the City Clerk by 9:00 a.m., February 7, 2023. Finance will then compile a verbatim, composite list by topic without identifying who submitted the particular statements. Please refrain from releasing your personal list so that each Council member has flexibility to review all of the submissions and discuss them at the Council Goal-Setting Workshop before taking a position.
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Attachment E
Economic Outlook Resources

1. HdL September 2022 Consensus Forecast

2. Central Coast Economic Forecast – Beacon Economics
a. Chris Thornberg: Navigating the Stimulus Hangover
b. Taner Osman, PhD: San Luis Obispo Outlook
c. Recording of 2022 Central Coast Economic Forecast

3. PFM Annual Economic and Financial Market Update – November 2022

4. California Legislative Office (LAO) Fiscal Outlook – December 2022

5. EDD California Labor Market Info

6. California Department of Tax and Fee Administration Interactive Data Visualizations

7. Covid-19 Economic Tracking Interactive Graphs

8. JP Morgan Economic Outlook 2023: Trends to Watch

Attachment F
Budget Policies

FINANCIAL PLAN PURPOSE AND ORGANIZATION
A. Financial Plan Objectives. Through its Financial Plan, the City will link resources with results by:

1. Identifying community needs for essential services.

2. Organizing the programs required to provide these essential services.

3. Establishing program policies and goals, which define the nature and level of program services required.

4. Identifying activities performed in delivering program services.

5. Proposing objectives for improving the delivery of program services.

6. Integrate climate risk and climate action considerations throughout all financial decisions.

7. Integrate Diversity, Equity, and Inclusion (DEI) considerations throughout all financial decisions.

8. Identifying and appropriating the resources required to perform program activities and accomplish program objectives.

9. Setting standards to measure and evaluate the:
a. Output of program activities.
b. Accomplishment of program objectives.
c. Expenditure of program appropriations.

B. Two-Year Budget. Following the City's favorable experience, the City will continue using a two-year financial plan, emphasizing long-range planning and effective program management. The benefits identified when the City's first two-year plan was prepared for 1983-85 continue to be realized:

1. Reinforcing the importance of long-range (“strategic”) planning in managing the City's fiscal affairs.

2. Concentrating on developing and budgeting for the accomplishment of significant goals and objectives.

3. Establishing realistic timeframes for achieving goals and objectives.

4. Creating a pro-active budget that provides for stable operations and assures the City's long-term fiscal health.

5. Promoting more orderly spending patterns.

6. Reducing the amount of time and resources allocated to preparing annual budgets.

C. Measurable Objectives. The two-year financial plan will establish measurable program and performance objectives and allow reasonable time to accomplish those objectives.

D. Second Year Budget. Before the beginning of the second year of the two-year cycle, the Council will review progress during the first year and approve appropriations for the second fiscal year.

E. Operating Carryover. Operating program appropriations not spent during the first fiscal year may be carried over for specific purposes into the second fiscal year with the approval of the City Manager.

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F. Goal Status Reports. The status of major program objectives will be formally reported to the Council on an ongoing, periodic basis.

G. Mid-Year Budget Reviews. The Council will formally review the City’s fiscal condition, and amend appropriations if necessary, six months after the beginning of each fiscal year.

LONG - TERM FINANCIAL PLANNING
A. Balanced Budget. The City will maintain a balanced budget over the two-year period of the Financial Plan. This means that:

1. Operating revenues must fully cover operating expenditures, including debt service.

2. Ending fund balance (or working capital in the enterprise funds) must meet minimum policy levels. For the general and enterprise funds, this level has been established at 20% of operating expenditures.

Additionally, it includes the revenue and rate stabilization reserves as set forth in the City’s fiscal policies under the Fund Balances and Reserves section.

3. Under this policy, it is allowable for total expenditures to exceed revenues in a given year; however, in this situation, beginning fund balance can only be used to fund capital improvement plan projects, or other “one-time,” non-recurring expenditures.

B. Long-Term Liabilities and Maintenance of Infrastructure. The City will give priority to applying unassigned fund-balance due to one-time expenditure savings or one-time increase in revenue to pay down long-term unfunded liabilities and invest in infrastructure and equipment.

C. Consideration of Climate Risk and Climate Action. The City is aware of the increasingly severe and frequent natural, economic, and social disruptions presented by a rapidly changing climate. The City is also aware of the financial benefits (e.g., reduced operational costs, prudent asset management, access to green bonds, etc.) of managing climate risk and orienting towards a carbon neutral municipal operations and community. The City will include climate risk and climate action considerations in its long-term financial planning.

D. Consideration of Diversity, Equity, and Inclusion (DEI). On June 18th, 2020, the City Council took action to affirm racism as a public health crisis and committed to making San Luis Obispo a welcoming, inclusive, and safe community for everyone (R-11132). The City Council also set a vision of a community with core values of diversity and inclusivity in the adoption of its 2019-21 Major City Goals. The City is committed to supporting diversity, equity, and inclusion in is operations and in the community. The City will include DEI considerations in its longterm financial planning. Error! Bookmark not defined.

E. Revenue Stabilization Reserve – General Fund. As outlined in the City’s Fund Balance and Reserve policy, the City Council can activate a Revenue Stabilization Reserve in its General Fund to counteract any adverse revenue forecast during a period of economic uncertainties pertaining to the City’s largest tax revenue sources. For the 2023-25 Financial Plan, this reserve has been set at $2 million and is included in the long-term forecast.

FINANCIAL REPORTING AND BUDGET ADMINISTRATION
A. Annual Reporting. The City will prepare annual financial statements as follows:

1. In accordance with Charter requirements, the City will contract for an annual audit by a qualified independent certified public accountant. The City will strive for an unqualified auditors’ opinion.

Attachment F

2. The City will use generally accepted accounting principles in preparing its annual financial statements and will strive to meet the requirements of the GFOA’s Award for Excellence in Financial Reporting program.

3. The City will issue audited financial statements within 180 days after year-end.

B. Interim Reporting. The City will prepare and issue timely interim reports on the City’s fiscal status to the Council and staff. This includes on-line access to the City’s financial management system by City staff; monthly reports to program managers; more formal quarterly reports to the Council and Department Heads; mid-year budget reviews; and interim annual reports.

C. Budget Administration. As set forth in the City Charter, the Council may amend or supplement the budget at any time after its adoption by majority vote of the Council members. The City Manager has the authority to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances.

D. Development Services Revenue. The City Manager may allocate or designate 75% of over-realized Development Services revenues exceeding adopted budget for the current fiscal year for temporary Development Services expenditures for the purpose of timely processing of development permit applications in the current fiscal year or throughout life of applicable projects. Any and all City Manager authorized allocations and funds set aside in a designation for future use, shall be reported to the Council on a semiannual basis.

Attachment F
Fiscal Policies
Section 1. GENERAL REVENUE MANAGEMENT
A. Diversified and Stable Base. The City will seek to maintain a diversified and stable revenue base to protect it from short-term fluctuations in any one revenue source.

B. Long-Range Focus. To emphasize and facilitate long-range financial planning, the City will maintain current projections of revenues for the succeeding five years.

C. Current Revenues for Current Uses. The City will make all current expenditures with current revenues, avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues, or rolling over short-term debt.

D. Interfund Transfers and Loans. In order to achieve important public policy goals, the City has established various special revenue, capital project, debt service and enterprise funds to account for revenues whose use should be restricted to certain activities. Accordingly, each fund exists as a separate financing entity from other funds, with its own revenue sources, expenditures and fund equity.

Any transfers between funds for operating purposes are clearly set forth in the Financial Plan, and can only be made by the Finance Director in accordance with the adopted budget. These operating transfers, under which financial resources are transferred from one fund to another, are distinctly different from interfund borrowings, which are usually made for temporary cash flow reasons, and are not intended to result in a transfer of financial resources by the end of the fiscal year.

In summary, interfund transfers result in a change in fund equity; interfund borrowings do not, as the intent is to repay the loan in the near term.

From time to time, interfund borrowings may be appropriate; however, these are subject to the following criteria in ensuring that the fiduciary purpose of the fund is met:

1. The Finance Director is authorized to approve temporary interfund borrowings for cash flow purposes whenever the cash shortfall is expected to be resolved within 45 days. The most common use of interfund borrowing under this circumstance is for grant programs like the Community Development Block Grant, where costs are incurred before drawdowns are initiated and received. However, receipt of funds is typically received shortly after the request for funds has been made.

2. Any other interfund borrowings for cash flow or other purposes require case-by-case approval by the Council.

3. Any transfers between funds where reimbursement is not expected within one fiscal year shall not be recorded as interfund borrowings; they shall be recorded as interfund operating transfers that affect equity by moving financial resources from one fund to another.

Attachment F
Section 2. USER FEE COST RECOVERY GOALS
A. Ongoing Review
Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in the cost-of-living as well as changes in methods or levels of service delivery.

In implementing this goal, a comprehensive analysis of City costs and fees should be made at least every five years. In the interim, fees will be adjusted by annual changes in the Consumer Price Index.

Fees may be adjusted during this interim period based on supplemental analysis whenever there have been significant changes in the method, level or cost of service delivery.

B. User Fee Cost Recovery Levels
In setting user fees and cost recovery levels, the following factors will be considered:

1. Community-Wide Versus Special Benefit. The level of user fee cost recovery should consider the community-wide versus special service nature of the program or activity. The use of generalpurpose revenues is appropriate for community-wide services, while user fees are appropriate for services that are of special benefit to easily identified individuals or groups.

2. Service Recipient Versus Service Driver. After considering community-wide versus special benefit of the service, the concept of service recipient versus service driver should also be considered. For example, it could be argued that the applicant is not the beneficiary of the City's development review efforts: the community is the primary beneficiary. However, the applicant is the driver of development review costs, and as such, cost recovery from the applicant is appropriate.

3. Effect of Pricing on the Demand for Services. The level of cost recovery and related pricing of services can significantly affect the demand and subsequent level of services provided. At full cost recovery, this has the specific advantage of ensuring that the City is providing services for which there is genuinely a market that is not overly-stimulated by artificially low prices.

Conversely, high levels of cost recovery will negatively impact the delivery of services to lower income groups. This negative feature is especially pronounced, and works against public policy, if the services are specifically targeted to low income groups.

4. Feasibility of Collection and Recovery. Although it may be determined that a high level of cost recovery may be appropriate for specific services, it may be impractical or too costly to establish a system to identify and charge the user. Accordingly, the feasibility of assessing and collecting charges should also be considered in developing user fees, especially if significant program costs are intended to be financed from that source.

C. Factors Favoring Low Cost Recovery Levels
Very low-cost recovery levels are appropriate under the following circumstances:

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1. There is no intended relationship between the amount paid and the benefit received. Almost all "social service" programs fall into this category as it is expected that one group will subsidize another.

2. Collecting fees is not cost-effective or will significantly impact the efficient delivery of the service.

3. There is no intent to limit the use of (or entitlement to) the service. Again, most "social service" programs fit into this category as well as many public safety (police and fire) emergency response services. Historically, access to neighborhood and community parks would also fit into this category.

4. The service is non-recurring, generally delivered on a "peak demand" or emergency basis, cannot reasonably be planned for on an individual basis, and is not readily available from a private sector source. Many public safety services also fall into this category.

5. Collecting fees would discourage compliance with regulatory requirements and adherence is primarily self-identified, and as such, failure to comply would not be readily detected by the City.

Many small-scale licenses and permits might fall into this category.

D. Factors Favoring High Cost Recovery Levels
The use of service charges as a major source of funding service levels is especially appropriate under the following circumstances:

1. The service is similar to services provided through the private sector.

2. Other private or public sector alternatives could or do exist for the delivery of the service.

3. For equity or demand management purposes, it is intended that there be a direct relationship between the amount paid and the level and cost of the service received.

4. The use of the service is specifically discouraged. Police responses to disturbances or false alarms might fall into this category.

5. The service is regulatory in nature and voluntary compliance is not expected to be the primary method of detecting failure to meet regulatory requirements. Building permit, plan checks, and subdivision review fees for large projects would fall into this category.

E. General Concepts Regarding the Use of Service Charges The following general concepts will be used in developing and implementing service charges:

1. Revenues should not exceed the reasonable cost of providing the service.

2. Cost recovery goals should be based on the total cost of delivering the service, including direct costs, departmental administration costs and organization-wide support costs such as accounting, personnel, information technology, legal services, fleet maintenance and insurance.

Attachment F

3. The method of assessing and collecting fees should be as simple as possible in order to reduce the administrative cost of collection.

4. Rate structures should be sensitive to the "market" for similar services as well as to smaller, infrequent users of the service.

5. A unified approach should be used in determining cost recovery levels for various programs based on the factors discussed above.

F. Low Cost-Recovery Services
Based on the criteria discussed above, the following types of services should have very low-cost recovery goals. In selected circumstances, there may be specific activities within the broad scope of services provided that should have user charges associated with them. However, the primary source of funding for the operation as a whole should be general-purpose revenues, not user fees.

1. Delivering public safety emergency response services such as police patrol services and fire suppression.

2. Maintaining and developing public facilities that are provided on a uniform, community-wide basis such as streets, parks and general-purpose buildings.

3. Providing social service programs and economic development activities.

G. Recreation Programs
The following cost recovery policies apply to the City's recreation programs:

1. Cost recovery for activities directed to adults should be relatively high.

2. Cost recovery for activities directed to youth and seniors should be relatively low. In those circumstances where services are similar to those provided in the private sector, cost recovery levels should be higher.

Although ability to pay may not be a concern for all youth and senior participants, these are desired program activities, and the cost of determining need may be greater than the cost of providing a uniform service fee structure to all participants. Further, there is a community-wide benefit in encouraging high-levels of participation in youth and senior recreation activities regardless of financial status.

3. Cost recovery goals for recreation activities are set as follows:

High-Range Cost Recovery Activities - (60% to 100%)
a. Adult athletics

Attachment F
b. Banner permit applications
c. Child care services
d. Facility rentals (indoor and outdoor; excludes use of facilities for internal City uses) Mid-Range Cost Recovery Activities - (30% to 60%)
e. Triathlon
f. Golf
g. Summer and Spring Break Camps
h. Classes
i. Major commercial film permit applications
Low-Range Cost Recovery Activities- (0 to 30%)
j. Aquatics
k. Community gardens
l. Junior Ranger camp
m. Minor commercial film permit applications
n. Skate park
o. Parks and Recreation sponsored events (except for Triathlon) p. Youth sports
q. Teen services
r. Senior/boomer services

4. For cost recovery activities of less than 100%, there should be a differential in rates between residents and non-residents. However, the Director of Parks and Recreation is authorized to reduce or eliminate non-resident fee differentials when it can be demonstrated that:
a. The fee is reducing attendance.
b. And there are no appreciable expenditure savings from the reduced attendance.

5. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special-use areas, and recreation equipment for activities not sponsored or co-sponsored by the City. Such charges will generally conform to the fee guidelines described above. However, the Director of Parks and Recreation is authorized to charge fees that are closer to full cost recovery for facilities that are heavily used at peak times and include a majority of non-resident users.

6. A vendor charge of at least 10 percent of gross income will be assessed from individuals or organizations using City facilities for moneymaking activities.

7. Director of Parks and Recreation is authorized to offer reduced fees such as introductory rates, family discounts and coupon discounts on a pilot basis (not to exceed 18 months) to promote new recreation programs or resurrect existing ones.

8. The Parks and Recreation Department will consider waiving fees only when the City Manager determines in writing that an undue hardship exists.

Attachment F
H. Development Review Programs
The following cost recovery policies apply to the development review programs:

1. Services provided under this category include:
a. Planning (planned development permits, tentative tract and parcel maps, re-zonings, general plan amendments, variances, use permits).
b. Building and safety (building permits, structural plan checks, inspections). c. Engineering (public improvement plan checks, inspections, subdivision requirements, encroachments).
d. Fire plan check.

2. Cost recovery for these services should generally be very high. In most instances, the City's cost recovery goal should be 100%.

3. However, in charging high cost recovery levels, the City needs to clearly establish and articulate standards for its performance in reviewing developer applications to ensure that there is “value for cost.”

4. Building Permit Plan Check Services – The City of San Luis Obispo offers building permit plan check services through consultants at a set price, not to exceed 65% of the City’s fee for the service. Building Permit Plan Check Services are offered by the City on a 100% cost-recovery basis, and the service is provided after the fee is paid in full. As a result, the Finance Director is authorized to make appropriations from the related revenue account to cover the cost of the services provided.

I. Comparability with Other Communities
In setting user fees, the City will consider fees charged by other agencies in accordance with the following criteria:

1. Surveying the comparability of the City's fees to other communities provides useful background information in setting fees for several reasons:
a. They reflect the "market" for these fees and can assist in assessing the reasonableness of San Luis Obispo’s fees.
b. If prudently analyzed, they can serve as a benchmark for how cost-effectively San Luis Obispo provides its services.

2. However, fee surveys should never be the sole or primary criteria in setting City fees as there are many factors that affect how and why other communities have set their fees at their levels. For example:

Attachment F
a. What level of cost recovery is their fee intended to achieve compared with our cost recovery objectives?
b. What costs have been considered in computing the fees? c. When was the last time that their fees were comprehensively evaluated? d. What level of service do they provide compared with our service or performance standards? e. Is their rate structure significantly different than ours and what is it intended to achieve?

3. These can be very difficult questions to address in fairly evaluating fees among different communities. As such, the comparability of our fees to other communities should be one factor among many that is considered in setting City fees.

Attachment F
Section 3. ENTERPRISE FUND FEES AND RATES
A. Water, Sewer, and Parking. The City will set fees and rates at levels which fully cover the total direct and indirect costs—including operations, capital outlay, and debt service—of the following enterprise programs: water, sewer, and parking. For Water and Sewer, the rate setting process will be in accordance with Proposition 218 and its notification requirements.

B. Transit. Based on targets set under the Transportation Development Act, the City will strive to cover at least twenty percent of transit operating costs with fare revenues.

C. Ongoing Rate Review. The City will review and adjust enterprise fees and rate structures as required to ensure that they remain appropriate and equitable.

D. Cost of Service Fees. The City will treat the water and sewer funds in the same manner as if they were privately owned and operated. This means assessing reasonable cost of service fees in fully recovering service costs.

The purpose of the cost of service fee is reasonable cost recovery for the use of the City’s services such as street rights-of-way and public safety. The appropriateness of charging the water and sewer fund a reasonable cost of service fee for the use of the City streets is further supported by the results of studies from Arizona, California, Ohio, and Vermont which concluded that the leading cause of street resurfacing and reconstruction is street cuts and trenching for Utilities.

Attachment F
Section 4. REVENUE DISTRIBUTION
The Council recognizes that generally accepted accounting principles for state and local governments discourage the “earmarking” of General Fund revenues, and accordingly, the practice of designating General Fund revenues for specific programs should be minimized in the City's management of its fiscal affairs. Approval of the following revenue distribution policies does not prevent the Council from directing General Fund resources to other functions and programs as necessary.

A. Property Taxes. With the passage of Proposition 13 on June 6, 1978, California cities no longer can set their own property tax rates. In addition to limiting annual increases in market value, placing a ceiling on voter-approved indebtedness, and redefining assessed valuations, Proposition 13 established a maximum county-wide levy for general revenue purposes of 1% of market value. Under subsequent state legislation, which adopted formulas for the distribution of this countywide levy, the City now receives a percentage of total property tax revenues collected countywide as determined by the State and administered by the County Auditor-Controller. The City receives 14.9% of each dollar collected in property tax after allocations to school districts.

Accordingly, while property revenues are often thought of as local revenue sources, in essence they are State revenue sources, since the State controls their use and allocation.

With the adoption of a Charter revision in November 1996, which removed provisions that were in conflict with Proposition 13 relating to the setting of property tax revenues between various funds, all property tax revenues are now accounted for in the General Fund.

B. Gasoline Tax Subventions. All gasoline tax revenues (which are restricted by the State for streetrelated purposes) will be used for maintenance activities. Since the City's total expenditures for gas tax eligible programs and projects are much greater than this revenue source, operating transfers will be made from the gas tax fund to the General Fund for this purpose. This approach significantly reduces the accounting efforts required to meet State reporting requirements.

C. Transportation Development Act (TDA) Revenues. All TDA revenues will be allocated to alternative transportation programs, including regional and municipal transit systems, bikeway improvements, and other programs or projects designed to reduce automobile usage. Because TDA revenues will not be allocated for street purposes, it is expected that alternative transportation programs (in conjunction with other state or federal grants for this purpose) will be self-supporting from TDA revenues.

D. Parking Fines. All parking fine revenues will be allocated to the parking fund, except for those collected by Police staff (who are funded by the General Fund) in implementing neighborhood wellness programs.

Attachment F
Section 5. INVESTMENTS
Link to the City’s Investment Policy & Management Plan

POLICY STATEMENT
The City of San Luis Obispo shall invest public funds in such a manner as to comply with state and local laws; ensure prudent money management; provide for daily cash flow requirements; and meet the objectives of the Investment Policy & Management Plan in priority order of Safety, Liquidity, and Return on Investment.

The purpose of the Investment Policy and Management Plan is to establish policies, practices, and procedures to be used in administering the City's investment portfolio in accordance with the City's Statement of Investment policy.

PRIMARY INVESTMENT OBJECTIVE
The City's primary investment objective is to achieve a reasonable rate of return on public funds while minimizing the potential for capital losses arising from market changes or issuer default. Although the generation of revenues through interest earnings on investments is an appropriate City goal, the primary consideration in the investment of City funds is capital preservation in the overall portfolio. As such, the City's yield objective is to achieve a reasonable rate of return on City investments rather than the maximum generation of income, which could expose the City to unacceptable levels of risk.

In determining individual investment placements, the following factors shall be considered in priority order: 1) Safety 2) Liquidity 3) Yield – (Return on Investment).

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Section 6. APPROPRIATIONS LIMITATION
A. The Council will annually adopt a resolution establishing the City's appropriations limit calculated in accordance with Article XIII-B of the Constitution of the State of California, Section 7900 of the State of California Government Code, and any other voter approved amendments or state legislation that affect the City's appropriations limit.

B. The supporting documentation used in calculating the City's appropriations limit and projected appropriations subject to the limit will be available for public and Council review at least 10 days before Council consideration of a resolution to adopt an appropriations limit. The Council will generally consider this resolution in connection with final approval of the budget.

C. The City will strive to develop revenue sources, both new and existing, which are considered non-tax proceeds in calculating its appropriations subject to limitation.

D. The City will annually review user fees and charges and report to the Council the amount of program subsidy, if any, that is being provided by the General or Enterprise Funds.

E. The City will actively support legislation or initiatives sponsored or approved by League of California Cities which would modify Article XIII-B of the Constitution in a manner which would allow the City to retain projected tax revenues resulting from growth in the local economy for use as determined by the Council.

F. The City will seek voter approval to amend its appropriation limit at such time that tax proceeds are in excess of allowable limits.

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Section 7. FUND BALANCE AND RESERVES
Link to the City’s Fund Balance & Reserve Policy
This policy establishes guidelines and procedures for allocating and reporting the City’s fund balances in the financial statements in accordance with Governmental Accounting Standards Board (GASB) Statement No. 54 and as committed by the City Council effective beginning fiscal year ending June 30, 2021.

Additionally, the policy establishes the City’s reserve levels to address protection from risk and unexpected situation that require financial resources. The City of San Luis Obispo faces risks such as revenue shortfalls during recessions and losses from extreme events, like earthquakes, wildland fires, flooding, and other natural disasters. Prudent reserve levels help make sure that the City of San Luis Obispo can respond quickly and decisively to those events. Reserves also support vital public services during revenue declines. As such, the City’s reserve policy describes how much the City will retain in the reserves and stipulates activation and acceptable uses of the reserves.

Since reserve levels need to be considered when establishing fund balances, both are addressed within this policy.

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Section 8. CalPERS & UNFUNDED LIABILITIES
With the 2018-19 Financial Plan Supplement, the City adopted its Fiscal Health Response Plan (FHRP); a three-year plan to address the City’s escalating unfunded pension liability stemming from the CalPERS’ changes under the Public Employees’ Pension Reform Act (PEBRA). PEBRA prescribe that a member agency’s pension liability had to be paid down over a 30-year period which triggered annually escalating contributions through 2045.

The FHRP therefore targeted a realignment of revenues and expenditures to allow for additional payments to CalPERS, negotiated additional contributions toward pension payments for employee groups, and prioritized the use of unassigned fund balance once the City’s Financial Statements had been audited and accepted by the City Council. The goal of this realignment was the payment of the UFL over a reduced timeline therefore securing pensions for City employees and saving the City considerable interest payments.

Given the long-term ramifications of the deliverables put in motion through the FHRP, this section addresses the City’s long-term commitment to payment of the UFL, annual additional discretionary payments (ADPs), and the needed prioritization to hold the shortened timeline.

1. The City sets the following prioritization of unassigned General Fund balance:
a. Additional discretionary payments to CalPERS
a.b.Infrastructure investments
c. Emerging Health and Safety needs of the community

2. The City commits to ADPs to CalPERS and adding an annual inflator equal to increases in payroll whenever CalPERS reaches its discount rate or larger rates of return based on what is presented in the latest five-year forecast.

3. Whenever CalPERS does not reach its adopted discount rate, the City commits to first use any unassigned fund balance to counteract the investment loss CalPERS experienced. It will add the loss to the committed ADP as outlined above to safeguard the investment already made toward the early repayment of the UFL.

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Section 9. CAPITAL IMPROVEMENT PROGRAM MANAGEMENT
A. CIP Projects: $25,000 or More. Construction projects which cost $25,000 or more will be included in the CIP and are accounted for the in Capital Outlay Fund. Minor capital outlays of less than $25,000 will be included with the operating program budgets.

B. CIP Purpose. The purpose of the CIP is to systematically plan, schedule, and finance capital projects to ensure cost-effectiveness as well as conformance with established policies. The CIP is as five-year plan organized into the same functional groupings used for the operating programs. The CIP will reflect a balance between capital replacement projects that repair, replace, or enhance existing facilities, equipment or infrastructure; and capital facility projects that significantly expand or add to the City’s existing fixed assets.

C. CIP Project Type. Projects are categorized by type, including:

1. Asset Maintenance – Reoccurring and annual needs that maintain existing assets.

2. Asset Replacement – Periodically reoccurring and/or annual needs that replace existing assets with similar assets.

3. New Asset – Periodic needs to expand the number of assets that serve the community.

Asset maintenance projects and costs should be considered before recommending funding for projects to replace existing assets or construct new assets. Asset Maintenance projects are not ranked by the CIP Review Committee.

D. CIP Project, Project Manager. Every CIP project will have a “project manager” who will be responsible for managing the project scope, budget, and timeline. Project managers will be responsible for ensuring that prepare the project proposal, ensure that required phases are completed on schedule, authorizing authorize all project expenditures, ensure that required phases are completed on schedule, ensuringe that all regulations and laws are observed, regularly communicating with project proponents and other stakeholders, andand periodically reporting on project status. Project management will primarily be performed by staff in the Public Works Department, but staff from other departments may also manage projects.

E. CIP Review Committee. The CIP Review Committee provides governance of the CIP by evaluating and prioritizing capital projects based upon an established set of criteria to ensure alignment with Major City Goals, the General Plan, strategic growth objectives and needs for services provided within the City. The Assistant City Manager serves as Chair of the Committee and the Director of Public Works is Vice Chair; other members include: Deputy City Manager, Director of Community Development, Director of Finance, Director of Parks and Recreation, Director of Utilities, and a public safety department head (rotating between the Fire Chief and Police Chief). The CIP Administrative Manager, City Engineer and Principal Budget Analyst provide staff support to the Committee. The Committee is responsible for:

1. Assessing the City’s fiscal and staff capacity to deliver projects so that the recommended CIP represents what can realistically be accomplished; and

2. Recommending to the City Manager the projects and associated budgets that should be included in the biennial financial plan; and

3. Considering requests for new projects that may be requested outside of financial plan development to address emergent needs; and

4. Evaluating the re-prioritization of projects as needs and conditions change in order to ensure consistency with project evaluation criteria, ability to deliver projects, and City priorities.

Attachment F
C. Headed by the City Manager or designee, this Committee will review project proposals, determine project phasing, recommend project managers, review and evaluate the draft CIP budget document, and report CIP project progress on an ongoing basis.

F. Project Request Forms. The CIP Review Committee requires that departments submitting a request for a project to be funded in the Five-Year CIP cycle submit a Project Request Form (PRF) to formally document the project request. The PRF is intended to ensure that the Committee has necessary information to evaluate and prioritize projects for funding. In addition to completion of the PRF, the Committee may also request a presentation from the requesting department to gather additional information. The content of the PRF shall include, but not be limited to the following:

1. Proposed project title

2. Proponent (Client) department

3. Proposed managing department or division

4. Project function

5. Project type

6. City priority alignment

7. Project scope

8. Proposed project schedule/delivery

9. Estimated project budget and funding source(s) (if any) G. Creation of Projects. New projects shall only be considered during development of the biennial financial plan. Requests for projects outside of the financial plan development process will be considered only if they are intended to address an emergency need. Staff may create new projects as directed by the City Council at any point.

D.H. CIP Phases. The CIP will emphasize project planning, with projects progressing through at least two and up to ten of the following phases:

1. Designate. Appropriates funds based on projects designated for funding by the Council through adoption of the Financial Plan.

2. Study. Concept design, site selection, feasibility analysis, schematic design, environmental determination, property appraisals, scheduling, grant application, grant approval, specification preparation for equipment purchases.

3. Environmental Review. EIR preparation, other environmental studies.

4. Real Property Acquisitions. Property acquisition for projects, if necessary.

5. Site Preparation. Demolition, hazardous materials abatements, other pre‐construction work.

6. Design. Final design, plan and specification preparation and construction cost estimation.

7. Construction. Construction contracts.

8. Construction Management. Contract project management and inspection, soils and material tests, other support services during construction.

9. Equipment Acquisitions. Vehicles, heavy machinery, computers, office furnishings, other equipment items acquired and installed independently from construction contracts.

10. Debt Service. Installment payments of principal and interest for completed projects funded through debt financings. Expenditures for this project phase are included in the Debt Service section of the Financial Plan. Generally, it will become more difficult for a project to move from one

Attachment F
phase to the next. As such, more projects will be studied than will be designed, and more projects will be designed than will be constructed or purchased during the term of the CIP.

E.I. CIP Appropriation. The City’s annual CIP appropriation for study, design, acquisition and/or construction is based on the projects designated by the Council through adoption of the Financial Plan.

Adoption of the Financial Plan CIP appropriation does not automatically authorize funding for specific project phases. This authorization generally occurs only after the preceding project phase has been completed and approved by the Council and costs for the succeeding phases have been fully developed.

Accordingly, project appropriations are generally made when contracts are awarded. If project costs at the time of bid award are less than the budgeted amount, the balance will be unappropriated and returned to fund balance or allocated to another project. If project costs at the time of bid award are greater than budget amounts, five basic options are available:

1. Eliminate the project.

2. Defer the project for consideration to the next Financial Plan period.

3. Rescope or change the phasing of the project to meet the existing budget.

4. Transfer funding from another specified, lower priority project.

5. Appropriate additional resources as necessary from fund balance.

J. Cost of CIP Program Management and Project Delivery. The Capital budget shall reflect the projected cost of staff time within the Public Works Department spent on management of the CIP and delivery of projects budgeted in the Capital budget.

K. CIP Budget Carryover. Appropriations for CIP projects lapse three years after budget adoption. Projects which lapse from lack of project account appropriations may be resubmitted for inclusion in a subsequent CIP. Project accounts, which have been appropriated, will not lapse until completion of the project phase.

F.L. CIP Reporting. Staff shall publish reports on the progress of delivering the Capital Improvement Plan at least quarterly, as part of Quarterly Budget Reports provided to the City Council. These reports shall include a summary of project budgets, a status update on projects in progress, and a listing of projects completed within the quarter.

G. Program Objectives. Project phases will be listed as objectives in the program narratives of the programs, which manage the projects.

H.M. Public Art. CIP projects will be evaluated during the budget process and prior to each phase for conformance with the City's public art policy, which generally requires that 1% of eligible project construction costs be set aside for public art. Excluded from this requirement are underground projects, utility infrastructure projects, funding from outside agencies, and costs other than construction such as study, environmental review, design, site preparation, land acquisition and equipment purchases. It is generally preferred that public art be incorporated directly into the project, but this is not practical or desirable for all projects; in this case, an in‐lieu contribution to public art will be made. To ensure that funds are adequately budgeted for this purpose regardless of whether public art will be directly incorporated into the project, funds for public art will be identified separately in the CIP.

Attachment F
I.N. General Plan Consistency Review. The Planning Commission will review the Preliminary CIP for consistency with the General Plan and provide its findings to the Council prior to adoption.

J.O. Climate Action Plan Implementation. Council adopted Resolution No. 11159 (2020 Series) establishes a goal of community-wide carbon neutrality by 2035 and municipal operations carbon neutrality by 2030. The City’s Capital Improvement Program is a critical implementation tool, and every CIP will be evaluated for alignment with these climate goals. Examples of ways projects or project components can align the with goals include (but are not limited to):

1. Elimination or reduction of vehicle miles traveled (e.g., active transportation and transit improvements),

2. Elimination or reduction of fossil fueled appliances, vehicles, and equipment,

3. Reduced energy consumption (e.g., efficient mechanical equipment, efficient lighting, etc.)

4. Carbon storage through tree planting or landscape management, and

5. Solid waste/ green waste diversion
K. Diversity, Equity and Inclusion. In 2020 the City Council declared diversity, equity, and inclusion (DEI) as integral aspects of their City Mission and Meta Goal, ensuring that through policies, programs, and projects, San Luis Obispo will foster a community that is welcoming, equitable, safe and inclusive for all.

The City’s Capital Improvement Program is a critical component of achieving these goals by ensuring that capital projects are designed to be accessible, inclusive, and safe for diverse populations. Capital Improvement Projects can advance diversity, equity, through project design and accessibility, diverse representation in art components of projects, ensuring there are programs to subsize costs for lowincome communities to access the project, providing opportunities to diverse populations and stakeholders for community input, including DEI as a priority in RFPs or project scope, and ensuring the project does not disproportionately burden one community over another.

Attachment F
Section 10. CAPITAL FINANCING AND DEBT MANAGEMENT
Link to the City’s Capital Financing & Debt Management Policy

POLICY STATEMENT
The City of San Luis Obispo (City) will maintain, at all times, debt management policies that are fiscally prudent, consistent with State and Federal law, and reflective of the most opportune financing strategies to deliver on the needs and goals of the community and the City organization. The Debt Management Policy establishes objectives, parameters, and guidelines for responsibly issuing and administering the City’s debt. Prudent management of the City’s debt program is necessary to achieve cost-effective access to the capital markets and demonstrate a commitment to long-term financial planning and sustainability.

DEBT MANAGEMENT OBJECTIVES
The policy sets forth key objectives for the City in issuing and administering the City’s debt, which are to:
• Maintain the City’s sound financial position.
• Minimize debt service and issuance cost.
• Maintain access to cost-effective borrowing.
• Achieve and maintain highest reasonable credit rating. • Ensure full and timely repayment of debt.
• Maintain full and complete financial disclosure and reporting including voluntary disclosures. • Ensure compliance with State and Federal laws and regulations.

SCOPE
This policy establishes the framework for when the City of San Luis Obispo should consider issuing debt and the overall acceptable debt burden. Long-term debt is an effective way to finance capital improvements by matching the term of the debt with the useful life of the asset being financed. Properly managed debt provides flexibility in current and future operating budgets and provides the City with the long-term assets required to deliver services, programs, and public infrastructure to the community. The City recognizes that effective debt management practices require a comprehensive Debt Management Policy that details the use of capital debt to support the capital infrastructure in the community while maintaining a stable and prudent fiscal outlook.

Attachment F
Section 11. HUMAN RESOURCE MANAGEMENT
A. Regular Staffing

1. The budget will fully appropriate the resources needed for authorized regular staffing and will limit programs to the regular staffing authorized.

2. Regular employees will be the core work force and the preferred means of staffing ongoing, yearround program activities that should be performed by full-time City employees rather than independent contractors. The City will strive to provide competitive compensation and benefit schedules for its authorized regular work force. Each regular employee will:
a. Fill an authorized regular position.
b. Be assigned to an appropriate bargaining unit, unless designated as an unrepresented management or confidential classification.
c. Receive salary and benefits consistent with labor agreements or other compensation plans.

3. To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures:
a. The Council will authorize all regular positions.
b. The Human Resources Department will coordinate and approve the hiring of all regular and supplemental staff.
c. All requests for additional regular positions will include evaluations of:
• The necessity, term and expected results of the proposed activity. • Staffing and materials costs including salary, benefits, equipment, uniforms, clerical support and facilities.
• The ability of private industry to provide the proposed service. • Additional revenues or cost savings, which may be realized.

4. Periodically, and before any request for additional regular positions, programs will be evaluated to determine if they can be accomplished with fewer regular employees. (See Productivity Review Policy)

5. Staffing and contract service cost ceilings will limit total expenditures for regular employees, supplemental staff, and independent contractors hired to provide operating and maintenance services.

B. Supplemental Staff

1. The hiring of supplemental staff will not be used as an incremental method for expanding the City's regular work force.

Attachment F

2. Supplemental staff include all employees other than regular employees, elected officials and volunteers. Supplemental staff include seasonal or occasional employees, employees with irregular schedules, limited benefit employees, temporary employees, contract employees, CalPERS retired annuitants, and leased employees. Supplemental staff may work on a full-time or part-time basis and will generally augment regular City staffing. Supplemental staff may be used as extra-help during peak workloads, as coverage during extended absences of regular employees, seasonal workforce, as a means to assess ongoing staffing needs, or as the staffing method for program delivery that is most effectively staffed using part-time hours to ensure adequate coverage.

3. The City Manager and Department Heads will encourage the use of supplemental staff rather than regular employees to meet peak workload requirements, fill interim vacancies, and accomplish tasks where less than full-time, year-round staffing is required.

Under this guideline, supplemental staff hours will generally not exceed 50% of a regular, fulltime position (1,000 hours annually). There may be limited circumstances where the use of supplemental staff on an ongoing basis in excess of this target may be appropriate due to unique programming or staffing requirements. However, any such exceptions must be approved by the City Manager based on the review and recommendation of the Human Resources Director.

4. Contract employees are defined as supplemental staff with written contracts approved by Human Resources Director and City Attorney who may receive approved benefits. Contract employees will generally be used for medium-term (generally between six months and two years) projects, programs or activities requiring specialized or augmented levels of staffing for a specific period.

5. Leased employees are employed during short-term, peak workload assignments to be accomplished using personnel contracted through an outside employment agency (OEA). In this situation, it is anticipated that City staff will closely monitor the work of leased employees and minimal training will be required. However, they will always be considered the employees of the OEA and not the City. All placements through an OEA will be coordinated through the Human Resources Department and subject to the approval of the Human Resources Director.

The services of contract employees will be discontinued upon completion of the assigned project, program or activity. Accordingly, contract employees will not be used for services that are anticipated to be delivered on an ongoing basis and as such, a determination as to the expected need will be made at the end of each contract term and prior to extending or renewing a contract.

C. Overtime Management

1. Overtime should be used only when necessary and when other alternatives are not feasible or cost effective.

2. All overtime must be pre-authorized by a department head or delegate unless it is assumed preapproved by its nature. For example, overtime that results when an employee is assigned to standby and/or must respond to an emergency or complete an emergency response.

Attachment F

3. Departmental operating budgets should reflect anticipated annual overtime costs and departments will regularly monitor overtime use and expenditures.

4. When considering the addition of regular or temporary staffing, the use of overtime as an alternative will be considered. The department will take into account:
a. The duration that additional staff resources may be needed. b. The cost of overtime versus the cost of additional staff. c. The skills and abilities of current staff.
d. Training costs associated with hiring additional staff. e. The impact of overtime on existing staff.

D. Independent Contractors
Independent contractors are not City employees. They are used in construction of public works projects and delivery of operating, maintenance or specialized professional services not routinely performed by City employees. Such services will be provided without close supervision by City staff, and the required methods, skills and equipment will generally be determined and provided by the contractor. Contract awards will be guided by the City's purchasing policies and procedures. (See Contracting for Services Policy)

Attachment F
Section 12. CONTRACTING FOR SERVICES
A. General Policy Guidelines

1. Contracting with the private sector for the delivery of services provides the City with a significant opportunity for cost containment and productivity enhancements. As such, the City is committed to using private sector resources in delivering municipal services as a key element in our continuing efforts to provide cost-effective programs.

2. Private sector contracting approaches under this policy include construction projects, professional services, outside employment agencies and ongoing operating and maintenance services.

3. In evaluating the costs of private sector contracts compared with in-house performance of the service, indirect, direct, and contract administration costs of the City will be identified and considered.

4. Whenever private sector providers are available and can meet established service levels, they will be seriously considered as viable service delivery alternatives using the evaluation criteria outlined below.

5. For programs and activities currently provided by City employees, conversions to contract services will generally be made through attrition, reassignment or absorption by the contractor.

B. Evaluation Criteria
Within the general policy guidelines stated above, the cost-effectiveness of contract services in meeting established service levels will be determined on a case-by-case basis using the following criteria:

1. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable range of alternative service providers?

2. Can the contract be effectively and efficiently administered?

3. What are the consequences if the contractor fails to perform, and can the contract reasonably be written to compensate the City for any such damages?

4. Can a private sector contractor better respond to expansions, contractions or special requirements of the service?

5. Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully evaluated, as well as the contractor's performance after bid award?

6. Does the use of contract services provide us with an opportunity to redefine service levels?

7. Will the contract limit our ability to deliver emergency or other high priority services?

8. Overall, can the City successfully delegate the performance of the service but still retain accountability and responsibility for its delivery?

Attachment F
Section 13: Productivity
Ensuring the “delivery of service with value for cost” is one of the key concepts embodied in the City's Mission Statement (San Luis Obispo Style— Quality With Vision). To this end, the City will constantly monitor and review our methods of operation to ensure that services continue to be delivered in the most cost-effective manner possible.

This review process encompasses a wide range of productivity issues, including:

A. Analyzing systems and procedures to identify and remove unnecessary review requirements.

B. Evaluating the ability of new technologies and related capital investments to improve productivity.

C. Developing the skills and abilities of all City employees.

D. Developing and implementing appropriate methods of recognizing and rewarding exceptional employee performance.

E. Evaluating the ability of the private sector to perform the same level of service at a lower cost.

F. Periodic formal reviews of operations on a systematic, ongoing basis.

G. Maintaining a decentralized approach in managing the City's support service functions. Although some level of centralization is necessary for review and control purposes, decentralization supports productivity by:

1. Encouraging accountability by delegating responsibility to the lowest possible level.

2. Stimulating creativity, innovation and individual initiative.

3. Reducing the administrative costs of operation by eliminating unnecessary review procedures.

4. Improving the organization's ability to respond to changing needs and identify and implement cost-saving programs.

5. Assigning responsibility for effective operations and citizen responsiveness to the department.

H. Maintaining City purchasing policies and procedures that are as efficient and effective as possible.

ATTACHMENT G

LONG RANGE CAPITAL IMPROVEMENT

PLAN NEEDS
12/2/22

2 OVERVIEW
The Long-Range Capital Improvement Plan Needs provides a glimpse into the future improvement needs of the City as envisioned by the General Plan or other Council adopted plans. Many of our current infrastructure assets are not adequate to handle the needs of the future. Many streets must be built or widened, intersections improved, bicycle facilities added, water lines and sewer lines extended into new areas, and new parks must be built.

The Long-Range Capital Improvement Needs can serve as a guide for required future investments to support the General Plan as well as other Council approved policies, plans, and goals in place today. At the time of General Plan build out, the projects included in the Long-Range Capital Improvement Plan Needs would ideally be built and available for use by the community.

Annual maintenance needs for City infrastructure are shown below and represent the ideal annual investment.

Table 1: Annual Maintenance Needs
Asset Ideal Annual Funding
Traffic Management $ 310,000
Pavement Management $ 5,420,000
Curb, Gutter, Sidewalks $ 1,230,000
Flood Control $ 6,520,000
Sidewalk Ramps $ 720,000
Parks Play Equipment $ 190,000
Water Systems $ 3,820,000
Sewer Systems $ 3,450,000
Buildings $ 1,940,000
Bike Path Maintenance $ 130,000
Openspace Maintenance $ 190,000
Total $ 23,920,000
Annual maintenance needs of existing assets are an important consideration when considering the one-time implementation cost of long-range infrastructure expansions projects. While the Long-Range Capital Improvement Plan Needs focuses on the new facilities and infrastructure needed to support the City at build-out, the costs to maintain existing assets should also be considered. Ideally, these projects would be built as part of new development taking place in the City, but this may be unrealistic. The City may need to build some of these projects using grant funds, general funds, or some form of debt financing. There also may be opportunities in the future in which to leverage grant funding to build larger infrastructure maintenance projects to complement what new development provides.

By considering the Long-Range Capital Improvement Plan Needs in the context of the Financial Plan process, these projects provide an important starting place in assessing

3 which ones might be a high priority to consider in the next funding cycle. The list is a way for the Council to see the long-term infrastructure improvements that are needed and have an “order of magnitude” idea of how much it may cost to fully implement.

With this understanding, the Long-Range Capital Improvement Plan Needs is one of the pieces of information for the Council to consider in setting goals and priorities. This LongRange Capital Improvement Plan Needs is conceptual, and in most cases, the projects have not undergone detailed analysis, nor undergone the rigor of the public review process. They represent City staff’s best assessment of costs and scope based on what is known today but may undergo changes in scope or importance as new challenges and issues emerge over time. In short, this report focuses on presenting the "inventory" of improvements that may be needed at some time in the future, as a starting point in the goal-setting process.

A summary of estimated cost of the Long-Range Capital Improvement Plan Needs by function and anticipated funding source is as follows:

Table 2: LONG-TERM CIP SUMMARY BY FUNCTION AND FUNDING SOURCE

COMMUNITY & NEIGHBORHOOD LIVABILITY
General Capital Outlay $ 2,660,000
State or Federal Grant $ 2,810,000

COMMUNITY SAFETY
Debt Financing $ 63,960,000
General Capital Outlay $ 103,011,000
Impact Fee $ 2,882,000

CULTURE & RECREATION
General Capital Outlay $ 107,320,000
Impact Fee $ 26,824,000
Park In Lieu $ 6,353,000

ENVIRONMENTAL HEALTH & OPEN SPACE
General Capital Outlay $ 11,246,000
State or Federal Grant $ 9,225,000

FISCAL HEALTH & GOVERNANCE
General Capital Outlay $ 18,024,000

INFRASTRUCTURE & TRANSPORTATION
Airport Area Impact Fee $ 4,766,000
Debt Financing $ 136,161,000
Developer Contribution $ 37,915,000
General Capital Outlay $ 284,088,000
Parking Fund $ 11,870,000
Sewer Fund $ 159,900,000
State or Federal Grant $ 83,733,000
Transportation Impact Fee $ 97,181,000
Water Fund $ 95,325,000

4 Note: Costs included in Table 2 and Table 3 represent a 23% construction cost escalation from prior projections generated for the FY21/23 Financial Plan Budget Foundation in December 2020. Cost escalation is tracked by the California Department of General Services. Costs shown by funding source are approximate and subject to funding availability in future Financial Plan periods.

Existing city funding is available for a portion of the Annual Maintenance needs in the first chart. Those funds are primarily Local Revenue Measure, State Gas Tax, General Fund, and Water and Sewer funds. As shown in the second chart, funding sources for the LongRange needs as shown in the chart below include Impact Fees, Developer contributions, enterprise fund sources (Water, Sewer, Parking and Transit), grant funds, and General Fund.

A project listing of the Long-Range Capital Improvement Plan Needs by function and estimated project cost is as follows:

Table 3: LONG-RANGE CAPITAL IMPROVEMENT PLAN NEEDS
COMMUNITY & NEIGHBORHOOD LIVABILITY $5,470,000
Emerson Park Amenity Upgrades and Beautification $2,810,000 Mission Plaza Restroom and Kiosk Café $2,660,000
COMMUNITY SAFETY $169,854,000
Fire Station 1: Maintenance Building $3,444,000
Fire Station 1: Provide Additional Operational Area $4,622,000 Fire Station 2 Replacement $14,411,000
Fire Station 3 Replacement $22,814,000
Fire Station 4 Replacement $16,638,000
Fire Station 5: New Fire Station $15,466,000
Police Response Vehicles $491,000
Public Safety Center $66,728,000
Stormwater Resource Plan Implementation $1,993,000
Waterway Management Plan Implementation $23,247,000
CULTURE & RECREATION $137,281,000
Implementation of Parks Master Plan $50,883,000
Laguna Lake Golf Course Club House $5,758,000
Mitchell Park Senior Center Expansion and Renovation $1,355,000 New Park Amenities $465,000
Orcutt Area Neighborhood Parks $13,980,000
Parks and Recreation Administration Expansion and Renovation $8,339,000 Replacement of the Ludwick Community Center $29,820,000 Sinsheimer Stadium: Concession and Restroom Replacement $4,280,000 Swim Center Site and Deck Improvements $22,401,000
ENVIRONMENTAL HEALTH & OPEN SPACE $20,471,000
Buses to Trails Implementation $54,000
Electric Fleet Vehicle Charging Stations $380,000
Laguna Lake Dredging $9,028,000

5 Open Space Acquisition $11,009,000
FISCAL HEALTH & GOVERNANCE $14,503,000
Dog Park(s) $768,000
Implement Accessibility Improvements $2,480,000
Mission Plaza - Broad Street Dog-Leg Improvements $3,321,000 Mission Plaza - Primary Plaza Area Improvements $7,934,000 San Luis Creek Walkway Expansion $3,523,000
INFRASTRUCTURE & TRANSPORTATION $924,752,000
Bishop and Roundhouse Street Connection $16,236,000
Bob Jones Trail Connections: Marsh Street to Prado and Los Osos Valley Road to Southern City Limits $13,530,000
Boysen at Santa Rosa Street: Pedestrian and Class I Bike grade separate crossing $4,305,000
Broad at Tank Farm Intersection Improvements $1,845,000 Broad Street Bicycle Boulevard / Anholm Bikeway Including Broad St.

Ramp Closure & Bike/Ped Overpass $6,150,000
Broad Street Bike Path: Class I from Rockview to Damon Garcia Sports Fields $984,000
Broad Street Intersection Improvements $8,333,000
Broad/South/Santa Barbara streets Intersection Improvements $369,000 Bus Fleet Expansion: Bus Replacements with EV $18,696,000 California at Taft Roundabout $3,567,000
Cerro Romauldo Bike Path: Class I from Tassajara to Chorro Street $923,000 City Hall Annex Renovation $20,910,000
City Hall Renovation $24,874,000
Citywide Traffic Model Updates and Data Collection $1,173,000 Class II Bike Lane Installations $4,058,000
Class III Bike Lane Signage and Markings $502,000
Corporation Yard Work Area Rehabilitation $717,000
Creek Walk Expansion under Broad Street Bridge $7,672,000 Cultural Arts District Parking Structure $53,000,000
Downtown Bikeways & Bike Blvds $2,460,000
Downtown Lighting Installations $775,000
Downtown Multimodal Street Conversion (Type A) $65,383,000 Downtown Multimodal Street Conversion (Type B) $8,803,000 Downtown Multimodal Street Conversion (Type C) $7,248,000 Downtown Multimodal Street Conversion (woonerfs) $18,834,000 Downtown Sidewalk Installations $1,426,000
Ella Street Bike Boulevard $62,000
Extend Prado Road: Higuera Street to Broad Street $32,627,000 Fixilini & Flora Bike Boulevard $554,000
Higuera at Tank Farm: Intersection Improvements $2,460,000

6 Higuera Widening: High St to Marsh St $2,645,000
Higuera Widening: Madonna Rd to City Limits $6,642,000
Horizon Lane Extension South of Tank Farm $3,690,000
Implementation of IT Strategic Plan $20,910,000
Intersection Control Upgrades $24,600,000
Jennifer Street Bridge Morro St. Expansion $615,000
Laguna Lake Bikeways $8,088,000
Los Osos Valley Road Interchange Class I Bike Underpass $1,230,000 Marsh & Higuera 2-Way Conversion $4,637,000
Marsh at Higuera Intersection Improvements $6,301,000
Multimodal Street Conversion Studies $587,000
New Street Lights $1,186,000
Orcutt at Johnson Intersection Improvements $2,460,000
Orcutt Road Bridge over Railroad Tracks $24,600,000
Parking Meter Expansion $431,000
Pedestrian and Bicycle Bridge: Bullock to Industrial over Railroad Tracks $3,325,000
Pedestrian and Bicycle Bridge: Over Tank Farm along east side of railroad tracks $1,449,000
Pedestrian and Bike Bridge: Penny Lane over railroad tracks $65,000 Prado Road Bridge and Road Widening and Higuera Intersection Improvements $25,000,000
Prado Road Interchange $81,500,000
Property Acquisitions - Lots E/O Santa Rosa and Downtown $3,690,000 Railroad Safety Trail: Class I Bike Path from Cal Poly to Southern City Limits $14,760,000
Railroad Safety Trail: Pepper Street to the Train Station $216,000 Santa Fe Bike Path: Class I Bike Path from Buckley to Tank Farm $3,521,000 Santa Fe Road Connection: Tank Farm to Prado Road $1,328,000 Sewer Collections Master Plan Implementation $43,050,000 Sewer Treatment and Reclamation Master Plan Implementation $116,850,000 South Broad Street Medians $3,331,000
Tank Farm Creek Bike Path: Class I Bike Path from Buckley to Tank Farm $2,214,000
Tank Farm Road Widening: Horizon to Santa Fe $27,060,000 Transit Center $7,906,000
Upgrade of Pedestrian and Bike Crossing Controls $2,938,000 Upgrade Parking Meters: Coin Meter to Credit Card Capable $369,000 Vachell Lane Bike Path: Class II Lanes on Vachell from Buckley to South Higuera Street $800,000
Water Distributions Master Plan Implementation $61,500,000 Water Reuse Master Plan Implementation $3,075,000
Water Treatment Plant Master Plan Implementation $30,750,000

7 West Side of 101 Bike Path: Class I Bike Path from Broad to Marsh Street $2,460,000
Total $1,266,861,000
Note: Costs included in Table 2 and Table 3 represent a 23% construction cost escalation from prior projections generated for the FY21/23 Financial Plan Budget Foundation in December 2020. Cost escalation is tracked by the California Department of General Services.

City of San Luis Obispo, Council Memorandum Council Agenda Correspondence DATE: January 11, 2023
TO: Mayor and Council
FROM: Emily Jackson, Finance Director
VIA: Derek Johnson, City Manager
SUBJECT: ITEM 6b - 2023-25 FINANCIAL PLAN PROCESS, ECONOMIC OUTLOOK,

BUDGET POLICIES, AND CAPITAL IMPROVEMENT PLAN REVIEW
The purpose of the memorandum is to make two corrections to sections of the report for Item 6b.

First, the date that Council candidate feedback is due (Packet page 51). The date should read Wednesday, February 8, 2023.

Existing Paragraph:

Council Pre-Work
Based on all the feedback and input received, Council Members will be asked to prepare and submit up to seven candidate goals by 9:00 a.m. on Wednesday, February 7, 2023, for consideration during the February 11, 2023, Goal Setting Workshop.

Corrected Paragraph:

Council Pre-Work
Based on all the feedback and input received, Council Members will be asked to prepare and submit up to seven candidate goals by 9:00 a.m. on Wednesday, February 8, 2023, for consideration during the February 11, 2023, Goal Setting Workshop.

Second, advisory body goals for the Human Relations Commission (HRC) were inadvertently not included in the original report. The HRC considered this item at their November 2, 2022, meeting and the approved goals are included below.

Housing
Continue to implement the Housing Element, facilitate affordable, supportive, and transitional housing options; promote creative land use and density opportunities, and modify City fees and processes to increase housing production.

2023-25 Financial Plan Process Page 2
Tasks and funding priorities should focus on:
a. Promote smaller, efficiency units, and adjust development fees accordingly;
b. Continue to prioritize Community Development Block Grant CDBG) funding for production and rehabilitation of affordable housing; c. Promote and ensure fair housing practices and policies within the City; d. Explore and promote resources to assist with landlord & tenant issues; e. Explore and promote activities to enhance community-building within existing neighborhoods.

Homeless Prevention and Advocacy
Continue to support and advocate for a long-term, proactive, sustainable programs that addresses homelessness and focuses on transitioning children, families, and individuals out of homelessness into permanent housing.

Tasks and funding priorities should focus on:
a. Increase the Grants-in-Aid Budget and General Fund support to allow greater financial assistance to non-profits in the community who serve these less fortunate;
b. Continue efforts to prevent homelessness and support vulnerable, unhoused individuals with dignity and respect;
c. Continue to work with the City’s Police Advisory Council (PAC) team; d. Work with the County of San Luis Obispo to expand mental health and addiction resources and mobile crisis response.

Diversity, Equity, and Inclusion
Identify and implement policies and procedures to encourage greater social and economic diversity in the City.

Tasks and funding priorities should focus on:
a. Support the DEI High Impact Grant Program and continue to advocate for advancements in City Programs that embed diversity, equity, and inclusion;
b. Explore partnerships with stakeholder groups, including but not limited to, the Diversity Coalition of SLO County, RACE Matters, GALA Pride & Diversity Center, Latino Outreach Council, and various student groups to listen and learn about opportunities to increase diversity and inclusion; c. Increase commissioner community engagement and involvement to educate and inform City residents about the role of the HRC; d. Promote the city’s diversity and inclusion efforts through a collaboration with the City’s Office of DEI and City Communication team; e. Promote language access by translating/providing informational documents in other languages to be available on City website; f. Enhance public engagement and participation by increasing promotional awareness campaigns for City engagement opportunities.

City of San Luis Obispo, Council Memorandum Council Agenda Correspondence DATE: January 11, 2023
TO: Mayor and Council
FROM: Emily Jackson, Finance Director
VIA: Derek Johnson, City Manager
SUBJECT: ITEM 6b - 2023-25 FINANCIAL PLAN PROCESS, ECONOMIC OUTLOOK,

BUDGET POLICIES, AND CAPITAL IMPROVEMENT PLAN REVIEW
The purpose of the memorandum is to make two corrections to sections of the report for Item 6b.

First, the date that Council candidate feedback is due (Packet page 51). The date should read Wednesday, February 8, 2023.

Existing Paragraph:

Council Pre-Work
Based on all the feedback and input received, Council Members will be asked to prepare and submit up to seven candidate goals by 9:00 a.m. on Wednesday, February 7, 2023, for consideration during the February 11, 2023, Goal Setting Workshop.

Corrected Paragraph:

Council Pre-Work
Based on all the feedback and input received, Council Members will be asked to prepare and submit up to seven candidate goals by 9:00 a.m. on Wednesday, February 8, 2023, for consideration during the February 11, 2023, Goal Setting Workshop.

Second, advisory body goals for the Human Relations Commission (HRC) were inadvertently not included in the original report. The HRC considered this item at their November 2, 2022, meeting and the approved goals are included below.

Housing
Continue to implement the Housing Element, facilitate affordable, supportive, and transitional housing options; promote creative land use and density opportunities, and modify City fees and processes to increase housing production.

2023-25 Financial Plan Process Page 2
Tasks and funding priorities should focus on:
a. Promote smaller, efficiency units, and adjust development fees accordingly;
b. Continue to prioritize Community Development Block Grant CDBG) funding for production and rehabilitation of affordable housing; c. Promote and ensure fair housing practices and policies within the City; d. Explore and promote resources to assist with landlord & tenant issues; e. Explore and promote activities to enhance community-building within existing neighborhoods.

Homeless Prevention and Advocacy
Continue to support and advocate for a long-term, proactive, sustainable programs that addresses homelessness and focuses on transitioning children, families, and individuals out of homelessness into permanent housing.

Tasks and funding priorities should focus on:
a. Increase the Grants-in-Aid Budget and General Fund support to allow greater financial assistance to non-profits in the community who serve these less fortunate;
b. Continue efforts to prevent homelessness and support vulnerable, unhoused individuals with dignity and respect;
c. Continue to work with the City’s Police Advisory Council (PAC) team; d. Work with the County of San Luis Obispo to expand mental health and addiction resources and mobile crisis response.

Diversity, Equity, and Inclusion
Identify and implement policies and procedures to encourage greater social and economic diversity in the City.

Tasks and funding priorities should focus on:
a. Support the DEI High Impact Grant Program and continue to advocate for advancements in City Programs that embed diversity, equity, and inclusion;
b. Explore partnerships with stakeholder groups, including but not limited to, the Diversity Coalition of SLO County, RACE Matters, GALA Pride & Diversity Center, Latino Outreach Council, and various student groups to listen and learn about opportunities to increase diversity and inclusion; c. Increase commissioner community engagement and involvement to educate and inform City residents about the role of the HRC; d. Promote the city’s diversity and inclusion efforts through a collaboration with the City’s Office of DEI and City Communication team; e. Promote language access by translating/providing informational documents in other languages to be available on City website; f. Enhance public engagement and participation by increasing promotional awareness campaigns for City engagement opportunities.

Item 5a
Department: Public Works
Cost Center: 5004
For Agenda of: 1/12/2023
Placement: Study Session
Estimated Time: 60 Minutes
FROM: Matt Horn, Public Works Director
Prepared By: Greg Cruce, Deputy Director – Maintenance Operations SUBJECT: URBAN FORESTRY PROGRAM STUDY SESSION

RECOMMENDATION

1. Receive a presentation on the current state of the Urban Forestry Services Program; and

2. Provide comments and direction to staff to guide the final Community Forest Plan and implementation of a work plan in the 2023-25 Financial Plan and beyond.

POLICY CONTEXT
During the 2021-23 budget setting process, the City Council set four Major City Goals, which included the goal of Climate Action, Open Space & Sustainable Transportation.

The Urban Forestry Services Program is instrumental in achieving this goal through the proper management and growth of the City’s urban forest.

REPORT-IN-BRIEF
In 2001, the Public Works Department embarked on a series of assessments with a goal of improving the City’s Urban Forest Services (UFS) Program. Through these assessments, it was clear the community’s vision of the ideal urban forest is one where streets are planted with appropriate trees at the appropriate spacing. The urban forest features species and age diversification that aligns with best practices. Tree maintenance is provided at the appropriate interval to reduce failures. When trees fail or need to be removed, the goal is to replace with the appropriate tree in the appropriate location.

Infrastructure is appropriate to support the adjacent trees. Parks are lined with trees in the correct locations that allow for shade, relaxation, and recreation activities. Open spaces are planted and maintained with numerous trees providing enhanced habitat and ecosystem functions. The tree canopy is increased and meets community priorities. Development occurs and when it does, trees are considered, and impacts mitigated.

The purpose of this study session is to invite comments, questions, and general input on the Urban Forest Services Program as it relates to the various assessments and as staff finalize the Community Forest Plan and prepare the 2023-25 Financial Plan.

Item 5a
Consistent with the Climate Action, Open Space & Sustainable Transportation Major City Goal, the City has completed multiple assessments to guide the future management of the City’s Urban Forest Services Program. Included with this report are four technical studies that provide a foundation for this study session on the City’s urban forest. Studies are as follows:

1. Attachment A is an assessment of the Urban Forest Services (UFS) Program’s organizational structure. The report was prepared by Davey Resource Group and includes an analysis of the staffing structure and provides recommendations which are included in this report.

2. Attachment B is a Tree Inventory Overview Report prepared by West Cost Arborist and is an inventory of the trees managed the UFS Program.

3. Attachment C is the Community Forest Plan which was prepared by a Cal Poly graduate student and provides a high-level overview of the complete urban forest and provides recommendations to meet the City’s climate action and climate adaptation goals. This academic report serves as the basis of the forthcoming Community Forest Plan which is currently planned to be presented to Council in March 2023.

4. Attachment D is a Maintenance Work Plan which provides an ideal pruning and planting plan for the assets that makeup the City’s urban forest. This report includes specific maintenance cycles for different types of trees in the urban forest as some species of trees require different maintenance needs.

This report provides an overview of the Urban Forest Services Program, completed assessments, and proposed future resources to increase the level of attention to the urban forest that is in alignment with community expectations. At this Study Session, Council will receive a summary presentation and likely hear public input from the community and provide feedback that will guide the growth of the City’s Urban Forest Services Program and provide strategies to strengthen the City’s urban forest. This feedback will be used to guide staff resource requests in the upcoming 2023-25 Financial Plan. To facilitate Council and Community feedback, below are a series of questions that can be used to guide the discussion.

1. Is Council supportive of the Climate Action Plan’s vision for the majority of new “10 Tall” tree plantings primarily occurring in City Open Space?

2. Is Council supportive of a tree give-away or grant program for City residents to plant trees on their property, which may be used to help achieve the 10 Tall initiative?

3. Is Council supportive of a bifurcated Urban Forest Services work program across multiple City Departments?

4. What is Council’s preferred direction on continuing the Commemorative Grove Tree Program?

5. What size program does the Council feel is appropriate?

6. Recommendations of program phasing – align with full implementation by 2035 or provide a quicker increase based upon available resources?

7. Would Council like a work program item to further evaluate the Tree Ordinance as it relates to the compensatory planting pursuant to tree removals after input and guidance from the development community and Tree Committee?

Item 5a

DISCUSSION
Background
The City’s urban forest is a living and dynamic resource that offers many environmental, social, place making, and economic benefits. Increasing the number of trees within the City’s urban forest will be critical in combating climate change, which aligns with the City’s 2021-23 Major City Goal of Climate Action, Open Space & Sustainable Transportation.

This will be accomplished by integrating best practices for urban forestry throughout the community and landscape in order to accrue the multiple benefits that trees provide, including shading and cooling, beautification, habitat, stormwater retention, and carbon sequestration. Properly maintaining the current inventory of trees and planting additional trees to grow the living canopy is a best management practice.

Most urban forests, including the City’s urban forest, are especially vulnerable to climate change including drought and destructive pests or disease. Some strategies to reduce the impacts of climate change on the City’s urban forest include:

1. Enhance taxonomic, functional, and structural diversity.

2. Alter urban ecosystems toward new and expected climate conditions.

3. Maintain or increase extent of urban forests and vegetative cover.

4. Sustain or restore fundamental ecological functions of urban ecosystems.

5. Reduce the impact of physical and biological stressors on urban forests.

Leveraging the City’s urban forest to mitigate impacts of climate change can provide the following benefits:

1. Activate social systems (people) for equitable climate adaptation, urban forest, and human health outcomes.

2. Reduce the impact of human health threats and stressors using urban trees and forests.

3. Promote mental and social health in response to climate change.

4. Promote human health co-benefits in nature-based climate adaptation.

The City’s urban forest is comprised of both private and public trees in public rights-ofway (streets), parks, City facilities, in creek areas, open spaces and private property. The main focus of this report and study session is targeted at public rights-of-way, parks, and City facilities.

Urban Forest Services Program
The City’s Urban Forest Services Program (UFS) in the Public Works Department is responsible for the urban forest that is located within City’s public rights-of-way, parks, and facilities. Trees located within riparian areas and open space are managed by Parks and Recreation Department’s Ranger Services Program with oversight and guidance provided by the Administration Department’s Office of Sustainability and Natural Resources.

Item 5a
UFS urban forest responsibility include the planting and maintenance of trees within the previously mentioned areas as well as code enforcement responsibilities for adjacent properties, review of private development projects, administration of the City’s Tree Regulations that are in the Municipal Code Chapter 12.24, as well as staffing the Tree Committee, the City’s advisory body related to urban forest issues. Specifically, UFS is the lead program for:
 Proactive & Responsive Maintenance
 Community Education & Outreach
 Tree Plantings
 Staffing of the Tree Committee
 Community Partner Liaison
 Tree Removal Applications
 Municipal Code Enforcement
 Heritage Tree Program
 Development Review
 Pest Management
Historically, the program was
staffed by a City Arborist/Urban
Forest Supervisor, three Urban
Foresters, and at times, part
time staff to assist with
maintenance and development
review pertaining to tree
removals and plantings. In
2020, the program lost 75% of
its regular staffing to
retirements and long-term
injuries. Prior to this, in 2017,
the program became impacted
with field staff injuries which
drastically reduced the level of
maintenance performed and
resulted in a growing backlog of
maintenance needs. Due to prolonged injuries and other challenges within the program, this created an ideal time to evaluate the program’s managed assets, workload and organization. During this time an updated tree inventory has been completed as well as a program and organizational assessment. While this assessment work was underway maintenance was completed using a pruning contractor.

Tree Inventory
The City recently assessed and updated
the inventory information of public trees
located within City’s public rights-of-way,
parks, and facilities. The update inventoried
approximately 13,000 trees and identified
locations where trees previously were
located (tree stumps as well as vacant
planting sites).

Item 5a
The City obviously has many more trees located in creeks, open spaces, and private property; however, the trees inventoried are within the “urban” environment and have an increased liability and thus require a higher level of maintenance and documentation.

During the assessment, the trees species, size, health, and other factors such as utility line conflicts or tree caused infrastructure damage were captured. This updated data has given UFS a clear understanding of the needs of the urban forest it manages. UFS recognizes the importance of consistent documentation for future maintenance and inspections as identified on page 7 of Attachment A
Tree Maintenance
The UFS has historically used contract services for larger pruning jobs. Due to a growing backlog of tree maintenance needs, in 2019 the contract service budget was increased from $50,000 to $225,000 on an on-going basis. This on-going contractor-based funding has worked well to complete additional maintenance work. Due to the increased funding being directed to a contractor, a new Request for Proposals was released, and the City selected West Coast Arborist (WCA) as the successful contractor. WCA specializes in municipal tree care and is an industry leader in urban forest management. Due to the successful results of this directed funding, contract funding was again augmented using available one-time funding to $450,000 annually in 2021 through the end of the 2021-23 Financial Plan.

Item 5a
Since transitioning to contracted area pruning in 2021, four of the City’s nine Pavement Management Zones and hundreds of service request have been completed. Through this process, it has become evident that utilizing contract services for proactive street tree pruning and tree planting projects is efficient and effective and a force multiplier for the City. It has also become evident that responsive maintenance or service requests and young tree care, is more efficient and cost effective when completed by staff. Historically, the UFS Program responds to approximately 400 service requests annually for limbs down and minor pruning related to safety or tree health concerns. Utilizing contract services for area pruning and an in-house crew for emergency response, service request, young tree care, and watering is a recommendation on page 27 of Attachment A.

Tree Plantings
Tree Plantings by the UFS Program have traditionally occurred in an ad hoc fashion by staff leveraging Arbor Day Celebrations and neighborhood planting events to facilitate this need. As identified in the Climate Action Plan, Pillar 6: Natural Solutions- the City has undertaken an ambitious tree planting campaign of planting 10,000 new trees by 2035. It is anticipated that the majority of the 10,000 trees proposed for planting by 2035 will be San Luis Obispo native species that will be planted in City open space areas and riparian corridors, although it is intended that streets, parks, schoolyards, private property, and other locations will also receive plantings. 10 Tall remains a priority area of focus for the City’s Climate Action Plan (CAP) 2022 Update.

A preliminary, estimated division of planting responsibilities is shown below:
10 Tall: Initiative to Plant 10,000 Trees by 2035 Number of Trees to be Planted City of San Luis Obispo Tree Plantings
- Streets, Parks, Right-of-Way 1,000
- Creeks, Open Space 2,000
Engineering Standards for New Development 3,000
Volunteers and External Partners1 1,500
Community Members planting on private property
using complimentary trees
1,500
Trees planted to date since 2020 CAP
(approximate)
1,000
Total 10,000
The City is fortunate to have several community partners and volunteer networks, and has benefited from over 400 tree plantings within the City since 2020. ECOSLO is a nonprofit organization who operates through community donations, grants, and service contracts such as the City’s “Keys for Trees” program. Their Urban Tree Program connects the community with tree planting and ongoing care in the urban environment of the City of SLO. The Rotary de Tolosa service club has also been an active participant in tree planting activities and remains committed to ongoing involvement. Cal Poly students and faculty have been actively preparing a website that supports the 10 Tall initiatives, which will be demonstrated for City Council and the Community at the Study

1 Trees to be planted in public right-of-way and open space by volunteers and external partners.

Item 5a
Session.

With all tree plantings, the “Right Tree, Right Place2” concept is imperative. The City’s Engineering Standards contain approved a Street Tree List for trees planted within the public right-of-way. With the assistance of Cal Poly, these standards are in the process of being updated, which will include a revised list of approved trees. The updated list will contain species that are adaptive to the warmer climates with the least impacts to infrastructure.

Tree plantings within the public right-of-way, and especially in the downtown area have historically been challenging, due to the infrastructure damage caused as trees mature.

The primary species, Ficus microcarpa ‘Nitida has caused millions of dollars in damage and while beloved by some is a primary example that tree selection is critical. Roots of mature trees can and often do affect sidewalks, curb and gutter, and underground utilities, all which create a significant liability for the City. On average, the City receives 9.5 claims annually for trip and falls, with a majority of these incidents involving tree related infrastructure damage. A comprehensive tree replacement plan for trees within high traffic right-of-way areas will help manage the long-term negative infrastructure impacts. This will require the proactive and selective removal of mature species to mitigate damage.

Newly planted trees require a greater initial amount of care over mature trees. This increased care is required for a minimum of the first three years, and sometimes longer.

For optimal long-term health, young tree care requires annual structural pruning and weekly watering when located within the public right-of-way or in an area without irrigation. Historically, the City has had one Urban Forester primarily assigned to young tree care and watering. During the assessment period over the last 18 months, the City has explored utilizing contract services for this work and found it to be cost prohibitive and not in the best interest of the urban forest. Climate change and prolonged drought periods have exacerbated this issue. The UFS Program is in alignment with the tree planting recommendations on page 32 and 35 of Attachment A.

Commemorative Grove Program
The City has a Commemorative Grove Program in and around Laguna Lake Park area.

What started out as nine trees in 1989, has grown to over 400 trees today. These trees have been planted by the City at the request of community members and special interest groups who wish to commemorate a special event or person in their lives or significant events in the lives of the people of San Luis Obispo. Due to current staffing levels, the Commemorative Grove Program has been placed on hold. When active, the current fee to plant a commemorative grove tree is $410.00. Some of the current challenges with this program is the fee paid by community members does not cover the cost of the planting, maintenance and watering until tree becomes established, as well as potential conflict with the future expansion of amenities at Laguna Lake Park3. As identified on page 32 of Attachment A, the location of the Commemorative Grove will be discussed

2 The City has planted many “wrong” trees and/or in the “wrong” place and thus a disproportionate amount of funding is spent on trimming, removal, infrastructure repair, etc. 3 The City collected over $3 million dollars is park fees from the San Luis Ranch development to mitigate for needed active park amenities.

Item 5a
with the community as part of the Laguna Lake Park Strategic Plan.

Tree Removals
Tree Removals within the City are regulated by section 12.24.090 of the Municipal Code and are separated by Construction and Non-Construction removals. In 2019, the tree ordinance was amended to allow for a more objective criteria when reviewing tree removal applications. The former tree ordinance included highly subjective standards for Non-Construction removals that proved challenging in guiding and clearly defining the rationale behind tree removal decisions. The standards the Tree Committee could use to either approve or deny the removal of a tree were:
a. The Tree is causing undue to the property owner. Normal routine maintenance does not constitute a hardship, i.e., cleaning of gutters, leaf raking, pruning or root intrusion into a failed sewer lateral.
b. Removing the tree promotes good arboriculture practice; or c. Removing the tree will not harm the character or environment of the surrounding neighborhood
To make this section of ordinance less subjective, section 12.24.090 was revised to allow removal for the following reasons, if approved by the applicable decision maker, which is also identified in the ordinance.
a. The tree is an imminent hazard to life or property, and removing it is the only feasible way to eliminate the hazard.
b. The tree is dead or dying or diseased or damaged beyond reclamation. c. The tree’s roots are causing severe damage to public or private property, and removing the tree is the only feasible way to eliminate the damage. d. The tree is affected by structural defects and/or deficiencies that will limit lifespan. e. The tree is densely clustered amongst other trees and the requested tree removal promotes good arboricultural practice.
f. The tree is obstructing vision, access, or mobility of public traffic. g. The requested tree removal is necessary to alleviate a demonstrated and ongoing maintenance burden for the property owner exceeding routine tree maintenance.

The ordinance was also revised to improve the process for Construction related removals.

One of the focal points of concerns for tree removals regarding development, was the scope and timing of the Tree Committee’s involvement where tree(s) are a component of a project. Formerly, the Tree Committee would only consider such removals if the City Arborist recommended denial of the tree removal request. If the Tree Committee concurred with the City Arborist’s recommendation to deny the application, the application would then need to be heard by the City Council. The former process would often cause confusion and place unnecessary burden on the applicant, staff, Tree Committee, and City Council.

Another driving factor in the 2019 ordinance revision was the implementation of the Housing Crisis Act (HCA). The HCA indicates that if a proposed housing development project complies with the applicable general plan and zoning standards in effect at the time the application is deemed complete, the City shall not conduct more than five hearings, including any appeals of determinations made at these hearings, in connection

Item 5a
with the approval or disapproval of the housing development project.

The ordinance update pertaining to development was intended to provide the Tree Committee with an opportunity to review development projects early in the review process and provide recommendations on tree removal and compensatory planting needs prior to final development approval. Currently, if the Construction related tree removal is heard by the Tree Committee, the project is reviewed for consistency with the Tree Ordinance and a recommendation is made to the decision maker, which is dictated by the development project designation.

Council input is specifically requested regarding compensatory planting requirements for tree removal. Currently, if a tree is approved for removal, that tree is required to be replaced at a minimum with one new tree if planted on the project site and two new trees if planted off-site. Council could direct staff to strengthen this requirement related to development projects and thereby encouraging the Tree Committee and the development community to plant a higher ratio, but it should be noted that each and every tree regardless of age and size is regulated on a parcel being developed and subject to compensatory planting.

Item 5a
The Tree Committee can recommend a higher ratio of compensatory plantings to the decision maker since the compensatory planting requirement is a minimum and not a maximum requirement. This information was recently discussed with the Tree Committee, and they now have a better understanding of their role and ability to guide future development projects to benefit the urban forest.

While staff’s recommendation is to work with the Tree Committee to better understand their role in the development process and allow the Tree Committee to size compensatory planting requirements on a project-by-project basis to ensure developments impacts on the urban forest are correctly addressed; Council could direct staff to develop new compensatory planting ratios for development projects. If Council chooses to develop a more prescribed table for compensatory plantings related to development, Council may also want to reconsider the Tree Committee’s role in development projects and whether using one of the available five advisory committee meetings for development projects is the best use of advisory body input to shape development projects. For Council’s consideration below is a table which compares the City of San Luis Obispo’s compensatory planting requirements with the cities of Santa Barbara and Monterey.

Compensatory Planting Requirements for Development
SLO Santa
Barbara Monterey
Onsite Plantings 1:1 1:14 3:1
Offsite Plantings 2:1 1:1 3:1
Urban Forest Partners
As noted, currently the urban forest is managed by the UFS Program in the Public Works Department, the Office of Sustainability and Natural Resources in the Administration Department, the Community Development Department, and the Parks and Recreation Department. Recommendations of changes to the current program structured were offered within the Organizational Assessment. City staff has discussed different structures that would create efficiencies and better align duties with the applicable department. If the City chooses to further bifurcate the UFS Program across departments, an Urban Forest Team will be vital to the future success of the program. These recommendations can be found on page 68 of Attachment A.

The City is very fortunate to have so many external community partners within the region such as ECOSLO, Cal Poly, Downtown SLO, and PG&E. Increased coordination between these entities and others will be necessary in meeting long term urban forest goals. One of the recommendations within the Organizational Assessment is currently in progress, which is the creation of a Volunteer Coordinator within the Parks and Recreation Department. The Volunteer Coordinator position is an exciting development that is expected to assist with the coordination and management of community partnerships and events like Arbor Day and neighborhood plantings. Recommendations for strengthening of external partnerships can be found in pages 61 - 64 of Attachment A.

4 Oak Tree removals require a 3:1 compensatory replanting

Item 5a
Existing UF Org Structure Proposed UF Org Structure
Community Forest Plan
The Community Forest Plan (CFP) included in Attachment C of this report is currently in draft form and will be presented to Council later this year. The Plan’s goals and objectives, as presently envisioned, are provided below. These concepts were aggregated from 11 stakeholder interviews conducted specifically for this project, along with extensive review of academic literature and other cities’ urban forest management plans. The goals of the CFP include:

1. Maintain and expand San Luis Obispo’s urban forest in order to maximize environmental, social, and economic benefits for all, while minimizing undesirable conditions.

2. Emphasize the planting and care of climate-ready trees in locations where they will have the greatest chances of success in environmental conditions that are rapidly becoming more challenging.

3. Foster a spirit of collaboration between and within City departments that are involved in urban forest management, as well as between the City and other local stakeholders including community groups, non-profit organizations, utilities, other cities, Cal Poly, other State agencies.

4. Educate and seek the involvement of City residents and visitors, including historically marginalized groups, in order to obtain their buy-in and support for a thriving urban forest.

Each objective in the CFP contains from one to a dozen implementation actions. Below is a table that links objectives to goals as indicated in the CFP.

Item 5a
Community Forest Plan Overview
Plan Objective Goal
Objective 1.1: Design/Implement Program; Accrue and Analyze Data 1,3,4 Objective 1.2: Strengthen Maintenance Practices; Clear Backlog 1 Objective 1.3: Increase New Plantings/Implement 10 Tall Initiative 1 Objective 1.4a: Focus on Sustainability: Climate Resilience 1,2,4 Objective 1.4b: Focus on Sustainability: Lifecycle Perspective 1,2,3,4 Objective 1.4c: Focus on Sustainability: Soil Enhancement and Stormwater
1 Objective 1.4d: Focus on Sustainability: Safety 1
Objective 1.4e: Focus on Sustainability: Water Conservation 3 Objective 1.5: Address Issues Unique to Downtown 1,2,3,4 Objective 1.6: Increase Outreach to Officials and the Public 3,4 Objective 1.7: Focus on Equity 1,2,3,4
Previous Council or Advisory Body Action
The San Luis Obispo City Council adopted the 2020 Climate Action Plan for Community Recovery (2020 CAP) in August 2020. The 2020 CAP, under Pillar 6: Natural Solutions, calls for a contemporary, holistic approach to urban forestry that includes an updated urban tree inventory, a database and tracking system accessible to the City’s urban forest partners, creation of a Community Forest Master Plan, and a goal to plant 10,000 trees by 2035. Based on these objectives, in February 2021 the City Council identified a strengthened and expanded urban forest as a Major City Goal for the 2021-2023 Financial Plan.

PUBLIC ENGAGEMENT
During the Organizational Assessment Study conducted by Davey Resource Group, an online survey was conducted for community members to answer questions and provide feedback regarding the City’s UFS Program. The online survey was linked to the City’s website, and participation was encouraged through a press release, social media advertisements, Tree Committee and City Council meetings, and signage throughout the City’s parks and open space trailheads. The survey was very successful with 644 community member responses, the second highest of any urban forest assessment completed by Davey Resource Group. The survey included 9 questions about community members’ views on tree benefits, education, and outreach, UFS operations, and preferences for future plantings. The survey offered participants to expand on their answers and provided space for thoughts and suggestions at the end. The survey is estimated to take approximately 10 minutes to complete which represents approximately 100 hours of stakeholder input from the survey alone. The complete survey and results are available in Appendix E (page 118) in Attachment A.

Item 5a
In addition to the online survey, Davey Resource Group interviewed a group of stakeholders, which included City staff, Council and Tree Committee members, community partners, and Cal Poly faculty. To prepare for the Climate Action Plan 2023- 27 Work Program, a series of technical stakeholder meetings were held over the summer of 2022 that focused, in part, on the urban forest and tree planting in creeks and open space areas. Lastly, department staff has been discussing the different assessments with the Tree Committee over the past 18 months, and most recently on December 5, 2022.

CONCURRENCE
Over the past 18 months, the Public Works Department has worked internally with Community Development, Parks and Recreation, and the Office of Sustainability & Natural Resources on the reorganization and improvement of the UFS Program. Staff within these departments concur with the proposed direction of the program to gain efficiencies and better serve the community. As mentioned in the Public Outreach section, staff has consulted with the Tree Committee during the transition period and incorporated their feedback into the existing work plan.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Section 15378. As a study session, this item is informational only and is not binding on future actions.

FISCAL IMPACT
Budgeted: No Budget Year: 2022-23
Funding Identified: No
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ N/A $ - $ - $ -
State $ - $ - $ - $ -
Federal $ - $ - $ - $ -
Fees $ - $ - $ - $ -
Other: $ - $ - $ - $ -
Total $ N/A $ - $ - $ -

Item 5a
This study session itself does not have any direct fiscal impacts. Below are historical funding levels for the UFS Program, as well as a list of options for program component funding that have been recommended for future operations with the associated costing.

While the historic funding level has marginally decreased from the peak funding provided in the 2019-20 fiscal year, accomplished maintenance work has dramatically increased in the 2022-23 Fiscal Year due to funding augmentation, contract management approach, and selected vendor providing services.

Historical Urban Forest Funding
2018-19 2019-20* 2020-21* 2021-22* 2022-23*
$755k $1.1M $1.1M $1,070,741 $906,814
*One-time funding increase to facilitate additional contract pruning Existing Phased Approach Community Vision
Staffing $264k5 $380k6 $465k7
Maintenance $225k $370k $515k
Planting - $50k $100k
Total8 $489k $800k 1,080k
The table above shows the cost to achieve the urban forest goals in three basic categories which are staffing, maintenance contracts and plantings. The existing column shows the funding that the UFS Program would typically receive in the 2023-25 Financial Plan without augmenting levels of service provided to the urban forest. The phased approach column shows the cost to achieve the communities vision, augmenting the urban forest over time to achieve community objectives by 2035. The Community Vision funding level would achieve the desired urban forest maintenance cycle and planting needs in approximately five years. Staff is recommending that this funding be reviewed with the upcoming 2023-25 Financial Plan so that Council may have the benefit of looking at the entire City budget to determine where resources are best placed to meet community objectives.

ALTERNATIVES
Council could provide feedback in areas other than the example questions listed above.

ATTACHMENTS
A - SLO Urban Forest Organizational Assessment, Davey Resources Group B - Tree Inventory Overview Report, West Coast Arborists C - City of SLO Community Forest Plan: Professional Project Report, City & Regional Planning Department, California Polytechnic State University D - Pruning and Planting Plan from Davey Resources Group

5 Funding amount for one City Arborist and One Urban Forester 6 Funding amount for one City Arborist and two Urban Foresters 7 Funding amount for one City Arborist, Two Urban Foresters and one Tree Trimming Assistant. 8 Fund amount does not represent the total cost of the urban forest program. Just those cost in the three categories of staffing, maintenance and planting.

San Luis Obispo Summary Report
Urban Forestry Organizational Assessment
2021

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San Luis Obispo Summary Report
Urban Forestry Organizational Assessment
2021
Prepared for:

City of San Luis Obispo Public Works Department
990 Palm Street
San Luis Obispo, CA 93401
Prepared by:

Davey Resource Group, Inc.
295 South Water Street, Suite 300
Kent, OH 44240
www.davey.com/drg

Table of Contents
Executive Summary 1
Introduction 3
Urban Forest Resource 5
Urban Forest Canopy 5
Community Tree Resource 6
Tree Inventory Management 7
Equity 10
Resource Threats 11
Climate Change 11
Drought 12
Pests and Pathogens 12
Resiliency Strategies 14
Operations and Programs 25
Services and Programs 26
Service Requests 26
Tree Pruning 27
Clearance and Visibility 30
Heritage Trees 30
Tree Planting 31
Commemorative Tree Program 33
Tree Selection 35
Irrigation 37
Tree Removal 39
Debris and Wood Utilization 40
Emergency Response 43
Community Engagement and Outreach 43
Development 45
Design 48
Safety 51
Urban Forest Partners 53
Internal Partners 53
Parks and Recreation Department 54
Community Development Department 55
Fire Department 56
Administration Department - Office of the City Manager 57 Administration Department — Office of Sustainability 58 Public Works Department — Maintenance Operations (Parks) 59 Advisory Bodies 60
San Luis Obispo Tree Committee 60
San Luis Obispo City Council 62
External Partners 63

Environmental Center of San Luis Obispo (ECOSLO) 63
Downtown SLO 64
California Polytechnic State University (Cal Poly) 65
Organizational Structure and Staffing 67
Staffing 67
Equipment 71
Contract Management 72
Funding 74
Policy and Regulation 77
Federal and State Law 77
Endangered Species Act 77
Migratory Bird Treaty Act (MBTA) 77
Vegetation Management Standards 77
California Urban Forestry Act 77
Model Water Efficient Landscape Ordinance (MWELO) 78
California Global Warming Solutions Act 78
California Solar Shade Control Act 78
Climate Adaptation Actions for Urban Forests and Human Health 78 Guiding Documents for the Urban Forest 79
Municipal Code 79
San Luis Obispo General Plan 2035 80
Climate Action Plan for Community Recovery 82
2021-23 Financial Plan 83
Engineering Standards 83
Management and Performance Audit of the Public Works Department 84 Estimating Urban Canopy Cover in San Luis Obispo 84
San Luis Obispo Creek Stormwater Resource Plan 84
Parks and Recreation Blueprint for the Future 2021-2041 85 Resilient SLO 85
Additional Planning Documents 85
Benchmark Community Survey 87
Analysis of Sustainability Indicators 93
The Trees 93
The Players 95
The Management Approach 96
Conclusion 97
Appendix A: References 101
Appendix B: Industry Standards 104
Appendix C: Estimated Time on Services 107
Appendix D: Sustainability Indicators 108
Appendix E: Community Survey 118

Tables
Table 1: Tree Canopy by Land Use in San Luis Obispo (Nessen, 2012) ...................................................... 6 Table 2: Sustainable Indicators ............................................................................................................................... 94 Table 3: Tasks and Estimated Time Spent by Urban Forest Services Staff ........................................... 107 Table 4: The Trees ...................................................................................................................................................... 108 Table 5: The Players ................................................................................................................................................... 111 Table 6: The Management Approach ................................................................................................................. 114 Figures
Figure 1: San Luis Obispo Urban Core Boundary in Red (Left) and Canopy Cover (Right) (Nessen, 2012) .................................................................................................................................................................................... 5 Figure 2: Tree Condition ............................................................................................................................................... 6 Figure 3: Relative Age Distribution ........................................................................................................................... 7 Figure 4: Tree Removal Flow Chart ........................................................................................................................ 40 Figure 5: Current Staffing Structure of Urban Forest Services .................................................................... 67 Figure 6: Staffing Recommendations ................................................................................................................... 70 Figure 7: San Luis Obispo Community Member Opinions on the Most Important Benefits of Trees .................................................................................................................................................................................. 87 Figure 8: Community Member Opinions on the Most Important Environmental Benefit from Trees .................................................................................................................................................................................. 88 Figure 9: Community Member Opinions on the Most Important Socioeconomic Benefit from Trees .................................................................................................................................................................................. 88 Figure 10: Community Member Opinions on Where it is Most Important to Plant More Trees ... 89 Figure 11: Community Member Opinions on Encouraging Tree Planting on Private Property ..... 89 Figure 12: Community Member Awareness and Interactions with the Urban Forestry Program .. 90 Figure 13: Community Member Opinions on the Level of Care Provided for Community Trees .. 90 Figure 14: Community Member Opinions on Whether Urban Forest Services and Programs are Equally Accessible to all Residents ........................................................................................................................ 91 Figure 15: Community Member Opinions on Topics of Education and Outreach of Interest ........ 91

Glossary of Acronyms
American National Standard Institute (ANSI)
Best Management Practices (BMP)
California Department of Forestry and Fire Protection (CAL FIRE) California Polytechnic State University (Cal Poly)
Capital Improvement Project (CIP)
Diameter Breast Height (DBH)
Environmental Center of San Luis Obispo (ECOSLO)
Full Time Employee (FTE)
Integrated Pest Management (IPM)
International Society of Arboriculture (ISA)
Invasive Shot Hole Borer (ISHB)
Occupational Safety and Health Administration (OSHA)
Pacific Gas and Electric (PG&E)
Part Time Employee (PTE)
Rights-of-way (ROW)
San Luis Obispo (SLO)
Tree Risk Assessment Qualification (TRAQ)
Tree Care Industry Association (TCIA)
Urban Forest Strategic Plan (UFSP)

1 Executive Summary
Executive Summary
The city of San Luis Obispo (SLO) considers trees and canopy cover important assets for building a vibrant community. Recognizing that the urban forest improves the quality of life for residents and visitors, SLO initiated an Urban Forestry Organizational Assessment of the Public Works Department - Urban Forestry Division during a time of transition and renewed emphasis on the importance of the urban forest in climate action initiatives. The results of the assessment included a summary of the challenges and opportunities faced by Urban Forest Services and provided initial recommendations for the advancement of the urban forestry program and future urban forest planning initiatives.

During the review process, inadequate inventory management and reactive maintenance of the public tree resource were common themes. As of 2008, the public tree inventory includes 17,983 trees along streets, in parks, and city facilities, the majority of which are in fair condition. Current estimates indicate there are 20,000 plating sites across the city, 15-25% of which are vacant (Climate Action Plan 2020). The Urban Forestry Organizational Assessment identified recommendations for generating and maintaining a current and up-to-date inventory, establishing more proactive maintenance, increasing in-house staffing levels to address service requests and work orders, and developing comprehensive schedules and work plans to provide routine maintenance.

Another common concern brought up during the review process was around the loss of trees as a result of the recent increase in development. While San Luis Obispo’s urban forestry program has a strong tree protection ordinance that prohibits the removal and pruning of public and private trees, development is a threat to existing trees and source of competition for space for additional tree plantings. Future planning should consider ways to enhance protections for existing trees (including exploration into the role of the Tree Commission in tree protection) and ensure mitigation plantings remain in perpetuity.

The Urban Forestry Organizational Assessment is the first step in the path toward re-enacting a strong urban forestry program, addressing the identified challenges, and exploring challenges further during future planning processes. Information gained from this assessment and up to date information on the public tree resource will help ensure that the necessary resources are in place to care for the public tree resource and provide a long-term vision for the urban forest.

Executive Summary 2

3 Introduction
Introduction
The city of San Luis Obispo (SLO) places a great emphasis on creating a sustainable, resilient, livable, and vibrant community and both the community and the organization recognize and celebrate the role the urban forest plays in providing the quality of life for visitors and the community. Community members are actively involved and passionate about trees. This is evident from the many volunteers involved in tree planting, maintenance, and advocacy as well as the community’s consistent support of local revenue measures that provide funding for treerelated programs. The City’s achievements around the urban forest include 38 years as an Arbor Day Foundation “Tree City USA” and two International Society of Arboriculture Gold Leaf Awards. San Luis Obispo’s urban forest is made up of trees on public and private property. The City’s Urban Forest Services, within the Public Works Department, is responsible for the care of approximately 20,000 trees along streets, in parks, and at city facilities.

As outlined in the Climate Action Plan and the Financial Plan, the City intends to develop an Urban Forest Strategic Plan (UFSP) in the near future. To begin that process, the City of San Luis Obispo Public Works Department contracted with Davey Resource Group, Inc. (DRG) to review the urban forest program, including the current structure and operations, background documents, and existing policies. DRG also engaged key partners and community members and conducted an online survey to gauge community awareness and support for the urban forest.

This document summarizes the findings from this review and provides recommendations for consideration during the development of an Urban Forest Strategic Plan. The review process did not include an assessment of the entire urban forest (trees on private property, natural areas, and riparian buffers) or engagement with other governing bodies. Therefore, the findings provided in this report are not a comprehensive account of every consideration that should be addressed by a UFSP. DRG recommends that future planning phases include additional exploration on the role of the Tree Committee, objective design standards, compensatory planting requirements resulting from development, along with expanded engagement with key stakeholders and the community. Furthermore, Urban Forest Services is in a transition period and recently began to contract tree maintenance and inventory work. The next phase of development of a UFSP should assess any new information gathered on the resource from these activities.

The vision for San Luis Obispo is of a “sustainable community within a diverse natural and agrarian setting, which is part of a larger ecosystem upon which its existence depends. San Luis Obispo will maintain its healthy and attractive natural environment valued by residents, its prosperity, and its sense of safety and community, within a compact urban form…”
-Land Use Element of the General Plan

Introduction 4
The findings in this report reflect input that was received from stakeholders and document known challenges and opportunities that should be considered by the City to make decisions around Public Works Department services and staffing levels. Each section of this report documents and benchmarks current conditions, challenges, and opportunities, and provides initial recommendations for the advancement of the urban forestry program and the development of a UFSP.

5 Urban Forest Resource
Urban Forest Resource
An urban forest is a living and dynamic resource, changing over time and in constant response to its environment. The health and stability of the urban forest can be influenced by many factors, including pruning, irrigation, climate change, weather fluctuations, emerging pests and disease, as well as development and new tree planting. A complete understanding of the current extent of tree canopy within City boundaries, as well as the structure, condition, and maintenance needs of trees managed by the urban forestry program is essential to making the best possible management decisions.

Urban Forest Canopy
When looking at a subset of the City boundary that contains urbanized areas within San Luis Obispo, there are 1,050 acres of tree canopy for an overall canopy cover of 13.2% (Figure 1; Table 1). Canopy cover varies by land use category and is highest for office properties (19.6%) and residential areas (19.2%) and lowest in business parks (2.5%). Tree canopy in residential areas ranges from 15.4% in medium density to 20.6% in low density, with medium high and high density falling in between (Nessen, 2012).

Figure 1: San Luis Obispo Urban Core Boundary in Red (Left) and Canopy Cover (Right) (Nessen, 2012)

Urban Forest Resource 6
Table 1: Tree Canopy by Land Use in San Luis Obispo (Nissen, 2012) Land Use Category  Acres  Canopy
Acres  Canopy %
Residential   3,313.1  635.7  19.2
Public Facilities  981.4  91.8  9.4
Undeveloped  1,171.5  84.8  7.2
Manufacturing  1,013.0  76.9  7.6
Commercial  737.1  69.3  9.4
Office  232.4  45.6  19.6
Park  220.2  38.2  17.3
Business Park  311.7  7.9  2.5
Total   7,978.2  1,050.0  13.2
Community Tree Resource
The tree inventory includes 17,983 trees along streets, in medians, parks, and at city facilities.

Although the inventory is outdated (last updated in 2008), the data is estimated to be between 90-95% accurate. The Climate Action Plan (2020) estimates there are currently 20,000 trees and additional planting opportunities in 15-25% of sites that are vacant.

Tree condition is an indication of how well trees are managed and how well they are performing in the region and in each site-specific environment (e.g., street, median, parking lot, etc.).

Condition ratings can help managers anticipate maintenance and resource needs, as well as give a glimpse on the benefits the trees provide. The amount and distribution of leaf surface area is the driving
force behind a tree’s ability to produce benefits
for the community (Clark et al. 1997). Trees
rated in the good or better category typically
have full, healthy canopies and therefore
maximize benefits to the community. Thirty
seven percent of San Luis Obispo’s
community tree inventory is in good or
better condition (Figure 2). Typically trees in
fair condition have minor structural
problems, but reasonable vitality and therefore
also provide considerable benefits to the
community.

Excellent

0.4%
Very Good
Good 0.9%

35.2%
Fair

54.8%
Poor

7.8%
Critical

0.1% Dead

0.8%
Figure 2: Tree Condition

7 Urban Forest Resource
The relative age distribution of a species and for the overall resource can be approximated with consideration of the diameter (DBH1
) of individual trees. The age distribution of a tree
population influences present and future costs as well as the flow of benefits. An ideally aged population allows managers to allocate annual maintenance costs uniformly over many years and assures continuity in overall tree canopy coverage and associated benefits. A desirable distribution has a high proportion of young trees to offset establishment and age-related mortality as the percentage of older trees declines over time (Richards, 1982/83). San Luis Obispo’s inventoried trees show a nearly ideal age distribution (Figure 3).

Figure 3: Relative Age Distribution
Maintaining diversity in a community tree resource is important. Dominance of any single species or genus can have detrimental consequences in the event of storms, drought, disease, pests, or other stressors that can severely affect a community tree resource and the flow of benefits and costs over time. Having a diverse tree resource provides resiliency to the urban forest. Recognizing that all tree species have a potential vulnerability to pests and disease, urban forest managers have long followed a rule of thumb that no single species should represent greater than 10% of the total population and no single genus more than 20% (Santamour, 1990). There are 298 unique species in San Luis Obispo’s tree inventory. The most abundant species, coast live oak (Quercus agrifolia), represents 10% of the overall resource. All other species represent less than 5% of the overall resource and fall within these recommendations but striving for greater diversity could provide even more benefits for resiliency.

Tree Inventory Management
In the past, the City used a tree specific inventory management software (ArborPro) to inventory community trees in rights-of-ways, streets, parks, city facilities, and heritage trees on private property. In line with a recommendation from the 2011 audit of the Public Works Department, the City integrated the tree inventory into Cityworks, an inventory management software used to track multiple assets within the Public Works Department (Management and Performance 1 DBH: Diameter at Breast Height. DBH represents the diameter of the tree when measured at 1.4 meters (4.5 feet) above ground (U.S.A. standard).
0%
10%
20%
30%
40%
0 ‐ 3 3 ‐ 6 6 ‐ 12 12 ‐ 18 18 ‐ 24 24 ‐ 30 30 ‐ 36 36 ‐ 42 42+ % of Population
DBH Class (inches)
ideal age distribution
total population

Urban Forest Resource 8
Audit of the Public Works Department, 2011). Since the transition, that began in 2013 and ended in 2014, tree data has not been regularly updated in Cityworks, although staff does use Cityworks to track tree removal inspections as they occur. Currently, the Public Works Department is developing a request for proposals for a complete update of the tree inventory maintained by Urban Forest Services.

Currently, partnering departments and organizations do not have access to the tree inventory.

For example, ECOSLO manages the inventory of trees the organization has planted in an online format and cannot integrate with the City’s existing inventory. During maintenance, inventory updates are conducted by contractors and occur in a separate program so data has to be uploaded into Cityworks quarterly.

A complete, up-to-date tree inventory housed in a comprehensive management system will strengthen the program. An inventory management system is a powerful tool that can be used to track trees that require pruning or removal for risk mitigation, record current characteristics of each tree (e.g., species, condition, size), map (GIS based) assets, develop maintenance cycles and work plans, create real-time workflows, analyze work history, and share data amongst divisions in the Public Works Department as well as other urban forest partners (Bond and Buchanan, 2006).

Challenges and Opportunities: Urban Forest Resource
 Tree inventory is out of date and not regularly updated as work occurs.  The Public Works Department is planning to obtain a complete inventory of the trees they manage.
 The tree inventory has an approximate 10% error rate, with some errors in species identification.
 Urban forest partners provide the majority of new tree planting in rights-of-ways yet do not have access to update the existing inventory program.  Tree canopy data is more than 10 years old and is not comprehensive.  The stocking level for trees maintained by Urban Forest Services is unknown and vacant sites are not currently documented or tracked.
 Staff struggles to document and maintain the tree inventory data, especially for assets that require frequent maintenance.

9 Urban Forest Resource
Recommendations for UFSP Planning: Urban Forest Resource  Complete a comprehensive update of the tree inventory that includes data on all existing trees, vacant sites, stumps, and potential sites (per Climate Action Plan and Strategic Budget Direction Report).
 Use this information to better understand the stocking level and potential for future planting.
 Update inventory database (as needed) when inspections or maintenance occur (per Climate Action Plan).
 Confirm species
 Update condition and maintenance needs (if applicable)  Update DBH
 Analyze and correct misidentified species in the tree inventory.  Explore opportunities for assistance from Cal Poly students.  Allow urban forestry partners access to update the tree inventory.  Use administrative settings to control access and editable data  Conduct a full land-cover assessment, including impervious surfaces (per Climate Action Plan).
 Analyze historic change.
 Explore canopy distribution and equity, especially for publicly managed areas  Explore canopy and planting potential.
 Maintain historic records of tree maintenance, update data as trees are pruned or removed and add new trees to the inventory as they are planted.  Determine and account for the time it takes to keep the inventory up-to-date as work occurs for budgeting purposes.
 Use a common database tracking system amongst Urban Forest Services, contractors, ECOSLO, Office of Sustainability, Parks and Recreation, and any other partners so there are not redundancies or lag times in accessing data.

Urban Forest Resource 10
Equity
Equity is an initiative for the City’s Climate Action Plan and Diversity, Equity and Inclusion is a Major City Goal in the 2021-23 Financial Plan. The City aims to consider the
distribution of the urban forest to increase the benefits from trees, especially for residents most vulnerable to extreme heat and flooding.

The City has the greatest ability to directly impact tree planting on City property followed by trees within the City limits (excluding properties owned by state and county
agencies). In all maintenance zones, trees in rights-of-way currently receive the same level of service. Parks are
distributed throughout the community so that all residents have access to trees and tree canopy. In general, newer housing developments have more tree planting opportunities than what is available for houses in older neighborhoods. If a planting site is vacant, residents have an opportunity to request a tree.

Twenty percent of respondents to the online survey do not feel that urban forest services and programs are equally accessible to all. The Urban Forest Strategic Plan process should consider a comprehensive land-cover assessment, including analysis of rights-of-way, to explore distribution and quality of tree canopy across the community. Additional community engagement should explore concerns about equitable access to urban forest resources and services.
20% of community
survey respondents
did not think that
Urban Forest Services
and programs are
equally accessible to
all.

Challenges and Opportunities: Equity
 The current extent of tree canopy across the community is not known.  Equity is a City initiative, but currently there is not coordination between Urban Forest Services and the Diversity, Equity, and Inclusion Task Force.  The online survey indicated that 63% of community members are not sure if Urban Forest Services and programs were equally accessible to all and 20% feel they are not.

11 Urban Forest Resource
Resource Threats
Like all urban forests, San Luis Obispo's trees are vulnerable to numerous stressors and threats.

These threats may be specific to a particular host species, which means that the threat is more isolated. Other threats, like climate change, can affect a broader range of tree species and could result in significant loss in benefits and canopy cover.

Climate Change
Urban Forest Services recognizes that shifts in weather patterns are likely to alter species habitat ranges and render some species less adapted to the region. Research on climate change in complex urban ecosystems is challenging and still evolving. Although there is no clear consensus on the future outcomes, it is thought that extraordinary weather events are likely to increase in years to come. As temperatures rise and precipitation patterns fluctuate from historical norms, existing trees must adapt or succumb to the changes in climate.

Impacts on the urban forest program may include:
 Health and structural impacts on tree species that are not adapted to new and changing conditions.
 Increase in pests and disease as a result of changes in temperature, precipitation, and tree stress.

Recommendations for UFSP Planning: Equity
 Conduct a tree canopy and land cover assessment and explore the distribution of tree canopy (particularly in ROW) by neighborhood, census tracts, and other geographic metrics to better understand distribution and opportunities for additional canopy.
 Analyze canopy distribution, cover, and urban forest benefits for equitable distribution, including for vulnerable populations.
○ Analyze canopy as it relates to flood zones and land surface temperatures.
○ Create linkages in areas with high tree canopy fragmentation.  Explore the relationship between tree canopy and socioeconomic variables.  Coordinate with the Diversity, Equity, and Inclusion Task Force to identify gaps in the equity of the urban forest.
 Explore how urban forest services and programs can be more equitable in the Urban Forest Strategic Plan development process.
 Develop equity strategies around the urban forest.
 Use trees to increase neighborhood wellness, aesthetics, and other quality of life improvements (per 2021-23 Financial Plan).
 Use trees to increase carbon sequestration and mitigate the effects of climate change (per 2021-23 Financial Plan).

Urban Forest Resource 12
 Additional costs for mitigation (e.g., irrigation infrastructure) and tree removal for marginal species.
 Canopy loss, especially where key species (e.g., predominant species) become marginalized.

Tree species can adapt to climate change by shifting their range (e.g., expanding northward and to a higher elevation) or contracting (reducing) their range. In a study of North American tree species, more than half were contracting their ranges in response to climate change (Zhu, et al 2012). With a potential for an increase in maladapted species in tree populations and the potential for urban areas to exacerbate these stresses, it is important to incorporate new species that are showing promise into ongoing tree planting and then proactively monitor and select high performing species for additional planting.

Climatic events (e.g., storms, drought, wildfire), disease or pest outbreaks, land use changes, and other stressors can severely affect the urban forest and the flow of benefits and costs over time.

Increasing species diversity and tracking species performance can help managers determine suitable species and lessen the detrimental consequences in the event species are susceptible to changes in climate and other pressures in the urban environment.

Drought
The recent droughts in California have led to a decrease in urban trees throughout the state. Not only can drought be the primary cause for a tree to die, but it can also
predispose trees to other stressors. Urban forest partners and community members expressed concern that park
trees in San Luis Obispo have died from drought conditions and also the need to focus future planting efforts on
drought tolerant species.

Pests and Pathogens
In some cases, pests or pathogens can result in significant tree damage or loss and/or be costly to manage. Involvement in the global economy, close proximity to major ports, and a highly mobile human population increase the risk of an invasive pest or pathogen to San Luis Obispo.

Pests of greatest concern have already been introduced to the state or neighboring communities and other pests or pathogens could foreseeably have a huge impact on the tree resource. Urban Forest Services continually monitors the tree resource for emergent pests and pathogens. When unknown diseases are discovered, the causal agents are identified by a local lab and management is determined based on the results.

Invasive Shot Hole Borers and Fusarium Dieback
The polyphagous shot hole borer and the Kuroshio shot hole borer (Euwallacea sp.) are invasive beetles introduced from Asia. They are involved in a disease called Fusarium dieback, which is present in Southern California. The polyphagous shot hole borer was first found in Southern California in 2003 and now has established populations in Los Angeles, Orange, and Riverside counties. It has recently spread to San Bernardino, Ventura, and Santa Barbara counties, and in 2016, a single beetle was found and caught in a trap in San Luis Obispo County (University of “Ideally, less water
intensive trees would be
great across the city.”
-Survey Respondent

13 Urban Forest Resource
California, 2021). Urban Forest Services has not observed this pest in San Luis Obispo, but participates in the statewide invasive shot hole borer management program, coordinates with the regional CAL FIRE representative specializing in forest pathology and entomology, and stays up to date on what to look for and how to manage this pest.

The damage causes branch dieback, and over time can kill the tree (Eskalen et al. 2017). These beetles have the potential to colonize healthy or stressed trees and have a large host range consisting of more than 260 plant species. The invasive beetles feed on fungi that they carry into heartwood tissues of the tree. Some of the introduced fungi are tree pathogens that disrupt the flow of water and nutrients. Sometimes staining and gummosis can be seen around beetle entry and exit wounds, and typically cankers have formed at these sites. The beetles feed on the fungus rather than tree tissues (Umeda et al. 2016).

Citrus Greening
Similarly, citrus greening (Candidatus liberibacter asiaticus) is a bacterial disease spread by the Asian citrus psyllid. The disease causes bitter, hard fruit production, and is among the most concerning pests as it threatens the viability of California’s citrus crop. As citrus is an important agricultural crop, there are quarantines in place to protect the industry. Because of the lack of effective treatments, the typical treatments for non-agricultural trees are to destroy and dispose of material appropriately and treat trees with pesticides (Grafton-Cardwell et al. 2019). In San Luis Obispo, all incoming citrus trees are inspected by the county.

Sudden Oak Death
Sudden oak death (caused by the pathogen Phytophthora ramorum) is documented in many coastal counties of California including the counties of Monterey, Santa Cruz, and Santa Clara (California Oak Mortality Task Force, 2020). While primarily affecting coastal areas from Monterey up to the Oregon border, there is a possibility of the disease spreading south to San Luis Obispo (EDDMapS, 2021). Urban Forest Services has identified this disease as a threat. In susceptible hosts, the pathogen can become systemic and girdle trees as quickly as one year after infection (Daugherty and Hung, 2020). San Luis Obispo’s most abundant species, coastal live oak (Quercus agrifolia) is highly susceptible to sudden oak death and incurs high mortality rates upon infection.

Challenges and Opportunities: Resource Threats
 Selecting species of trees that will be resilient in a changing climate, such as selecting drought-resistant tree species that will perform well in dryer and hotter climates.
 Increasing potential for periods of prolonged drought.  Existing and emerging pests and disease.

Urban Forest Resource 14
Resiliency Strategies
Severe impacts on the urban forest are anticipated as a result of climate change, including increased management costs and loss of canopy from declines in overall tree health. Despite anticipated negative outcomes for trees and the urban forest, the urban forest can be used as a tool to adapt to climate change. Management strategies can increase resiliency in the urban forest and also contribute to the overall resiliency of a community. It is important to incorporate as many resiliency strategies as possible and strive to maintain a healthy urban forest to better address climate change and pest and disease threats.

In recognition of the urban forests’ role in mitigating the effects of climate change, in 2021 the USDA Forest Service published nine strategies to increase resilience in the urban forest and communities to climate change, including the following (Janowiak et al. 2021):

Recommendations for UFSP Planning: Resource Threats
 Update/develop a comprehensive species palette, including key characteristics, such as
 Size/height
 Water needs/drought tolerance
 Space requirements
 Propensity to cause infrastructure conflicts
 Fall color, flowers, fruit, etc.
 Minimum planter size
 Pest/disease resistance
 Collaborate with researchers for newly recognized species that are expected to perform well in the region/microclimates.
 Explore tree palettes in regions with similar and projected climate.  Consider a policy requiring replanting a certain percentage of native and/or drought tolerant species.
 Continue to collaborate with local and regional experts (Extension, Universities/Colleges, Nurseries, Landscape Architects, Researchers).  Emerging pests/disease and management strategies/treatments  Species selection and diversity
 Partner with the SLO Climate Coalition on climate action initiatives that relate to the urban forest.
 Threats to the urban forest
 Contribution or support from the urban forest
 Ensure the urban forest is continues to be emphasized in future planning documents (e.g., Resilient SLO).

15 Urban Forest Resource
 Activate social systems for equitable climate adaptation, urban forest, and human health outcomes
 Reduce the impact of human health threats and stressors using urban trees and forests  Maintain or increase extent of urban forests and vegetative cover  Sustain or restore fundamental ecological functions of urban ecosystems  Reduce the impact of physical and biological stressors on urban forests  Enhance taxonomic, functional, and structural diversity  Alter urban ecosystems toward new and expected conditions  Promote mental and social health in response to climate change  Promote human health co-benefits in nature-based climate adaptation Strategy 1: Activate social systems for equitable climate adaptation, urban forest, and human health outcomes
Effective response to climate change will require collaboration. Strategy 1 highlights the importance of engaging the community and leadership as a means to help sustain the urban forest, respond to climate change, and invoke broader policy to meet environmental justice goals for the health of both trees and people.

The key adaptation methods or approaches include:
 Address socio-ecological systems in early, comprehensive response.  Integrate urban forestry in climate planning and policy.  Address climate and health challenges of disadvantaged communities and vulnerable populations.

The following are examples of how urban forest management can activate social systems for equitable climate adaptation, urban forest, and human health outcomes:
 Engage the Community in the Urban Forest — When a community recognizes the many benefits provided by trees, supports the urban forest, and engages in activities related to trees, the community is more aware of their responsibility in the care of public and private trees and the resilience of the urban forest to climate change.  Share Common Goals and Collaborate with Urban Forestry Partners — Partner with other green industry leaders, neighboring communities, regional groups, nonprofits, businesses, utility and state agencies, and other municipal agencies to work together to support the urban forest and climate change response efforts.  Capitalize on Tree Planting Efforts to Address Climate Based Impacts — Communities of black, indigenous, and other people of color have been disadvantaged by racially motivated policies, like redlining. Early studies suggest that one of the impacts of such policies is fewer trees in areas where more of these groups live.

Planting trees is hugely beneficial, but through the strategic planting of trees, not only

Urban Forest Resource 16
can some of these disparities in canopy distribution be alleviated, but climate concerns can also be addressed.
 Create New and Expand Existing Urban Natural Areas — Promote greater species diversity, expand canopy cover and the urban forest through creating, restoring, and/or expanding the size of urban natural areas.

Strategy 2: Reduce the impact of human health threats and stressors using urban trees and forests.

The key adaptation methods or approaches include:
 Reduce extreme temperatures and heat exposure.
 Improve urban air quality conditions.
 Anticipate and reduce human health impacts of hazardous weather and disturbance events.

The following are examples of how urban forest management can be used to reduce impacts of human health threats and stressors:
 Achieve Optimal Canopy Cover — The benefits of trees are directly attributed to their canopy. To optimize the benefits of canopy, managers should seek to achieve optimal canopy cover and equitable distribution across a community. Use of accurate, highresolution canopy data can approximate optimal canopy cover levels. By identifying canopy potential, managers can work with the community to set long-term canopy goals and promote the preservation of existing trees on private property and incentivize the planting of trees on private property.
 Reduce Urban Heat Islands — Urban heat islands contribute significantly to high temperatures in urban areas and can result in consequences to human health. Some of the effects of urban heat islands can be abated through the strategic planting of trees to shade hardscapes (e.g., parking lots, streets, other impervious surfaces).  Create “Green Screens” — Exhaust from cars and trucks are a main source of air pollution (California Office of Environmental Health Hazard Assessment, 2021).

Communities adjacent to major roads and highways are heavily exposed to air pollutants and noise. Planting trees and creating “Green Screens” near major emissions sources (especially adjacent to high-speed transportation corridors) and selecting tree species with specific traits for particulate capture can result in improvements in air quality (Janowiak et al. 2021).
 Establish Plans and Funding Reserves in Case of Natural Disaster — A variety of consequences can result from severe weather events and changes in climate. The ability to adapt and recover from damages to infrastructure, property, community health impacts, and environmental contamination is critical to our way of life (Carter et al 2015). A disaster management plan is in place in the case of trees damaged during extreme weather events. The plan includes staff roles, contracts, response priorities,