San Luis Obispo City Council
March 21, 2023

EXHIBIT A: Addendum to IS/MND for the 2018 Zoning Regulations Update The proposed density revisions are not anticipated to result in VMT impacts as the potential dwelling units associated with the density revisions would be located downtown, in close proximity to the City’s transit station, the train station/Amtrack, shopping, dining, recreation, and offices. Per the City’s Transportation Impact Study Guidelines VMT Screening Map, while lacking specific data for the Downtown Core, is adjacent to and surrounded by areas with residential VMT per capita that is less than 85% of the regional average. Therefore, the proposed density revisions would not create new or more significant impacts beyond what was identified in the MND and no new mitigation measures are required.

Tribal Cultural Resources. The MND determined that development facilitated under the Zoning Regulations Update would result in impacts to tribal cultural resources. This impact was determined to be less than significant with the adherence to the City’s Archaeological Resource Preservation Program Guidelines and compliance with federal and state regulations. The MND did not identify any new or more significant impacts to tribal cultural resources beyond what was analyzed in the 2014 LUCE FEIR. The proposed density revisions would not make any changes to the LUCE and COSE or the Archaeological Resource Preservation Program Guidelines and would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update. No new impacts to tribal cultural resources beyond what was identified in the MND would occur and no new mitigation measures are required.

Utilities/Service Systems.

Wastewater. The 2014 LUCE FEIR determined that buildout of development allowed under the LUCE would exceed the capacity of the City’s Water Resource Recovery Facility by 0.26 million gallons per day. However, this impact was determined to be less than significant because at the time the City was proposing to upgrade the Water Resource Recovery Facility to increase in average dry weather flow (ADWF) capacity to serve the buildout of the LUCE, and because policies in the LUCE and the Water and Wastewater Element require projects to demonstrate that adequate treatment capacity at the Water Resource Recovery Facility exists. The MND determined that the Zoning Regulations Update would result in similar impacts as those disclosed in the 2014 LUCE FEIR and no new or more significant impacts to wastewater were identified.

The City’s Water Resource Recovery Facility has since been completed and is operational with a capacity of 5.2 million-gallons-per-day. The proposed density revisions would allow an additional 500 units in the Downtown Core and would generate between 45 and 105 gallons of wastewater per day per unit, based on the City’s wastewater generation rates (0.5-1.2 acre-feet-per-year total). The Downtown Core is not within a sewer capacity-constrained area and future development would be required to demonstrate that adequate treatment capacity at the Water Resource Recovery Facility exists prior to construction. No new impacts to wastewater beyond what was identified in the MND would occur and no new mitigation measures are required.

Water. The MND, citing the 2014 LUCE FEIR, determined that buildout of development facilitated by the Zoning Regulations Update would require a water supply of 7,815 acre-feet-per-year. The City’s current water supply totals approximately 10,630 acre-feet-per-year, which exceeds the demand that would be generated by the LUCE buildout/Zoning Regulations buildout. Impacts were determined to be less than significant and no new or more significant impacts to waster were identified. Based on the assumptions in the LUCE2, and assuming any residential units constructed under the proposed density revisions would be single or double occupancy, the proposed density revisions would result in approximately 127 to 254 additional acre-feet-per-year of water demand. This would bring the LUCE projected water demand to 7,942 to 8,069 acre-

2 Assumes water reduction requirements of SBX7‐7 would reduce per capita water use to 117 gallons per day by 2020.

EXHIBIT A: Addendum to IS/MND for the 2018 Zoning Regulations Update feet-per-year, which is within the City’s water supply of approximately 10,630 acre-feet-per-year.

No new impacts to water beyond what was identified in the MND would occur and no new mitigation measures are required.

Stormwater. The MND determined that future development could cause an increase in the number of impervious surfaces within the City which could increase the volume of surface runoff into City stormwater systems. Impacts were determined to be less than significant because future development would be required to comply with Central Coast Regional Water Quality Control Board Post Construction Requirements and the City’s Storm Water Management Program. The MND did not identify any new or more significant impacts related to stormwater beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update and would not increase the total development potential of a parcel, which currently allows 100% lot coverage (and 100% impervious surface). No new impacts related to stormwater beyond what was identified in the MND would occur and no new mitigation measures are required.

Solid Waste. The MND determined that the Zoning Regulations Update would not interfere with the City’s ability to comply with solid waste management and diversion regulations. Additionally, LUCE Policy 1.13.10 requires the City to determine if adequate solid waste disposal capacity exists prior to approving future development. The MND did not identify any new or more significant impacts related to solid waste disposal beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would not increase the total development potential of a parcel and new development would only be allowed if adequate solid waste disposal capacity exists, per LUCE policy. No new impacts related to solid waste beyond what was identified in the MND would occur and no new mitigation measures are required.

BASIS FOR ADDENDUM
In accordance with Section 15164 of the State CEQA Guidelines, the City of San Luis Obispo has determined that this Addendum to the adopted MND is necessary to document changes or additions that have occurred in the project description since the MND was originally adopted. The changes proposed are relatively minor in nature and, as documented above, would not result in any new significant environmental effects or a substantial increase in the severity of previously identified significant effects. Additionally, no new information of substantial importance that was not known and could not have been known with the exercise of reasonable diligence at the time the previous MND was adopted has been identified. The City has reviewed and considered the information contained in this Addendum and finds that the preparation of subsequent CEQA analysis that would require public circulation is not necessary.

This Addendum does not require circulation because it does not provide significant new information that changes the adopted MND in a way that deprives the public of a meaningful opportunity to comment upon a substantial adverse environmental effect of the project or a feasible way to mitigate or avoid such an effect. The City shall consider this Addendum with the adopted MND as part of the approval of the proposed ordinance.

Memorandum
DATE: March 14, 2023
TO: City Council
FROM: Michael Codron, Community Development Director
VIA: Kyle Bell, Housing Coordinator, & Ryan Tomlinson, Intern SUBJECT: Downtown Flexible Density Program – Policy Context Summary

SUMMARY
The purpose of this item is for the City Council to provide a detailed policy context analysis regarding the proposed Downtown Flexible Density Program. This Program is intended to support of the City Council’s policy to facilitate housing production in the City. Work to complete this task started in 2018 under the Comprehensive Update to the City’s Zoning Regulations and benefitted from the public outreach process conducted during the adoption of the updates to the 2020 Housing Element and 2020 Climate Action Plan.

POLICY CONTEXT
The City of San Luis Obispo's two-year budget approach has a long tradition of involving the community in its goal setting process, emphasizes long-range financial planning, and supports effective program management. As part of the 2021-23 Financial Plan the City Council established four Major City Goals for the City to address within the two year financial plan cycle. One of the Major City Goals that was established was for Housing and Homelessness which states:
“In order to expand housing options for all, continue to facilitate the production of housing, including the necessary supporting infrastructure, with an emphasis on affordable and workforce housing...”
The Downtown Flexible Density Program, along with several other important initiatives to increase housing production, are included in Community Development’s work program in support of the Major City Goal for Housing and Homelessness (emphasis added); “Implement the Housing Element by continuing ongoing programs and by completing new programs such as achieving more “by-right” non-discretionary review with Objective Standards, update the Inclusionary Housing Ordinance, and by establishing a Flexible Density program and “Missing Middle” housing program to expand housing opportunities downtown and in single-family neighborhoods.”

Memo: Policy Context Summary

Since the state of the 2021-23 Fiscal Plan, the Community Development Department has made significant effort on implementing the work programs identified in the Housing and Homelessness Major City Goal. A few of the work programs related to Housing are identified below;
 On December 7, 2021, the City Council adopted the Objective Design Standards Ordinance No. 1703 (2021 Series), that provides for “by-right” housing development.
 On August 16, 2022, the City Council adopted an update to the Inclusionary Housing Ordinance No. 1719 (2022 Series), that resulted in increasing the amount of affordable housing required with each new development project throughout the community.
 The State of California has implemented new legislation that has helped in addressing “Missing Middle” housing within single-family neighborhoods through legislative updates to Accessory Dwelling Units and Junior Accessory Dwelling Units State Laws, and implementation of the H.O.M.E Act (SB 9) and the Affordable Housing and High Road Jobs Act (AB 2011).

The Downtown Flexible Density Program, together with ongoing implementation of the Major City Goal work plan, are designed to work in concert to accomplish the vision for housing in the community, as expressed in the City’s General Plan.

Housing Element: The General Plan Housing Element sets forth the City’s policies and programs for meeting existing and future housing needs, for preserving and enhancing neighborhoods, and for increasing affordable housing opportunities. It is the primary policy guide for local decision-making on all housing matters.

Housing Element Goal 2 states: “Affordability: Accommodate affordable housing production that helps meet the City’s Quantified Objectives”. The intention of this goal is to encourage housing production for all financial strata of the City's population, as allocated in the Regional Housing Needs Allocation (RHNA) Plan, inclusive of lowerincome housing and market rate housing (Policy 2.4). The recent adopted update to the Inclusionary Housing Ordinance was designed to address the objectives for increasing the number of deed-restricted affordable housing units (Program 2.13). The concept of the flexible density program was memorialized in the Housing Element as an opportunity to incentivize housing production within the City’s urban core and support the production of smaller residential units between 150 – 600 square feet in size (Program 2.15).

Housing Element Goal 6 states: “Housing Production: Facilitate the production of housing to meet the full range of community housing needs”. The Housing Element identifies key policies related to housing production throughout the community to help meet the (RHNA plan production targets and support residential infill development by promoting higher residential density where appropriate (Policy 6.8). To further support the goal to stimulate higher density infill projects, the flexible density standards in key areas were identified as an opportunity to support development of smaller apartments and efficiency units (Policy

6.6). Housing Element Goal 6 also encourages prioritizing residential infill development and densification within the City Limits over considerations of new annexations of land (Program 6.15).

Memo: Policy Context Summary

Land Use Element: The General Plan Land Use Element represents a blueprint for the future of the City of San Luis Obispo and sets forth a pattern for the orderly development of land within the City's planning area. The Element describes the expected level of population growth resulting from construction of housing units included in the plan, including new commercial and industrial development.

The Land Use Element (LUE) of the City’s General Plan includes the Land Use Diagram, as well as policies that directly shape land use decisions and the resulting physical form of the City. The following summarizes key goals in the LUE related to downtown form:

1. Where appropriate, create compact, mixed-use neighborhoods that locate housing, jobs, recreation, and other daily needs close to one another, while protecting the quality of life in established neighborhoods.

2. Maintain a compact urban form.

3. Preserve the City’s heritage of historic buildings and places.

4. Provide a variety of business services and housing in downtown.

5. Provide a safe and pleasant place to walk and ride a bicycle, for recreation and other daily activities.

Downtown is the community’s urban center serving as the cultural, social, entertainment, and political center of the City (LUE Policy 4.1). Downtown is not only a commercial district, but also a neighborhood. Its residential uses contribute to the character of the area, allow a 24-hour presence which enhances security and help the balance between jobs and housing in the community (LUE Policy 4.2). The LUE also encourages the development of downtown housing that minimizes the need for automobile use and minimizes the storage of vehicles in surrounding neighborhoods (LUE Policy 2.9).

The LUE includes policies to modify the City’s Zoning Regulations to allow efficiency units and variable density within the Downtown Core (LUE Policy 4.28). LUE Program 2.15 directs the City to evaluate alternatives to the current maximum density thresholds, height, parking, and setback standards that currently restrict residential intensity. Program

2.16 provides direction to the City to consider using portions of City-owned parking lots and structures for residential parking.

The Land Use Element policy related to residential growth (LUE 1.11.2) states that the City’s housing supply shall grow no faster than one percent per year, on average, based on established thresholds (LUE Table 3). Affordable dwellings restricted to residents with extremely low, very low, low, or moderate incomes, new dwellings in the Downtown Core, and legally established accessory dwelling units are exempt from these regulations (Section 17.144.020.D).

Consistency with the Downtown Concept Plan
The Downtown Concept Plan is the community’s vision for how downtown San Luis Obispo should be developed over the next 25 years. The concept plan is not a regulatory document and is intended to provide guidance for development projects and public improvements downtown. The Plan promotes a compact urban core, additional housing opportunities, reduce auto travel by providing services, jobs, and housing in proximity to each other.

Memo: Policy Context Summary

Residential uses downtown are intended to provide a range of multi-unit housing types to help meet the vision of a more compact and walkable downtown living environment. The Plan includes eight Planning Principles intended to guide the development in downtown.

Principle 3 (Variety in Form and Function) encourages a variety of compatible buildings, uses, activities, and housing types for an inclusive and vital downtown by encouraging flexible mixed-use development, a variety of housing options, and to reduce auto travel by providing jobs and housing in proximity to each other. Principle 7 (Compatible Design) encourages higher-density projects, smaller dwelling units, and other innovative residential solutions.

Consistency with the Active Transportation Plan
According to the City’s 2021 Active Transportation Plan, the City has a jobs-to-housing ratio of 2.5:1, where many San Luis Obispo workers commute into the City from outside areas, increasing the City’s weekday population. Most employed San Luis Obispo residents work within the City, with nearly 60% reporting a daily commute time of less than 15 minutes.

The Active Transportation Plan encourages increasing infill housing within the City’s urban setting to reduce commute times and alleviate single occupant vehicle dependency. Promoting housing downtown will help reduce traffic gridlock and urban sprawl, while also increasing foot-traffic along local storefronts to increase the economic vitality of the downtown commercial core.

Consistency with the Access and Parking Management Plan The recently adopted 2023 Access and Parking Management Plan sets a path for modernizing parking management and maximizing use of available land. It makes it easier for drivers to find available parking, which reduces traffic congestion and creates safer streets. The City’s Parking Services Division operates roughly 2,600 public parking spaces downtown, spread across five off-street surface lots, three parking structures, and street parking controlled through a variety of time limits, per-hour pricing, permits, and curb use restrictions (loading zones). A widely recognized best practice in parking management involves the comparison of actual parking utilization rates with an 85 percent occupancy threshold. Overall parking occupancy for all on and off-street spaces in the downtown study area was almost always well below the 85 percent occupancy threshold during the study period, except for Farmer’s Market nights.

Parking Services offers a variety of different parking permits to meet the needs of various user groups. The Downtown Residential Overnight Parking (DROP) permits cost $375 per quarter and are valid for parking on the third and fourth floors of the Marsh Street and Palm Street structures, day and overnight, which will be available to qualifying units under the Downtown Flexible Density Program. In the third quarter of 2022, only 16 parking passes were sold to downtown residences. The Access and Parking Management Plan also includes policies for decreasing the permit rates for qualifying low-income households.

Memo: Policy Context Summary

Consistency with the Climate Action Plan
The City of San Luis Obispo’s 2020 Climate Action Plan (CAP) for Community Recovery set one of the nation’s most ambitious climate action goals: community-wide carbon neutrality by 2035 (CAP Work Program). The Flexible Density Program is specifically included in the CAP Pillar for Connected Communities as Foundational Action No. 5.1, which states: “Complete the 2019-21 Housing Major City Goal, including Housing Element of the General Plan Update and Flexible Zoning Requirements for Downtown”.

Higher-density smaller units built downtown not only allows for more in-town employees to live close to work, but it also enables wider utilization of active transportation in place of car travel and other carbon-intensive high-cost modes of transportation.

Transportation is the single largest source of greenhouse gas emissions (GHG) in San Luis Obispo, due primarily to the use of single-occupancy fossil-fueled vehicles. By continuing to build a safe pedestrian and bicycle network, producing more housing in key locations, enhancing public transit, supporting electric vehicle infrastructure, and investing in mobility innovations, the City can reduce GHG emissions from vehicle trips while also reducing individual mobility costs. Construction of new housing near significant transportation nodes and corridors reduces private vehicle trips and associated GHG emissions and is therefore a fundamental concept in sustainable housing development.

SAN LUIS OBISPO
Downtown Flexible Density Program

Public Engagement Summary
Date March 2023
Prepared by: Kyle Bell, Housing Coordinator & Ryan Tomlinson, CDD Intern

Public Engagement Summary | Page 2

TABLE OF CONTENTS
Introduction ................................................................................................................... 3 Background ....................................................................... Error! Bookmark not defined.

PEN Manual Compliance .............................................................................................. 6 Overview of Outreach Approach ................................................................................. 6 News Release ............................................................................................................. 6 Stakeholder Focus Groups .......................................................................................... 7 Online Community Forum.......................................................................................... 10 Community Presentations.......................................................................................... 10 Takeaways ................................................................................................................... 12 What Participants Value ............................................................................................ 12 Common Concerns.................................................................................................... 13 Ideas and Suggestions .............................................................................................. 14 Next Steps ................................................................................................................. 15

Public Engagement Summary | Page 3

INTRODUCTION
California is amid a housing crisis. Communities throughout the State are challenged with accommodating their fair share of housing production, many of which are exploring innovative solutions to that challenge. Housing is an essential element to a healthy downtown district. Providing for housing in the commercial core of a community generates a constant flow of foot traffic to support nearby retailers, services, restaurants, and other businesses. The concentrated mix of retail, office, and entertainment typical of a downtown locates residents within walking distance of most daily activities.

The 2020 Housing Element Update identified a flexible density program as an opportunity to incentivize housing production within the city’s urban core and support the production of smaller residential units (Program 2.15).

Housing Element Program 2.15: Evaluate a flexible density pilot program and initiate an update of the Zoning Regulations and Community Design Guidelines to incorporate flexible density development options in Downtown Core and portions of Upper Monterey and Mid-Higuera Special Focus Areas to support the production of 50 smaller residential units (150 to 600 square feet) per year during the planning period.

As part of the 2021-23 Financial Plan the City Council established four Major City Goals for the City to address within the two year financial plan cycle. One of the Major City Goals that was established was for Housing and Homelessness which states:
“In order to expand housing options for all, continue to facilitate the production of housing, including the necessary supporting infrastructure, with an emphasis on affordable and workforce housing...”
The Downtown Flexible Density Program, along with several other important initiatives to increase housing production, are included in Community Development’s work program in support of the Major City Goal for Housing and Homelessness; “Implement the Housing Element by continuing ongoing programs and by completing new programs such as achieving more “by-right” non-discretionary review with Objective Standards, update the Inclusionary Housing Ordinance, and by establishing a Flexible Density program and “Missing Middle” housing program to expand housing opportunities downtown and in single-family neighborhoods.” The main goals of the Program are to help address the local housing demand by facilitating increased higher density residential infill development in the downtown area (Figure 1) near employment centers, incentivizing smaller units, and diversifying the city’s housing stock. The Program is intended to incorporate a higher density of residential uses that creates a more vibrant, desirable downtown economy.

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Figure 1. Downtown Core and Downtown Planning Area

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BACKGROUND
The early work of the Downtown Flexible Density Program first began under the public outreach efforts for the 2014 Circulation and Land Use Element Update (Community Survey Results) that resulted in the adoption of Land Use Element Program 2.151 which directed City staff to consider alternative methods to evaluating density within Downtown.

During the public outreach efforts of the 2017 Downtown Concept Plan Update (Downtown Concept Plan, Appendix 1), the concept of increasing density and promoting housing units within downtown was identified as key area of interest by various stakeholders, and was incorporated into the Downtown Concept Plan under Planning Principal 3 (Variety in Form and Function) and Planning Principal 7 (Compatible Design).

In 2018, the City conducted significant public outreach efforts for the Comprehensive Zoning Regulations Update (Municipal Code Title 17), a consistent theme of public testimony was focused on removing barriers towards developing housing throughout the community (Workshop Summary / Stakeholder Interview Summary). The City’s consultant working on the update (MIG Consultants) provided a White Paper detailing the concept of Flexible Density and how it could work within the community. However, the final adoption of the 2018 Zoning Regulations Update did not include any specific changes to standards related to flexible density.

The 2020 6th Cycle Housing Element Update also included a significant public outreach effort (Housing Element Appendix G), resulting in the adoption of Housing Element Policy

6.62, and Program 2.15, which memorialized the concept of Flexible Density into the City’s General Plan, as described earlier.

The public engagement approach for the Downtown Flexible Density Program was designed to complement the previous public engagement efforts related to this concept and allow the community to provide insight on the key components of draft Ordinance.

The early phases of public outreach helped the City determine the feasibility and potential success of the concept of the Program. The outreach indicated that the program had potential because it would offer a desirable location for housing that is walkable and in close proximity to jobs, recreation, and other downtown amenities.

1 General Plan Land Use Element Program 2.15: Residential Densities. The City will evaluate alternatives to the current maximum number of dwelling units per acre (based on bedroom count) and height, parking, and setback standards, to regulate residential building intensity, and bulk and mass. Floor area limits will be considered.
2 General Plan Housing Element Policy 6.6: Consistent with the City’s goal to stimulate higher density infill where appropriate in the Downtown, Upper Monterey, and Mid-Higuera Special Focus Areas, the City shall consider changes to the Zoning Regulations that would allow for flexible density standards that support the development of smaller apartments and efficiency units.

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PEN MANUAL COMPLIANCE
According to the Public Engagement and Noticing (PEN) manual, the process for the ordinance adoption would typically fall under inform/consult since flexible density is specifically identified in the Housing Element as a Program, and the Council’s Major City Goal for Housing and Homelessness specifically identified flexible density as a work program for within the 2021-23 Financial Plan. However, the public engagement approach for this Program followed the consult/collaborate approach due to the sensitivity of downtown and interest in housing needs for the community.

OVERVIEW OF OUTREACH APPROACH
The public engagement effort consisted of several stakeholder interviews and presentations, as well as an Open City Hall Public Forum, as discussed in more detail below.

News Release: A news release was published on January 23, 2023. City staff conducted interviews with several news outlets throughout the community, including: The Tribune, Cal Poly Mustang News, New Times, KSBY, and the Agenda Breakdown podcast.

Stakeholder Focus Groups: On January 26 and through February 17, 2023, the project team conducted a series of roundtable discussions with 14 stakeholder groups.

Stakeholders represented a broad cross section of interested parties, including downtown businesses owners, residents, students, property owners and developers, nonprofit organizations, special interest groups, and organizations representing Diversity Equity and Inclusion (DEI) groups.

Online Community Forum Survey: The City received 304 survey responses on Open City Hall, the City’s online engagement tool, which equals 15.2 hours of public comment.

Participants were asked to provide feedback on the key components of the Downtown Flexible Density Program.

Community Presentations: In addition to the Stakeholder Focus Groups, City staff conducted several community presentations on February 14 through March 2, 2023, for various community groups, such as the Downtown Association Board of Directors, Chamber of Commerce, the Regional Housing Action Team, and the Developer’s Roundtable.

News Release
To inform the public of the Downtown Flexible Density Program City staff conducted interviews with the following news outlets:
 KSBY News
 San Luis Obispo Tribune
 Mustang News
 New Times San Luis Obispo
 Agenda Breakdown podcast

Public Engagement Summary | Page 7
The purpose of providing a news release was to educate the community of the incoming program and encourage community input. The City explained the necessity of such a program and what the intended effects would look like within the downtown core. By informing the public through various news outlets the City was able to facilitate additional community feedback through the Open City Hall Community Forum. After receiving feedback on the key features of the program the City was able to analyze public sentiment and consider recommendations for amendments to the program.

Stakeholder Focus Groups
On Friday, January 20, 2023, Staff contacted 15 interest groups from various organizations around the city to attend a stakeholder focus group meeting. The focus groups were provided to facilitate a conversation around the key components of the Downtown Flexible Density Program and included a presentation on the background of the origins of the Program. The various stakeholder interest groups that were invited to a Focus Group discussion included:

Each stakeholder group assigned a representative to attend one of the scheduled Focus Group discussions. Although, the Chamber of Commerce opted to participate in a Community Presentation rather than attend one of the Focus Group discussions. Due to scheduling conflicts, representatives from Cuesta opted to provide feedback through the Online Community Forum, rather than attend one of the Focus Group discussions. -
i
-
Stakeholder Interest
Groups

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The Focus Group discussions were not assigned to any specific representatives, and the attendance of each discussion was based on the organization’s availability. The intent of this approach was to provide the opportunity for organizations from different backgrounds to collaborate together to discuss the Program’s key components as it relates to the specific interests of each different organization.

Focus Group 1 – January 26, 2023
Attendees: YIMBY and Downtown Association
General Comments: Attendees conveyed support of program, based on goals of providing a more diverse, welcoming, cultural, and inclusive downtown community.

Suggestions:
 Add additional parking districts, increase
parking permit costs, and expand the
DROP Program to mitigate parking
issues.
 Calculate the average capacity of
parking structures and overnight parking.
 Expand the boundary of the program
beyond the Downtown Core to include
properties further down Monterey Street.
 Amend ordinance to allow developments
to qualify through average unit size.
 Amend ordinance to 1 parking space for
every 3 housing units.
 Providing on-site parking typically results
in higher housing rents under open market
conditions, reducing parking or
establishing parking maximums may help
in keeping housing prices more attainable
for the community.

Focus Group 2 – January 30, 2023
Attendees: Transitions Mental Health, HASLO, People’s Self-Help Housing, Cal Poly General Comments: Attendees conveyed support of program, based on the appeal to current demographics of the community, and opportunity to convert unused office space to housing.

However, the group took exception to the exemption of the Inclusionary Housing Requirement.

Suggestions:
 Expand the DROP Program and provide
discounts for low-income residents.
 Reduce impact fees for projects that
include affordable housing.
 Provide priority to downtown employees
that do not own a car.
 Provide bike share program.
 Monitor pricing of units to verify level of
affordability.
 Include requirements to comply with
Inclusionary Housing Requirements.
 Gather information from major city
employers to verify whether this housing
typology is in demand for the city’s
workforce.

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Focus Group 3 – January 31, 2023
Attendees: GALA Pride and Diversity Center, Save Our Downtown, Building a Better SLO, and Healthy Communities Working Group
General Comments: Majority of attendees conveyed support of program, with one group expressing opposition. Attendees who expressed support of the program noted benefits related to active transportation, commute reductions, and increased economic vitality of the downtown.

Attendees who expressed opposition of the program noted concerns towards the small size of the units as unfit for families, and pandemic concerns for over-crowding. All attendees expressed support of incentivizes housing supportive infrastructure such as grocery stores.

Suggestions:
 Require open air stairs, positive air
pressure systems, and freight elevators to
plan for higher density living during future
pandemics.
 Remove the sunset clause or allow for
more than 500 units before the deadline.
 Require communal/rooftop green space.

Focus Group 4 – February 7, 2023
Attendees: Home Builders Association
General Comments: Attendees conveyed support of program, as a positive method to increase housing production in the community.

Suggestions:
 Expand the boundary of the program beyond the Downtown Core to include the entire Downtown Planning Area.

Focus Group 5 – February 17, 2023
Attendees: Race Matter’s SLO and Diversity Coalition of SLO County General Comments: Attendees conveyed support of the program as a positive approach in promoting economic vitality and increasing the supply of housing in the downtown community.

The group shared that the increase of housing in downtown will also help with enhancing downtown as a cultural center with more opportunities for residential amenities such as bodegas and grocery stores and other cultural hubs. The group suggested providing a visual aid to showcase an example of a 600 square foot unit or 300 square foot unit, to help the community gain perspective of these types of units under the program.

Suggestions:
 Attendees indicated that they would reflect on the Program and meet with their organizations before providing any recommendations to the Planning Commission or City Council.

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Online Community Forum
Open City Hall is an online tool for community engagement. Open City Hall can be used as an online alternative to in-person community outreach events like Workshops, Road Shows and Open Houses. Use of this tool allows those who can’t attend meetings to receive the same information and provide feedback.

A Community Forum was provided through Open City Hall for members of the public to provide input on the various components of the Downtown Flexible Density Program. The forum was designed to facilitate an open discussion regarding the needs of housing within the Downtown area. Participants were asked to provide their feedback on the key components of the program to meet the needs of the community.

Open City Hall Community Forum:
https://www.opentownhall.com/portals/189/Issue_12545
Response Summary
The Community Forum received 304 survey responses, which equals 15.2 hours of public comment. Of the 304 survey responses, approximately 58% conveyed support towards the proposed program,
however, 37% expressed
direct opposition to the
program. The remaining 6% of
the responses expressed
hesitation toward the
proposed program, a few of
these responses indicated that
they may have supported the
program if it wasn’t a specific
key component of the
Ordinance (the two main
areas concerns were in regard
to the inclusionary housing
exemption, and the parking
reduction).

Community Presentations
In addition to the Stakeholder Focus Groups, City staff conducted several community presentations on February 14 through March 2, 2023, for various community groups, such as the Downtown Association Board of Directors, Chamber of Commerce, the Regional Housing Action Team, and the Developer’s Roundtable. The presentations consisted of an overview of the Downtown Flexible Density Program, followed by opportunity for feedback on any of the key components of the Program.
58%
37%
6%
0 20
40 60
80 100
120
140
160
180
200
Support for the
Program
Opposition to the
Program
Hesitation Towards
the Program
Number of Responses
Attitude Towards the Program
Open City Hall Community Forum

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Downtown Association: Board of Directors – February 14, 2023 Attendees asked for clarification on how many residential units exist downtown (214) and how many more units are planned in the pipeline (~300 residential units). The group expressed support for incentivizing relevant infrastructure such as grocery stores.

Suggestions:
 Provide information on where the existing residents within downtown currently park their vehicles.

Chamber of Commerce – February 16, 2023
Attendees conveyed support of the program although they would like to see the program go even further. Attendees asked for clarification on existing and proposed parking requirements, the group expressed concerns about the 500-unit cap could result in a ‘land grab’. There was also a concern that the unit cap based on permit entitlement or issuance may not result in the units actually being built within the Housing Cycle. The group also expressed support for expanding the boundaries of the program beyond the Downtown Core.

Suggestions:
 Provide a streamlined process for projects that have received entitlements to be modified under the program.
 Expand the program boundaries to include more properties north and south of downtown.
 Eliminate parking requirements for qualifying units under the program.  Eliminate the 500-unit cap, or change program based on occupancy rather than entitlement, to ensure the units get built.

Regional Housing Action Team – February 16, 2023
The Regional Housing Action Team is a group of representatives from each municipality within SLO County to discuss Housing initiatives and programs and provide a platform for collaboration and information sharing.

Attendees asked questions related to processing and public outreach efforts. The group also asked for clarification on how the program works with Density Bonus Law and other State Law initiatives. The purpose of the meeting was limited to information sharing, the group did not convey any notions of support or opposition.

Suggestions: No suggestions were provided.

Developer’s Roundtable – March 2, 2023
The Developer’s Roundtable is a group of representatives from various private development groups that operate within the City of SLO.

Public Engagement Summary | Page 12
Attendees asked questions related to the applicability of Building Codes for life safety regarding the conversion of existing upper story offices into housing projects under the program. Attendees also asked a series of clarifying questions related to the City’s Parking In-lieu Fee District, to better understand the implications of existing and proposed parking requirements under the program.

Suggestions: No suggestions were provided.

TAKEAWAYS
Some of the overall themes from the extensive engagement activities are highlighted below.

What Participants Value
From the input gathered throughout the Downtown Flexible Density Program outreach process to date, we have learned that the majority of participants value the following things about the proposed program:
 Increases the supply of housing within downtown.
 Promotes community goals for economic vitality for downtown businesses.  Provides more options for single household living within downtown.  Promotes community goals for active transportation such as bicycle and transit infrastructure and reduces vehicle dependency.
 Prevents urban sprawl and preserves the city’s green belt by focusing development within the urban core rather than expanding out.  Supports Climate Action initiatives that may help in reducing greenhouse gas emissions throughout the community.

Public Engagement Summary | Page 13
Common Concerns
“If the Flexible Density ordinance didn't ease the IHO, you'd get a yes vote from me, but for now it's a no.” – Quote from Open City Hall Community Forum During the public engagement activities, public stakeholders and community members provided hundreds of comments that help us better understand concerns related to the implementation of the Program. Comments from those who expressed opposition or hesitancy toward the proposed Program, identified the following prevailing themes:
Increases Housing
Opportunities
Promotes
Economic
Vitality
Promotes
Housing
Diversity
Promotes
Active
Transportation
Reduces
Vehicle
Dependency
Reduces Urban
Sprawl
Supports
Climate Action

Public Engagement Summary | Page 14
Ideas and Suggestions
A list of public recommendations has been provided below for consideration by the Planning Commission.

1. Affordable Housing: The Program should require compliance with Inclusionary Housing Requirements or increase affordable housing requirements – design for existing residents/workforce.
•There is already a deficiency of parking downtown, more housing with parking reductions may exacerbate the downtown parking problem.

Parking
•The exemption from the Inclusionary Housing Requirements will further increase the disparity of housing that would be attainable for the community’s workforce.

Affordability
•Adding more housing downtown will result in overcrowding, which may have a correlation to an increase in crime and noise in the community.

Overcrowding
•Additional housing downtown will increase traffic throughout the community.

Traffic
• The 600 square foot unit size does not accommodate housing for families
Unit Size
• Water availability needs to be assured for the existing residences before increasing opportunities for more housing.

Water
• The Program may result in taller buildings throughout the downtown area, which may block views towards the surrounding hills.

Views

Public Engagement Summary | Page 15

2. Active Transportation: Enhance existing bicycle and transit infrastructure, ensure readily available bicycle parking is provided for residents, consider Bike Share Program.

3. Unit Sizes: Increase the size of the units within the Program and allow for more unit type configurations such as two-bedroom units.

4. More Parking: Do not provide for any parking reductions associated with the program.

5. Less Parking: Reduce parking requirements further or eliminate minimum parking requirements altogether.

6. Expand the Downtown Residential Overnight Parking Program and provide discounts for low-income households.

7. Remove the 500-unit limit within the program, or change program based on occupancy rather than entitlement, to ensure the units get built.

8. Consider expanding the program boundaries beyond the Downtown Core.

9. Reduce fees associated with development of housing projects, provide opportunities for permit streamlining.

10.Require open air stairs, positive air pressure systems, communal open spaces, and freight elevators to plan for higher density living during future pandemics.

Next Steps
These suggestions will be provided in the final draft of the Downtown Flexible Density Program, as part of the City Council Agenda Report. A hearing with the City Council is tentatively scheduled for Tuesday, March 21, 2023.

RESOLUTION NO. PC-1070-23

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF

SAN LUIS OBISPO RECOMMENDING THE CITY COUNCIL INTRODUCE AND ADOPT AN ORDINANCE AMENDING TITLE 17 (ZONING

REGULATIONS) OF THE MUNICIPAL CODE TO INCLUDE

INCORPORATE A DOWNTOWN FLEXIBLE DENSITY PROGRAM FOR
QUALIFYING RESIDENTIAL PROJECTS. PROJECT IS CONSISTENT

WITH THE PREVIOUS MITIGATED NEGATIVE DECLARATION FOR
THE 2018 COMPREHENSIVE ZONING REGULATIONS UPDATE AS

REPRESENTED IN THE PLANNING COMMISSION AGENDA REPORT
AND ATTACHMENTS DATED FEBRUARY 22, 2023 (DOWNTOWN
CORE; CODE-0017-2023)
WHEREAS, on February 5, 2019, the City of San Luis Obispo adopted a comprehensive update of the Zoning Ordinance (2018 Zoning Ordinance); and WHEREAS, on November 17, 2020, the City Council of the City of San Luis Obispo conducted a public hearing via teleconference on November 17, 2020, for the purpose of final adoption of the sixth cycle update to the General Plan Housing Element that included Program 2.15 and Policy 6.6 that directed staff to create a Downtown Flexible Density Program for consideration; and
WHEREAS, the Planning Commission of the City of San Luis Obispo conducted a public hearing in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo, California on February 22, 2023, for the purpose of considering the various amendments to Title 17 (Zoning Regulations) of the Municipal Code to implement the Downtown Flexible Density Program; and
WHEREAS, notice of said public hearing were made at the time and in the manner required by law; and
WHEREAS, the Planning Commission has duly considered all evidence, including the testimony of the applicant, interested parties, and the evaluation and recommendations by staff, presented at said hearing.

NOW, THEREFORE, BE IT RESOLVED, by the Planning Commission of the City of San Luis Obispo as follows:

SECTION 1. Findings. The Planning Commission does hereby recommend the City Council introduce and adopt the proposed Downtown Flexible Density Program for qualifying residential projects based on the following findings:

1. The proposed amendments to Title 17 to implement the Downtown Flexible Density Program will not cause significant health, safety, or welfare concerns since the amendments are consistent with the General Plan and directly implement City goals and polices.

Planning Commission Resolution No. PC-1070-23
CODE-0017-2023

2. The proposed amendments to Title 17 of the Municipal Code are consistent with the 6th Cycle Housing Element Program 2.15 which states “Evaluate a flexible density pilot program and initiate an update of the Zoning Regulations and Community Design Guidelines to incorporate flexible density development options in Downtown Core and portions of Upper Monterey and Mid-Higuera Special Focus Areas to support the production of 50 smaller residential units (150 to 600 square feet) per year during the planning period.”

3. The proposed amendment to Title 17 of the Municipal Code are also consistent with the 6th Cycle Housing Element Policy 6.6 which states “Consistent with the City’s goal to stimulate higher density infill where appropriate in the Downtown, Upper Monterey, and Mid-Higuera Special Focus Areas, the City shall consider changes to the Zoning Regulations that would allow for flexible density standards that support the development of smaller apartments and efficiency units.” SECTION 2. Environmental Review. Pursuant to CEQA Guideline 15164, an addendum to the Initial Study / Negative Declaration for the Zoning Regulations Update (GENP-0327-2017) was prepared for the proposed Downtown Flexible Density Program.

The addendum concluded the following:
i. Pursuant to Section 15162 of the State CEQA Guidelines, a subsequent environmental impact report is not required because:
a) The project changes do not result in new or more severe environmental impacts.
b) The circumstances under which the project is undertaken will not require major changes to the adopted Negative Declaration, and
c) The modified project does not require any new mitigation measures. ii. The proposed Downtown Flexible Density Program, including proposed amendments identified in this Addendum, would make revisions, additions, corrections and clarifications to various sections of the Zoning Regulations to ensure consistency and successful implementation of the Housing Element.

The proposed Downtown Flexible Density Program and associated amendments to Municipal Code Title 17 are consistent with the scope of the previously approved Comprehensive Zoning Regulations Update. iii. The changes are consistent with State Law, the City of San Luis Obispo Climate Action Plan, and the City of San Luis Obispo General Plan.

Based on the foregoing, the City Council will consider adopting the Addendum to the Initial Study Negative Declaration that was prepared for the Comprehensive Zoning Regulations Update for the Downtown Flexible Density Program, at their Regular Meeting on March 21, 2023, as provided in Exhibit A.

Planning Commission Resolution No. PC-1070-23
CODE-0017-2023

SECTION 3 . Recommendation. The Planning Commission does hereby recommend the City Council introduce and adopt an ordinance amending Title 17 (Zoning Regulations) of the Municipal Code to include the Downtown Flexible Density Program for qualifying residential projects as set forth in Exhibit B.

On motion by Commissioner Jorgensen, seconded by Commissioner Cooley and on the following roll call vote:

AYES: Commissioners Cooley, Houghton, Jorgensen and Vice Chair Hopkins
NOES: None
REFRAIN: None
ABSENT: Commissioners Munoz-Morris and Chair Khan
The foregoing resolution was passed and adopted this 22nd day of February 2023. ________________
Tyler Corey, Secretary
Planning Commission

EXHIBIT A
Addendum to the Initial
Study/Mitigated Negative Declaration
for the 2018 Zoning Regulations
Update, San Luis Obispo, California
FEBRUARY 2023

PREPARED FOR
City of San Luis Obispo

PREPARED BY
SWCA Environmental Consultants

ADDENDUM TO THE INITIAL STUDY/MITIGATED NEGATIVE
DECLARATION FOR THE 2018 ZONING REGULATIONS

UPDATE, SAN LUIS OBISPO, CALIFORNIA
Prepared for
City of San Luis Obispo
919 Palm Street
San Luis Obispo, CA 93401
Attn: Kyle Bell, Housing Coordinator
Prepared by
SWCA Environmental Consultants
1422 Monterey Street, Suite C200
San Luis Obispo, CA 93401
(805) 543-7095
www.swca.com
SWCA Project No. 71167.04
February 2023

Addendum to IS/MND for the 2018 Zoning Regulations Update i

CONTENTS
Introduction ..................................................................................................................... 1 Purpose of Addendum..................................................................................................... 1 Project Revisions ............................................................................................................ 3 Minor Technical Changes to the MND............................................................................. 4 Basis for Addendum...................................................................................................... 13

Addendum to IS/MND for the 2018 Zoning Regulations Update 1 INTRODUCTION
On February 5, 2019, the City of San Luis Obispo (City) adopted a Mitigated Negative Declaration (MND; State Clearing House [SCH] #2013121019) for the Zoning Regulations Update (project) and approved revisions to the Zoning Regulations that were focused on implementation of the policies and programs in the City’s General Plan Land Use and Circulation Element (LUCE).

Specifically, the revisions included specifying density for dwelling units less than 600 square feet in size as 0.50 density units, consistent with LUCE Policies 2.15 and 4.28. Since the Zoning Regulations update was consistent with the 2014 LUCE, the MND tiered with and incorporated, by reference, the City’s previously-certified Program Final Environmental Impact Report (September 2014; FEIR; SCH #2013121019) prepared for the LUCE pursuant to State CEQA Guidelines Sections 15150, 15152, and 15168. The City is now seeking minor revisions from what was analyzed in the MND to amend the Zoning Regulations and revise the density for dwelling units less than 600 square feet in size that are in the Downtown Core from 0.50 density units to

0.00 density units (see discussion below).

The project would apply to the Downtown Core (as identified in the LUCE) on parcels zoned C-D (Downtown Commercial) and C-R (Retail Commercial), see Figure 1 below.

PURPOSE OF ADDENDUM
Pursuant to Section 21166 of CEQA and Section 15162 of the State CEQA Guidelines, when a lead agency has adopted an MND for a project, a subsequent MND does not need to be prepared for the project unless the lead agency determines that one or more of the following conditions are met:

1. Substantial project changes are proposed that will require major revisions of the previous MND due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects;

2. Substantial changes would occur with respect to the circumstances under which the project is undertaken that require major revisions to the previous MND due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects; or

3. New information of substantial importance that was not known and could not have been known with the exercise of reasonable diligence at the time the previous MND was adopted shows any of the following:
a. The project will have one or more significant effects not discussed in the previous MND;
b. Significant effects previously examined will be substantially more severe than identified in the previous MND;
c. Mitigation measures or alternatives previously found not to be feasible would in fact be feasible, and would substantially reduce one or more significant effects of the project, but the project proponent declines to adopt the mitigation measures or alternatives; or
d. Mitigation measures or alternatives that are considerably different from those analyzed in the previous MND would substantially reduce one or more significant effects on the environment, but the project proponent declines to adopt the mitigation measures or alternatives.

Addendum to IS/MND for the 2018 Zoning Regulations Update 2 Figure 1. Downtown Core and Downtown Planning Area

Addendum to IS/MND for the 2018 Zoning Regulations Update 3 Preparation of an Addendum to an MND is appropriate when none of the conditions specified in Section 15162 (above) are present and some minor technical changes to the previously adopted MND are necessary (see discussion below).

PROJECT REVISIONS
The MND analyzed revisions to the Zoning Regulations that included changing the City’s bedroom density approach and establishing a minimum density unit count in multi-unit zones. Studio and one-bedroom dwelling units less than 600 square feet in size (in all zones except AG, C/OS, and R-1), were assigned a density unit value of 0.50 (i.e., if a parcel has a maximum density allowance of 4, up to 8 units less than 600 square feet in size could be built).

The City now proposes to revise the density unit value of dwellings less than 600 square feet in size in the Downtown Core from 0.50 density units to 0.00 density units to facilitate the implementation of LUCE Policy 4.28, which calls for variable density and efficiency units1in the downtown.

The City uses floor-area-ratio (FAR) to regulate the intensity of uses through a combination of height and lot coverage standards. The existing maximum FAR in the C-D zone is 3.0 for structures up to 50 feet tall, 3.75 for structures over 50 feet tall, and 4.0 for structures over 50 feet tall that either include a transfer of development credits for open space or historic preservation.

The existing maximum FAR in the C-R zone is 3.0. The existing height limit in the C-D zone is 50 feet, or up to 75 feet with approval of a use permit from the Planning Commission contingent upon performance standards described in Section 17.32.030 of the Zoning Regulations. The maximum allowed lot coverage in the C-D zone is 100 percent. The existing height limit in the C-R zone is 45 feet.

The proposed revision would alter the traditional allocation of residential capacity in the Downtown Core away from density units per acre and only rely on the FAR allowances of individual parcels as the threshold for the maximum number of units less than 600 square feet (limited to a studio or one-bedroom configuration). Standard density limitations would apply for all units larger than 600 square feet. By relying on the FAR rather than density units per acre, a parcel could have greater flexibility in the number of qualifying units within the footprint of the structure. Residential uses on the ground floor would still be prohibited in the C-D zone due to the existing flood zone restrictions. The proposed revisions would not alter FAR, height, or lot coverage standards.

Based on the City’s Housing Element Development Capacity Calculation (Appendix E), and assuming an average 50% floor-area-ratio (FAR) dedicated toward residential uses, the maximum additional buildout capacity of the Downtown Core would be approximately 1,000 units, which would likely be single or double occupancy units. However, the draft ordinance proposes to limit the program to 500 units.
1 Efficiency units are defined by Health and Safety Code Section 17958.1 and are units that are a minimum of 150 square feet in size that may also have partial kitchen and bathroom facilities.

Addendum to IS/MND for the 2018 Zoning Regulations Update 4 MINOR TECHNICAL CHANGES TO THE MND
Aesthetics. The MND determined potential impacts resulting from the implementation of the Zoning Regulations Update may include: blockage of views by construction equipment and staging areas; disruption of views by temporary signage; exposure of slopes and removal of vegetation; structural development within identified scenic areas; and view blockages by new structures, signs, and parking areas. The proposed density revisions would not alter the height, FAR, lot coverage, or design guideline standards and would not result in new development where such development is currently prohibited. No new or more significant aesthetic impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Agriculture. The MND determined that buildout of the City pursuant to the Zoning Regulations Update would facilitate the development and redevelopment of residential uses in areas of the city near agricultural areas. The proposed density revisions would apply only to the Downtown Core and would not apply to land designated for agriculture or to land that is near agriculture areas. No new or more significant agriculture impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Air Quality. The MND citing the 2014 LUCE FEIR identified inconsistencies with the assumptions used in the San Luis Obispo Air Pollution Control District’s (SLOAPCD’s) Climate Action Plan (CAP). This change was determined to be significant and unavoidable and a statement of overriding considerations was adopted by the City Council. The MND did not identify any new or more significant CAP consistency impacts beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would exceed the population growth projections of the SLOAPCD CAP as the density is higher than what was accounted for. However, this impact was considered in the MND and the proposed density revisions would not substantially increase this projection (500 new units). No new or more significant SLOAPCD CAP consistency impacts would occur beyond what was identified in the MND, and no new mitigation measures are required.

The MND determined that future development projects proposed under the Zoning Regulations Update would require construction activity resulting in the generation of criteria air pollutants and ozone precursor emissions. The MND cited the 2014 LUCE FEIR which determined that adherence to relevant policies and implementation of SLOAPCD‐recommended project‐specific mitigation measures would reduce potential impacts associated with future development under the proposed Zoning Regulations Update to a less‐than‐significant level. The MND did not identify any new or more significant construction-related air pollutant emissions impacts beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would not increase the total potential development of a parcel, which would still be governed by FAR, height, and lot coverage standards. No new or more significant constructionrelated air quality impacts would occur beyond what was identified in the MND, and no new mitigation measures are required.

The MND determined that future development projects proposed under the Zoning Regulations Update would involve the operation of development projects that would generate long-term emissions of criteria pollutants and ozone precursors. However, the MND also noted that consistent with the LUCE, the Zoning Regulations Update may result in beneficial environmental impacts on air quality by developing incentives in the Downtown area to reduce the use of cars, including provisions that would allow for corner stores in residential areas, further allowing upperstory residential uses in commercial areas, providing for an enhanced pedestrian experience in

Addendum to IS/MND for the 2018 Zoning Regulations Update 5 the Downtown, providing additional dwelling units within medium to high residentially-zoned areas, maintaining rural character and protecting natural resource areas, incorporating further sustainability standards into land use regulations, and adjusting parking requirement to achieve multi-modal objectives identified in the General Plan. The MND did not identify any new or more significant construction-related air pollutant emissions impacts beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would implement an incentive to reduce the use of cars by providing additional residential uses in the Downtown Core, in proximity to shopping, dining, transportation, and recreation, which may result in a beneficial environmental impact to air quality. No new or more significant operational air quality impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

The MND determined that the Zoning Regulations Update would not result in the exposure of sensitive receptors to substantial sources of local carbon monoxide concentrations, toxic air contaminants, or odors, based on the 2014 LUCE FEIR, because the Zoning Regulations Update would occur in areas of the City that were assessed in the 2014 LUCE FEIR. The proposed density revisions would not result in the placement of new sensitive receptors closer to existing sources of air pollution in comparison to existing conditions. No new or more significant impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Biological Resources. The MND determined that future development pursuant to the Zoning Regulations Update would be required to comply with local, state, and federal laws and policies, and all applicable permitting requirements of the regulatory and oversight agencies intended to address potential impacts to special‐status wildlife species. The MND determined that implementation of local policies, as well as compliance with state and federal laws and policies and the requirements of regulatory and oversight agencies as appropriate, and reliance on establishment of project‐specific mitigation measures where appropriate would reduce potential impacts to a less than significant level.

The proposed density revisions would apply to the Downtown Core, which is a largely built-up area with little remaining native habitat. San Luis Obispo Creek flows in a man-made channel and through a concrete tunnel beneath downtown San Luis Obispo emerging near Mission San Luis Obispo de Tolosa. Future development resulting from the proposed revisions would be subject to creek setback requirements and performance standards identified in the Zoning Regulations.

Additionally, Conservation and Open Space Element (COSE) Policy 7.3 requires that projects within or adjacent to known occurrences of Natural Communities of Special Concern, or in areas that have potential to contain one or more of these habitats, to have a site-specific biology report prepared and undergo individual project environmental review to determine the location, extent, and proposed impact to those habitats. No new impacts to biological resources beyond what was identified in the MND would occur and no new mitigation measures are required.

Cultural Resources. The MND, citing the 2014 LUCE FEIR, determined that development facilitated under the LUCE and Zoning Regulations Update could have an adverse impact on historical structures by damaging or destroying historical buildings or structures, diminishing the integrity of the context and setting of individual properties, or diminishing the integrity of the historical district. The loss of historic buildings or new developments within the existing historic districts that could impact historical resources was considered potentially significant. However, the policies and programs identified in the LUCE and COSE, the City’s Historic Preservation Ordinance, Historic Preservation Program Guidelines, Historic Context Statement, the City‐ designated Cultural Heritage Committee (CHC) policies and guidelines, and compliance with CEQA would directly address this impact. The MND did not identify any new or more significant

Addendum to IS/MND for the 2018 Zoning Regulations Update 6 impacts on historical resources beyond what was analyzed in the 2014 LUCE FEIR. The proposed density revisions would not make any changes to the LUCE and COSE, the City’s Historic Preservation Ordinance, Historic Preservation Program Guidelines, Historic Context Statement, or the City‐designated Cultural Heritage Committee (CHC) policies and guidelines and would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update.

No new impacts to historical resources beyond what was identified in the MND would occur and no new mitigation measures are required.

The MND determined that development facilitated under the Zoning Regulations Update would result in impacts to archeological and paleontological resources and human remains. This impact was determined to be less than significant with the adherence to the City’s Archaeological Resource Preservation Program Guidelines and compliance with federal and state regulations.

The MND did not identify any new or more significant impacts on archaeological and paleontological resources or human remains beyond what was analyzed in the 2014 LUCE FEIR.

The proposed density revisions would not make any changes to the LUCE and COSE, the City’s Historic Preservation Ordinance, Historic Preservation Program Guidelines, Historic Context Statement, or the City‐designated Cultural Heritage Committee (CHC) policies and guidelines and would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update. No new impacts to archaeological and paleontological resources or human remains beyond what was identified in the MND would occur and no new mitigation measures are required.

Geology and Soils. The MND, citing the 2014 LUCE FEIR, determined that compliance with the California Building Code and the City’s General Plan would reduce geologic and seismic impacts to less than significant. The MND did not identify any new or more significant impacts on geological resources beyond what was analyzed in the 2014 LUCE FEIR. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update. No new impacts to geological resources beyond what was identified in the MND would occur and no new mitigation measures are required.

Greenhouse Gas Emissions. The MND determined that the Zoning Regulations Update will be one of the principal tools for implementing the LUCE and will advance greenhouse gas reduction goals as mandated by the State (AB32, SB375) and the City’s CAP. The Zoning Regulations Update facilitates the development of a sustainable, multi-modal community to reduce per capita vehicle miles traveled (VMT) and greenhouse gas (GHG) emissions through increased design standards, new design guidelines, and the imposition of general site regulations. New strategies in the updated Zoning Regulations include:
• As an incentive for increased height in the C-D zone and a community benefit for a PD overlay, having a developer provide net-zero energy construction features • Reducing the allowable pervious surface coverage in front yards of R-1 zones from 50 percent to 40 percent
• As an incentive for increased height in the C-D zone and a community benefit for a PD overlay, requiring a Transportation Demand Management (TDM) program that achieves measurable 20 percent mode shift and that is covenanted for long-term implementation • Allowing shared car services (e.g., ZipCar) spaces to be located in developments without increased parking requirements
• Parking requirements for alternative clean fuel vehicles • Requirements for showers, lockers and changing rooms for large developments

Addendum to IS/MND for the 2018 Zoning Regulations Update 7 The MND did not identify any new or more significant impacts on GHG emissions beyond what was analyzed in the 2014 LUCE FEIR. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update and would not change existing GHG policies of the City’s CAP or LUCE. No new GHG impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Hazards and Hazardous Materials. The MND determined that allowing residential development in areas of commercial use or previous commercial use could expose occupants or construction workers to potentially hazardous materials including asbestos-containing materials and leadbased paint, but that compliance with LUCE and the Climate Adaptation and Safety Element (CASE) policies, City Demolition and Moving of Buildings Section 115 Public Safety Requirements, and state and federal regulations would reduce impacts to less than significant.

The MND did not identify any new or more significant impacts related to hazards and hazardous materials beyond what was analyzed in the 2014 LUCE FEIR. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update and would not introduce residential uses in proximity to hazards beyond what was contemplated in the MND. No new impacts related to hazards and hazardous materials beyond what was identified in the MND would occur and no new mitigation measures are required.

Hydrology and Water Quality. The MND determined that potential development associated with the Zoning Regulations Update could result in the pollution of natural watercourses and/or underground aquifers. However, impacts were determined to be less than significant with the mandatory compliance of General Plan policies and the City’s Stormwater Quality Ordinance. The MND did not identify any new or more significant impacts related to hydrology and water quality beyond what was analyzed in the 2014 LUCE FEIR. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update and would not increase the total development potential of a parcel, which currently allows 100% lot coverage. No new impacts related to pollution of natural watercourses and/or underground aquifers beyond what was identified in the MND would occur and no new mitigation measures are required.

The MND determined that the Zoning Regulations Update has the potential to increase the amount of impervious surface within the City, which could result in a decrease in percolation to the groundwater basin, the alteration of drainage patterns, and increases in the volume of surface runoff. Adherence to the City’s General Plan and compliance with the City’s Storm Water Management Program and Drainage Design Manual was determined to be adequate to reduce impacts from additional impervious surfaces to less than significant. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update and would not increase the total development potential of a parcel, which currently allows 100% lot coverage. No new impacts related to additional impervious surfaces beyond what was identified in the MND would occur and no new mitigation measures are required.

The MND determined that future development resulting from the Zoning Regulations Update could result in new development within a 100-year floodplain and introduce structures in areas that could impede or redirect flood flows. Adherence to the City’s Floodplain Management Zone Regulations, the Waterway Management Program, the Drainage Design Manual, and the Stream Management and Maintenance Program was determined to be sufficient to ensure that impacts from flooding remain less than significant. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update and would not increase the total development potential of a parcel, which currently allows 100% lot coverage.

No new impacts related to flooding beyond what was identified in the MND would occur and no

Addendum to IS/MND for the 2018 Zoning Regulations Update 8 new mitigation measures are required.

Land Use/Planning. The MND determined that the update to the Zoning Regulations would not result in the division of the community. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update and would introduce new uses or infrastructure that could divide a community. No new impacts related to additional impervious surfaces beyond what was identified in the MND would occur and no new mitigation measures are required.

The MND, citing the 2014 LUCE FEIR, determined that the Zoning Regulations Update would make the Zoning Regulations consistent with the LUCE by including standards and requirements that: facilitate protection of the environment, including hillsides, creeks, surface and groundwater, soils, and air quality; include development and redevelopment standards that support a wellbalanced community; and maintain and where appropriate adapt the City form to preserve open space, create compact, mixed-use neighborhoods that locate housing, jobs, recreation, and other daily needs in close proximity to one another, protect the quality of life in established neighborhoods through compliance with proposed edge conditions regulations, and encouraging multi-modal transportation. Impacts related to environmental policy consistency were determined to be less than significant. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update. Future land uses that occur pursuant to the proposed density revisions would be required to conform to all applicable regulations and standards of the updated Zoning Regulations and the LUCE. No new impacts related to additional environmental policy consistency beyond what was identified in the MND would occur and no new mitigation measures are required.

Mineral Resources. The MND determined that there are no mineral resource recovery sites within the city and that implementation of the Zoning Regulations Update would have no impact on mineral resources. The proposed density revisions would not be located in areas of the city no contemplated by the Zoning Regulations Update. No new impacts related to mineral resources would occur, there would be no impact, and no new mitigation measures are required.

Noise. The MND, citing the 2014 LUCE FEIR, determined that development constructed pursuant to the Zoning Regulations Update would result in construction activities that could generate noise levels that exceed the standards of the City’s Noise Control Ordinance. This impact was determined to be significant and unavoidable and a statement of overring considerations was adopted by the City Council. The MND did not identify any new or more significant construction noise impacts beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would not allow construction in areas not contemplated by the LUCE or Zoning Regulations Update and would not increase the construction potential of a property which would still be governed by FAR, height, and lot coverage standards.

No new impacts related to noise beyond what was identified in the MND would occur and no new mitigation measures are required.

The MND determined that consistent with the analysis and conclusions in the 2014 LUCE FEIR, implementation of the Zoning Regulations Update would result in increased traffic volumes and associated noise levels along major transportation routes. New development associated with the Zoning Regulations Update could also result in the siting of new sensitive receptors in close proximity to transportation noise sources such as major roadways and the railroad, with the potential to exceed the land use compatibility and transportation noise exposure standards in the existing Noise Element. Future development is required to comply with the City Noise Element and Noise Control Ordinance which require site-specific mitigation for development; therefore,

Addendum to IS/MND for the 2018 Zoning Regulations Update 9 impacts were determined to be less than significant. The proposed density revisions would not allow construction in areas not contemplated by the LUCE or Zoning Regulations Update and would not increase the construction potential of a property which would still be governed by FAR, height, and lot coverage standards. No new impacts related to transportation noise beyond what was identified in the MND would occur and no new mitigation measures are required.

The MND, citing the 2014 LUCE FEIR, determined that the Zoning Regulations Update could facilitate development that would increase stationary source noise levels exceeding the thresholds of the City’s Noise Element and Noise Control Ordinance. Noise Element policies and standards would require all future development to comply with the City’s adopted noise standards, noise mitigation procedures, and sensitive land use siting policies, including site‐specific noise studies and mitigation measures, if necessary, to ensure that the development meets noise thresholds. Because the City’s Noise Element contains policies and programs that address and mitigate potential site‐specific impacts for individual projects, this impact was determined to be less than significant. The proposed density revisions would not allow construction in areas not contemplated by the LUCE or Zoning Regulations Update, would not increase the construction potential of a property that would still be governed by FAR, height, and lot coverage standards, and would not alter the policies and standards governing noise. No new impacts related to stationary source noise beyond what was identified in the MND would occur and no new mitigation measures are required.

Population/Housing. As documented in the 2014 LUCE FEIR, as of January 2013, the City has a population of 45,541, and is expected to have a population increase of 4,613 people by 2035.

LUCE Policy 1.11.2 Residential Growth Rate, states that the City shall manage the growth of the city's housing supply so that it does not exceed one percent per year, on average, based on thresholds established by Land Use Element Table 3 [One Percent City Population Growth Projection]. Because of the annual growth rate limitation, impacts were determined to be less than significant. The MND did not identify any new or more significant impacts on the population beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required.

Based on the 2021 General Plan Annual Report, the City has maintained a 0.81 percent growth rate since 2015. Housing in the Downtown Core (C-D Zone) is exempt from the City’s Residential Growth Ordinance, so the potential increase in residential units would not be in conflict with the General Plan. The proposed density revisions would positively impact the jobs-to-housing ratio within the City, which is consistent with LUCE Policy 1.5 which states that the City’s housing stock should keep pace with the growth in employment so that the jobs-housing balance would not worsen. The proposed density revisions would not result in new or more significant impacts beyond what was identified in the MND and no new mitigation measures are required.

The MND determined that the Zoning Regulations Update would not result in a loss of housing or displace existing residents. Housing Element Program 3.10 states that “continue to encourage the creation of dwellings in the Downtown Core (C-D Zone) and the Downtown Planning Area by continuing the "no net housing loss" program, consistent with Chapter 17.86 (Downtown Housing Conversion Regulations) of the Zoning Regulations”. The Zoning Regulations Update retained the statement that “development projects within the Downtown Planning Area shall not result in a net housing loss.” The MND did not identify any new or more significant impacts beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would not alter the no net loss requirements of the Zoning Regulations or Housing Element. No new or more significant impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Addendum to IS/MND for the 2018 Zoning Regulations Update 10 Public Services.

Fire. The MND cited the 2014 LUCE FEIR, which determined that new residential development facilitated by the LUE would place additional service demands on the San Luis Obispo Fire Department (SLOFD) and that the increased service demands would have the potential to result in a significant environmental impact if new or physically altered fire service facilities would be required to ensure that the City’s four-minute response standard was achieved. Mitigation was identified in the 2014 LUCE FEIR that the Safety Element be updated to include policy so that new development can only be approved when adequate fire services and facilities are available or would be made available by the new development. The MND did not identify any new or more significant impacts to fire services beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The Safety Element was recently updated in 2023 as the Climate Adaptation and Safety Element (CASE) which includes Policy FI-5.3 (City-Wide FireSmart New Development) that ensures that adequate fire services and facilities are available for all new developments. The proposed density revision would have the potential to increase the residential population in the Downtown Core. However, CASE Policy FI-5.3, which replaced the Safety Element policy referenced in the MND, would not be altered, and future development could only be approved if adequate fire services and facilities exist. No new or more significant fire service impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Police. The MND cited the 2014 LUCE FEIR, which determined that new residential development facilitated by the LUE would place additional service demands on the San Luis Obispo Police Department (SLOPD) and that the increased service demands would have the potential to result in a significant environmental impact if new or physically altered police service facilities would be required to ensure that the City’s officer to population standard was achieved. However, this impact was determined to be less than significant because new or altered police facilities to meet the officer-to-population standard would be required to meet community design guidelines, and its location would need to meet the response time needs of the community. The MND did not identify any new or more significant impacts on police services beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revision would have the potential to increase the residential population in the Downtown Core. With additional officers, there could be additional need for evidence and equipment storage, locker space, area to park police vehicles, and support staff (and their associated space needs) necessary to support additional officers. However, consistent with the MND, the proposed density revisions are unlikely to result in adverse physical impacts associated with the provision of new or altered facilities needed to maintain the existing ratio of officers to the population served because any new or reconstructed facility would be required to meet community design guidelines, and its location would need to meet the response time needs of the community. No new or more significant impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Schools. The MND determined that residential development associated with the Zoning Regulations Update would increase the population of the City which would likely increase the number of children attending the City’s public schools. With the payment of Government Code Section 65970 school impact fees, impacts were determined to be less than significant. The MND did not identify any new or more significant impacts to school facilities beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revision would have the potential to increase the residential population in the Downtown Core, but all new development would be required to pay any applicable school impact fees. No new or more significant schools impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Addendum to IS/MND for the 2018 Zoning Regulations Update 11 Parks. Citing the 2014 LUCE FEIR, upon buildout of development allowed by the LUCE and Zoning Regulations, the City’s parkland per capita would increase from 3.32 acres per 1,000 residents to 3.44 acres per 1,000 residents with the addition of approximately 52 acres of parkland. The MND determined that impacts to parks would be less than significant as projects are evaluated on a case-by-case basis to determine the level of project-specific open space or park area required. The MND did not identify any new or more significant impacts to park facilities beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required.

The proposed density revision would have the potential to increase the residential population in the Downtown Core by 500 units, which would require approximately 5-10 additional acres of parkland to meet the City’s goal of 10 acres per 1,000 residents. However, consistent with the MND, all projects implemented as a result of the proposed density revisions would be evaluated on a case-by-case basis to determine the level of project-specific open space or park area required. No new or more significant park impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Recreation. The MND determined that existing General Plan policies applicable to the development of future recreational facilities would reduce potential environmental impacts to less than significant. Most of the future parkland to be provided in the city would be constructed as part of the buildout of previously approved (Margarita, Orcutt, San Luis Ranch, Avila Ranch, Froom Ranch) Specific Plans. There are several park and recreation facilities within the Downtown Planning Area (Figure 1), including Cheng Park, Mitchell Park, Triangle Park, Mission Plaza, Mission Plaza Extension, San Luis Creek Open Space, Jack House Gardens, Emerson Park, and Ludwick Community Center. Planned parks in the Downtown Planning Area include Monterey Street Plaza, Toro/Marsh Pocket Park, Courthouse Park, Higuera Street Plaza, Rosa Butron Adobe, and Diagonal Paseo. The proposed density revisions would be required to comply with existing General Plan policies for construction of new recreational facilities; however, due to the built-out condition of the Downtown Core, it is unlikely that new or additional recreation facilities would be constructed as a result of development facilitated by the proposed density revisions. No new or more significant recreation impacts beyond what was identified in the MND would occur and no new mitigation measures are required.

Transportation/Traffic. The MND, citing the 2014 LUCE FEIR, determined that development facilitated by the Zoning Regulations Update would result in significant and unavoidable impacts on congestion on the City’s roadways (level of service), specifically to the following eight roadway segments would experience significant impacts due to increases in volumes: Broad (entire corridor south of South Street, South – Orcutt, Orcutt – Tank Farm Road and Buckley – South City Limit); Chorro (Foothill – Lincoln; Los Osos Valley Road (just west of the City Limits); and Prado (US 101 – Higuera and Higuera – Broad). The MND did not identify any new or more significant impacts to roadway congestion and no mitigation measures were required.

After the adoption of the MND, the CEQA checklist was revised to replace level of service (congestion) with vehicle miles traveled (VMT) as the preferred metric for evaluating a project’s transportation impacts, in compliance with SB 743. In June 2020, the City formally adopted the transition from LOS to VMT for the purposes of CEQA evaluation and also established local VMT thresholds of significance. While VMT was not specifically analyzed in the 2014 LUCE FEIR, its current inclusion in the CEQA checklist does not warrant an analysis of the entire project unless the project changes would result in new or more severe significant environmental impacts or unless there is new information of substantial importance that was not known at the time of the 2014 LUCE FEIR.

Addendum to IS/MND for the 2018 Zoning Regulations Update 12 The proposed density revisions are not anticipated to result in VMT impacts as the potential dwelling units associated with the density revisions would be located downtown, in close proximity to the City’s transit station, the train station/Amtrack, shopping, dining, recreation, and offices. Per the City’s Transportation Impact Study Guidelines VMT Screening Map, while lacking specific data for the Downtown Core, is adjacent to and surrounded by areas with residential VMT per capita that is less than 85% of the regional average. Therefore, the proposed density revisions would not create new or more significant impacts beyond what was identified in the MND and no new mitigation measures are required.

Tribal Cultural Resources. The MND determined that development facilitated under the Zoning Regulations Update would result in impacts to tribal cultural resources. This impact was determined to be less than significant with the adherence to the City’s Archaeological Resource Preservation Program Guidelines and compliance with federal and state regulations. The MND did not identify any new or more significant impacts to tribal cultural resources beyond what was analyzed in the 2014 LUCE FEIR. The proposed density revisions would not make any changes to the LUCE and COSE or the Archaeological Resource Preservation Program Guidelines and would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update. No new impacts to tribal cultural resources beyond what was identified in the MND would occur and no new mitigation measures are required.

Utilities/Service Systems.

Wastewater. The 2014 LUCE FEIR determined that buildout of development allowed under the LUCE would exceed the capacity of the City’s Water Resource Recovery Facility by 0.26 million gallons per day. However, this impact was determined to be less than significant because at the time the City was proposing to upgrade the Water Resource Recovery Facility to increase in average dry weather flow (ADWF) capacity to serve the buildout of the LUCE, and because policies in the LUCE and the Water and Wastewater Element require projects to demonstrate that adequate treatment capacity at the Water Resource Recovery Facility exists. The MND determined that the Zoning Regulations Update would result in similar impacts as those disclosed in the 2014 LUCE FEIR and no new or more significant impacts to wastewater were identified.

The City’s Water Resource Recovery Facility has since been completed and is operational with a capacity of 5.2 million-gallons-per-day. The proposed density revisions would allow an additional 500 units in the Downtown Core and would generate between 45 and 105 gallons of wastewater per day per unit, based on the City’s wastewater generation rates (0.5-1.2 acre-feet-per-year total). The Downtown Core is not within a sewer capacity-constrained area and future development would be required to demonstrate that adequate treatment capacity at the Water Resource Recovery Facility exists prior to construction. No new impacts to wastewater beyond what was identified in the MND would occur and no new mitigation measures are required.

Water. The MND, citing the 2014 LUCE FEIR, determined that buildout of development facilitated by the Zoning Regulations Update would require a water supply of 7,815 acre-feet-per-year. The City’s current water supply totals approximately 10,630 acre-feet-per-year, which exceeds the demand that would be generated by the LUCE buildout/Zoning Regulations buildout. Impacts were determined to be less than significant and no new or more significant impacts to waster were identified. Based on the assumptions in the LUCE2, and assuming any residential units constructed under the proposed density revisions would be single or double occupancy, the proposed density revisions would result in approximately 127 to 254 additional acre-feet-per-year of water demand. This would bring the LUCE projected water demand to 7,942 to 8,069 acre2 Assumes water reduction requirements of SBX7‐7 would reduce per capita water use to 117 gallons per day by 2020.

Addendum to IS/MND for the 2018 Zoning Regulations Update 13 feet-per-year, which is within the City’s water supply of approximately 10,630 acre-feet-per-year.

No new impacts to water beyond what was identified in the MND would occur and no new mitigation measures are required.

Stormwater. The MND determined that future development could cause an increase in the amount of impervious surfaces within the City which could increase the volume of surface runoff into City stormwater systems. Impacts were determined to be less than significant because future development would be required to comply with Central Coast Regional Water Quality Control Board Post Construction Requirements and the City’s Storm Water Management Program. The MND did not identify any new or more significant impacts related to stormwater beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would not allow new development in areas not contemplated by the LUCE or Zoning Regulations Update and would not increase the total development potential of a parcel, which currently allows 100% lot coverage (and 100% impervious surface). No new impacts related to stormwater beyond what was identified in the MND would occur and no new mitigation measures are required.

Solid Waste. The MND determined that the Zoning Regulations Update would not interfere with the City’s ability to comply with solid waste management and diversion regulations. Additionally, LUCE Policy 1.13.10 requires the City to determine if adequate solid waste disposal capacity exists prior to approving future development. The MND did not identify any new or more significant impacts related to solid waste disposal beyond what was identified in the 2014 LUCE FEIR and no mitigation measures were required. The proposed density revisions would not increase the total development potential of a parcel and new development would only be allowed if adequate solid waste disposal capacity exists, per LUCE policy. No new impacts related to solid waste beyond what was identified in the MND would occur and no new mitigation measures are required.

BASIS FOR ADDENDUM
In accordance with Section 15164 of the State CEQA Guidelines, the City of San Luis Obispo has determined that this Addendum to the adopted MND is necessary to document changes or additions that have occurred in the project description since the MND was originally adopted. The changes proposed are relatively minor in nature and, as documented above, would not result in any new significant environmental effects or a substantial increase in the severity of previously identified significant effects. Additionally, no new information of substantial importance that was not known and could not have been known with the exercise of reasonable diligence at the time the previous MND was adopted has been identified. The City has reviewed and considered the information contained in this Addendum and finds that the preparation of subsequent CEQA analysis that would require public circulation is not necessary.

This Addendum does not require circulation because it does not provide significant new information that changes the adopted MND in a way that deprives the public of a meaningful opportunity to comment upon a substantial adverse environmental effect of the project or a feasible way to mitigate or avoid such an effect. The City shall consider this Addendum with the adopted MND as part of the approval of the proposed ordinance.

EXHIBIT B: DRAFT CITY COUNCIL ORDINANCE
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ORDINANCE NO. _____ (2023 SERIES)

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, AMENDING TITLE 17 (ZONING

REGULATIONS) OF THE MUNICIPAL CODE TO INCORPORATE A

DOWNTOWN FLEXIBLE DENSITY PROGRAM FOR QUALIFYING
RESIDENTIAL PROJECTS. PROJECT IS CONSISTENT WITH THE
PREVIOUS MITIGATED NEGATIVE DECLARATION FOR THE 2018

COMPREHENSIVE ZONING REGULATIONS UPDATE (DOWNTOWN
FLEXIBLE DENSITY PROGRAM, CODE-0017-2023)
WHEREAS, on February 5, 2019, the City of San Luis Obispo adopted a comprehensive update of the Zoning Ordinance (2018 Zoning Ordinance); and WHEREAS, on November 17, 2020, the City Council of the City of San Luis Obispo conducted a public hearing in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo, California on November 17, 2020, for the purpose of final adoption of the sixth cycle update to the General Plan Housing Element that included Program 2.15 that states, “Evaluate a flexible density pilot program and initiate an update of the Zoning Regulations and Community Design Guidelines to incorporate flexible density development options in Downtown Core and portions of Upper Monterey and MidHiguera Special Focus Areas to support the production of 50 smaller residential units (150 to 600 square feet) per year during the planning period”; and WHEREAS, the 6th Cycle Housing Element includes Policy 6.6 that states, “Consistent with the City’s goal to stimulate higher density infill where appropriate in the Downtown, Upper Monterey, and Mid-Higuera Special Focus Areas, the City shall consider changes to the Zoning Regulations that would allow for flexible density standards that support the development of smaller apartments and efficiency units”; and WHEREAS, the Planning Commission of the City of San Luis Obispo conducted a public hearing in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo, California on February 22, 2023, for the purpose of considering the various amendments to Title 17 (Zoning Regulations) of the Municipal Code to implement the Downtown Flexible Density Program; and
WHEREAS, the City Council of the City of San Luis Obispo conducted a public hearing in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo, California on _____________, 2023, for the purpose of considering the various amendments amendment to Title 17 (Zoning Regulations) of the Municipal Code to implement the Downtown Flexible Density Program;
WHEREAS, the City Council finds that the proposed amendment is consistent with the General Plan, Zoning Regulations, and other applicable City goals and policies as amended; and
WHEREAS, notices of said public hearing were made at the time and in the manner required by law.

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WHEREAS, the City Council has duly considered all evidence, including the testimony of the applicant, interested parties, and the evaluation and recommendations by staff, presented at said hearing.

NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis Obispo as follows:

SECTION 1. Incorporation of Recitals. The City Council find that the foregoing recitals and administrative report presented with this ordinance are true and correct and are incorporated in the ordinance by this reference and adopted as the findings of the City Council.

SECTION 2. Findings. Based upon all the evidence, the City Council makes the following finding:

1. The proposed amendments to Title 17 to implement the Downtown Flexible Density Program will not cause significant health, safety, or welfare concerns since the amendments are consistent with the General Plan and directly implement City goals and polices.

2. The proposed amendments to Title 17 of the Municipal Code are consistent with the 6th Cycle Housing Element Program 2.15 which states “Evaluate a flexible density pilot program and initiate an update of the Zoning Regulations and Community Design Guidelines to incorporate flexible density development options in Downtown Core and portions of Upper Monterey and Mid-Higuera Special Focus Areas to support the production of 50 smaller residential units (150 to 600 square feet) per year during the planning period.”

3. The proposed amendment to Title 17 of the Municipal Code are also consistent with the 6th Cycle Housing Element Policy 6.6 which states “Consistent with the City’s goal to stimulate higher density infill where appropriate in the Downtown, Upper Monterey, and Mid-Higuera Special Focus Areas, the City shall consider changes to the Zoning Regulations that would allow for flexible density standards that support the development of smaller apartments and efficiency units.” SECTION 3. Environmental Determination. Pursuant to CEQA Guideline 15164, an addendum to the Initial Study / Negative Declaration for the Zoning Regulations Update (GENP-0327-2017) was prepared for the proposed Downtown Flexible Density Program. The addendum concluded the following:
i. Pursuant to Section 15162 of the State CEQA Guidelines, a subsequent environmental impact report is not required because:
a) The project changes do not result in new or more severe environmental impacts.
b) The circumstances under which the project is undertaken will not require major changes to the adopted Negative Declaration, and
c) The modified project does not require any new mitigation measures.

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ii. The proposed Downtown Flexible Density Program, including proposed amendments identified in this Addendum, would make revisions, additions, corrections and clarifications to various sections of the Zoning Regulations to ensure consistency and successful implementation of the Housing Element.

The proposed Downtown Flexible Density Program and associated amendments to Municipal Code Title 17 are consistent with the scope of the previously-approved Comprehensive Zoning Regulations Update. iii. The changes are consistent with State Law, the City of San Luis Obispo Climate Action Plan, and the City of San Luis Obispo General Plan.

Based on the foregoing, the City Council does hereby adopt the Addendum to the Initial Study Negative Declaration that was prepared for the Comprehensive Zoning Regulations Update for the Downtown Flexible Density Program, as provided in Exhibit A.

SECTION 4. Section 17.70.040.A.3, entitled “Maximum Residential Development Potential” is hereby amended to add a new subsection “a” entitled “Downtown Flexible Density Program”, and reads as follows:

3. Maximum Residential Development Potential. Maximum residential development potential shall be the net lot area (in whole and fractional acres), multiplied by the maximum density allowed (in density units per acre) according to Subsections A.1 through A.2, above. The resulting number (in density units, carried out to the nearest one hundredth unit) will be the maximum residential development potential. Any combination of dwelling types and numbers may be developed, so long as their combined density unit values do not exceed the maximum potential.
a. Downtown Flexible Density Program. Properties zoned C-D or C-R within the Downtown Core may be developed at a residential density that is greater than the base density for the zone in which the lot is located, subject to the provisions outlined in Chapter 17.141 (Downtown Flexible Density Program).

SECTION 5. Section 17.70.130.D.1.a, entitled “Ground Floor Limitations” is hereby amended to read as follows:
a. Ground Floor Limitations. In the Downtown Core (as shown in Section

17.141.020, Figure 8-1) and the C-D zone, residential units shall not occupy any ground floor space. In all other zones, residential units shall not occupy more than 50 percent of the ground floor space within the first 50 feet of floor area measured from each building face adjacent to a street toward the rear of the building, with no more than 30 percent of the building frontage to be occupied by residential uses.

SECTION 6. Section 17.138.020.A, is hereby amended to add a new subsection “8”, and reads as follows:

A. This Chapter shall apply to all residential development projects, except the following types of residential development projects are exempt:

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1. Residential additions, repairs, or remodels, provided that such work does not increase the number of existing dwellings;

2. The addition or inclusion of Accessory Dwelling Units (ADUs) or Junior Accessory Dwelling Units (JADUs) associated with an existing or proposed residential or mixed-use development;

3. Affordable housing projects in which 100 percent of the dwellings to be built will be sold or rented in conformance with the City’s Affordable Housing Standards (excluding any on-site manager unit);

4. Housing projects that include a density bonus.

5. Emergency projects or projects which the Council determines are necessary to protect public health and safety;

6. Development projects which the Director determines are essentially noncommercial or nonresidential in nature, which provide educational, social, or related services to the community and which are proposed by public agencies, nonprofit agencies, foundations, and other similar organizations;

7. Projects which replace or restore a structure damaged or destroyed by fire, flood, earthquake, or other disaster within three years prior to the application for the new structure(s) (see Chapter 17.92 Nonconforming Structure);

8. Residential units that qualify under the Downtown Flexible Density Program (see Chapter 17.141).

SECTION 7. Chapter 17.141, entitled “Downtown Flexible Density Program” is hereby added to Municipal Code Title 17 Article 8, to read as follows:

Chapter 17.141 – Downtown Flexible Density Program

17.141.010 – Purpose and Intent
The provisions in this Chapter are intended to carry out a key program directed by the 2014 General Plan Land Use Element, and the 2020 Housing Element to implement the Downtown Flexible Density Program. The Program is intended to facilitate the construction of smaller housing units within the City’s Downtown Core by relaxing density limitations for qualifying units and providing development standard incentives.

The Program will be in effect until January 1, 2029, or until 500 residential units have been entitled or permitted, whichever occurs first.

17.141.020 - Applicability
The Downtown Flexible Density Program eliminates residential density requirements for units less than 600 square feet in size. Projects that qualify under this Chapter may be developed at a residential density that is greater than the base density for the zone in which the lot is located.

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A. Location. The Downtown Flexible Density Program shall only be available to properties zoned C-D or C-R within the Downtown Core as shown in the Figure 8- 1 (Downtown Core).

B. Residential Units. The Downtown Flexible Density Program is limited to studio or one-bedroom units that are less than 600 square feet, all other residential units 600 square feet or larger shall conform to the standard density limitations of the underlying zone.

1. The provisions of this Chapter shall not apply to projects that include a request for a density bonus in accordance with Section 17.140.040 (Standard Incentives for Housing Projects). Standard density limitations shall apply to any project that includes a request for a density bonus, in accordance with Section

17.70.040.A.1 (Density Calculation – General).

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Figure 8-1: Downtown Core

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17.141.030 - Development Standards Incentives
Applications submitted for review in accordance with this Chapter shall conform to all applicable development standards of the underlying zone, including but not limited to height, setbacks, floor area ratios, and building lot coverage, unless otherwise stated in this Chapter or prohibited by state law.

A. Residential Density. Residential units that are less than 600 square feet in size and limited to a studio or one-bedroom configuration may exceed the base density for the zone in which the lot is located, in accordance with all provisions of this Chapter. For the purposes of this Program, qualifying units shall have a density unit value of 0.0, rather than the standard 0.5 density unit.

1. Standard density limitations shall apply to all residential units that are larger than 600 square feet or include two or more bedrooms, in accordance with Section 17.70.040.A.1 (Density Calculation – General).

B. Inclusionary Housing Exemption. Residential units less than 600 square feet that are of a studio or one-bedroom configuration shall be exempt from inclusionary housing requirements, as described in Section 17.138.040 (Inclusionary Housing Requirements), subject to the following:

1. Commercial Linkage fees shall apply (Municipal Code Chapter 4.60).

2. Residential units 600 square feet or larger shall be subject to the standard Inclusionary Housing Requirements (Chapter 17.138: Inclusionary Housing Requirements).

C. Parking Requirements. Vehicle parking requirements shall be required in accordance with Chapter 17.72 (Parking and Loading), except as otherwise provided below;

1. Minimum Parking Requirements. Qualifying units under the Downtown Flexible Density Program shall require minimum parking rate of one-half that required in Table 3-4: Parking Requirements by Use.

17.141.040 - Review Procedures
All new construction projects including additions or alterations to existing buildings that include new units that qualify under this Chapter shall be subject to the City’s discretionary development review process, unless otherwise exempt, as outlined in Chapter 17.106 (Development Review).

17.141.050 - Program Duration
The Flexible Density Program shall have an initial duration consistent with the current Housing Element Cycle and expire on January 1, 2029, or until 500 new residential units are entitled or permitted under this program, whichever occurs first.

A. Exclusion of Affordable Housing Units. Housing units that are deed restricted as affordable to moderate-income or below households, as defined in the City’s Below Market Rate Housing Standards, will not count towards the 500-unit Program limit.

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B. Pending Applications. Any application for new development that is deemed complete prior to the expiration of the Program term as established in this Section, may continue to be processed in accordance with this Chapter.

SECTION 8. Chapter 17.142, entitled “Downtown Housing Conversion Regulations” Figure 8-1 (Downtown Planning Area and Downtown Core) is hereby relabeled as 8-2, respectfully, including all text references throughout Title 17.

SECTION 9. Section 17.144.020, entitled “Standard Incentives for Housing Projects” subsection “D” is hereby amended to read as follows:

D. Dwellings affordable and enforceably restricted to residents with extremely low, very low, low, or moderate incomes, as defined in the City’s General Plan Housing Element, new dwellings in the Ddowntown Ccore (C-D zone as shown on the official zoning map), and legally established accessory dwelling units shall be exempt from these regulations. Enforceably restricted shall mean dwellings that are subject to deed restrictions, development agreements, or other legal mechanisms acceptable to the City to ensure long-term affordability, consistent with City affordable housing standards. In expansion areas, the overall number of units built must conform to the City approved phasing plan.

SECTION 10. Severability. If any subdivision, paragraph, sentence, clause, or phrase of this Ordinance is, for any reason, held to be invalid or unenforceable by a court of competent jurisdiction, such invalidity or unenforceability shall not affect the validity or enforcement of the remaining portions of this Ordinance, or any other provisions of the city's rules and regulations. It is the city's express intent that each remaining portion would have been adopted irrespective of the fact that any one or more subdivisions, paragraphs, sentences, clauses, or phrases be declared invalid or unenforceable.

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SECTION 11. Implementation. A summary of this ordinance, together with the names of Council members voting for and against, shall be published at least five (5) days prior to its final passage in The New Times, a newspaper published and circulated in this City. This ordinance shall go into effect at the expiration of thirty (30) days after its final passage.

INTRODUCED on the ___ day of ___, 2023, AND FINALLY ADOPTED by the Council of the City of San Luis Obispo on the ___ day of ___, 2023, on the following vote:

AYES:

NOES:

ABSENT:
__________________________
Mayor Erica A. Stewart
ATTEST:
_______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ___________________________
Teresa Purrington
City Clerk

Item 7b
Department: Community Development
Cost Center: 4006
For Agenda of: 3/21/2023
Placement: Public Hearing
Estimated Time: 20 minutes
FROM: Michael Codron, Community Development Director
Prepared By: Daisy Wiberg, Acting Homelessness Response Manager Teresa McClish, Housing Policy and Programs Manager
SUBJECT: ADOPTION OF THE HOMELESSNESS RESPONSE STRATEGIC PLAN

RECOMMENDATION
Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, approving the Homelessness Response Strategic Plan.”

POLICY CONTEXT
The 6th Cycle General Plan Housing Element includes policies and programs that relate to the reduction of homelessness; specific goals and policies are listed below:

Goal 1: Safety – Provide safe, decent shelter for all residents.

Policy 1.1: Assist those citizens unable to obtain safe shelter on their own.

Policy 1.2: Support and inform the public about fair housing laws and programs that allow equal housing access for all City residents.

Program 1.7: Continue to support local and regional solutions to homelessness by funding supportive programs, services, and housing solutions.

Goal 8: Special Housing Needs – Encourage the creation and maintenance of housing for those with special housing needs.

Policy 8.1: Encourage housing development that meets a variety of special needs, including large families, single parents, disabled persons, the elderly, students, veterans, farmworkers, the homeless, or those seeking congregate care, group housing, singleroom occupancy, or cohousing accommodations, utilizing universal design.

Policy 8.8: Continue to support regional efforts to address homelessness.

Policy 8.10: Assist the homeless and those at risk of becoming homeless by supporting shelters, temporary housing, and transitional housing.

Item 7b
Program 8.11: Continue to provide resources that support local and regional solutions to meet the needs of the homeless and continue to support, jointly with other agencies, shelters and programs, such as Housing First and Rapid Rehousing, for the homeless and for displaced individuals and families.

Program 8.19: Continue to look for partnership opportunities with non-profit housing developers and service providers to acquire four vacant, blighted, or underutilized properties (land, retail or commercial space, motels, apartments, housing units, mobile home parks) during the planning period for conversion into affordable permanent and supportive housing for homeless persons and families.

Program 8.21: Continue to coordinate monthly with the County Department of Social Services, Homeless Services Oversight Council (HSOC), social service providers, and non-profit organizations to identify, evaluate, and implement strategies to reduce the impacts of homelessness on the city.

DISCUSSION
Background
In accordance with the City Council adopted 2021-2023 Major City Goal for Housing and Homelessness, City staff has worked over the last two years to create and implement strategies and best practices in alignment with the Countywide Plan to Address Homelessness, and develop the City’s first Strategic Plan for Homelessness Response (Attachment B).

The work associated with the Major City Goal is organized and coordinated under the broad goal statement to, ‘Collaborate with local non-profit partners and the county, the state, and federal governments to discover and implement comprehensive and effective strategies to reduce chronic homelessness.’
Strategic Plan Framework
Four key factors influenced the development of the City’s Homelessness Response Strategic Plan: Major City Goals and previous Council direction, alignment with the Countywide Plan, lessons learned from implementing strategies to date, and feedback gained through public engagement. The Homelessness Response Strategic Plan is built around five key components: Regional Collaboration and Engagement; Communications; Data; Pilot Programs; and Funding Opportunities.

Alignment with Countywide Plan
The City’s two-year strategic plan is intended to align with and promote the San Luis Obispo Countywide Plan to Address Homelessness 2022-2027. The County is responsible for implementing programs set forth by the State including Social Services, Behavioral Health, Drug & Alcohol Services, and Public Health. The County is also responsible for setting the overall tone and strategic direction on addressing key issues that affect homelessness in the region. Upon adoption of the Countywide Plan, the County emphasized itself as the leader of countywide homelessness response. As such, the City’s Homelessness Response Strategic Plan focuses on aligning with and promoting County initiatives.

Item 7b
Strategy Implementation
Implementation of strategies to date provided valuable direction for the development of the Homelessness Response Strategic Plan. The key tasks included in the strategic plan framework reflect ongoing implementation of strategies as well as new initiatives to prevent and address homelessness. The plan period is 2022-2024, with the first year well underway, and the plan is intended to be updated in the middle of the City’s two-year financial planning cycle in advance of goal setting and budget preparation for the 2025- 27 Financial Plan. The timeframe also allows frequent updates to leverage state and regional funding opportunities and to ensure alignment with the Five-Year Countywide Plan to Address Homelessness.

Previous Council or Advisory Body Action
On November 16, 2021, Council received a presentation from the Homelessness Response Manager on their activities to date and provided direction on developing a strategic plan with a continuous implementation methodology and five key components (1. Data, 2. Communications, 3. Pilot Programs, 4. Regional Collaboration and Engagement and 5. Funding Opportunities).

On June 21, 2022, Council received a presentation from County staff on Homelessness Response Regional Collaboration and provided feedback on the draft Countywide Strategic Plan to Address Homelessness.

On September 20, 2022, Council held a study session to review the strategic vision, proposed outcomes, and outreach plan for the City’s Homelessness Response Strategic Plan. Council feedback from that study session informed the implementation of key stakeholder feedback sessions and the creation of the proposed strategic plan framework, in alignment with the Countywide Plan.

On February 7, 2023, Council held a second study session to review the Homelessness Response Strategic Plan Framework. Council feedback from that study session informed the final version of the Strategic Plan as shown in Attachment B.

Public Engagement
Homelessness is an issue that touches every part of the community from personal wellbeing to public safety and environmental impact. As such, community feedback has been a vital component in shaping the City’s Strategic Plan.

As directed by Council at the September 20, 2022 City Council meeting, City staff facilitated strategic stakeholder engagement activities including key stakeholder feedback sessions, an online community survey, and individual surveys with unsheltered and unhoused individuals to incorporate their lived experience and valuable insight into the strategic plan. The strategic plan includes list individual groups and organizations that provided specific input on the strategic plan. A summary of the public engagement data is included in Homelessness Response Strategic Plan as shown in Attachment B.

Item 7b

CONCURRENCE
The City has established an internal communications structure that relies on three key groups: 1) Field Operations, 2) Technical Specialist Group, and 3) Steering Committee to streamline communications and establish concurrence on City policies and procedures that directly impact those experiencing homelessness. All policies and procedures are vetted by the Steering Committee, which is comprised of leadership from City Administration, City Attorney’s Office, Community Development Department, Police Department, Fire Department, Public Works, and Parks and Recreation.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended actions in this report because the actions do not constitute a “Project” under CEQA Guidelines Section 15378. Once the Homelessness Response Strategic Plan is adopted, implementation of the plan will be evaluated on a project-by-project basis to determine if any of its components require environmental review under CEQA prior to implementation.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2022-23
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $26,400 $0 $26,400 $
State
Federal
Fees
Other:

Total $26,400 $0 $26,400 $
Initial funds in the amount of $35,000 were allocated in the 2021-23 Financial Plan for stakeholder engagement and community outreach activities, design and development of materials such as the pocket guide, and the strategic plan design. Due to the delay of plan development necessary to align with the Countywide Plan, $35,000 was carried over and $8,600 was approved in October 2022 for stakeholder engagement. Remaining funds in the amount of $26,400 have been allocated for the design, production and implementation of the strategic plan. After strategic plan design funds are expended, $11,400 will be available for implementation.

Item 7b

ALTERNATIVES

1. Council could decide not to adopt the resolution approving the Homelessness Response Strategic Plan. Staff does not recommend this alternative due to delays in plan implementation.

2. Council could decide to continue the item. If the City Council does not have sufficient information to provide direction to staff, or if additional time is needed for discussion, the Council can continue consideration of the item to a future meeting. If the City Council decides to continue the meeting, direction should be provided to staff on any additional information needed to complete the discussion.

ATTACHMENTS
A - Draft Resolution adopting the Homelessness Response Strategic Plan B - Homelessness Response Strategic Plan

R ______
RESOLUTION NO. _____ (2023 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS

OBISPO, CALIFORNIA, APPROVING THE HOMELESSNESS

RESPONSE STRATEGIC PLAN
WHEREAS, the General Plan 6th Cycle Housing Element includes Goal 1: Safety, (to provide safe, decent shelter for all residents) and Goal 8: Special Housing Needs (encourage the creation and maintenance of housing for those with special housing needs), with supporting policies and programs that include but are not limited to: assisting those citizens unable to obtain safe shelter on their own, supporting local and regional solutions to homelessness, and assisting the homeless and those at risk of becoming homeless by supporting to encourage the creation of housing development that meets a variety of special needs; and
WHEREAS, On August 9, 2022, after a staff presentation to the City Council on June 21, 2022, the San Luis Obispo County Board of Supervisors approved the Countywide Strategic Plan to Address Homelessness with a goal to reduce instances of homelessness in the county by 50% in five-years; and
WHEREAS, City of San Luis Obispo residents and businesses have repeatedly identified homelessness as a top community priority; and WHEREAS, the City has adopted a Major City Goal since 2017 in response to the housing and homelessness crises; and
WHEREAS, on November 16, 2021, September 20, 2022, and February 7, 2023, the City Council held study sessions to receive the status of ongoing city activities and strategies to address homelessness and provide direction to staff on developing the Homelessness Response Strategic Plan; and
WHEREAS, the City’s first Homelessness Response Strategic Plan has been prepared in collaboration with County of San Luis Obispo staff, lessons learned through City staff implementation of strategies to date, and strategic feedback from stakeholders that included an online public survey, in-person surveys with unsheltered and unhoused individuals, and six feedback sessions with distinct organizations and groups.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo to approve the Homelessness Response Strategic Plan as follows:

SECTION 1. Recitals. The recitals set forth above are hereby adopted as the findings of the City in adopting the policies herein.

SECTION 2. Environmental Review. The California Environmental Quality Act (CEQA) applies only to projects that have the potential for causing a significant effect on the environment. The City Council has determined that the Homelessness Response Strategic Plan is not a project pursuant to Public Resources Code section 21065 and CEQA Guidelines section 15378.

Resolution No. _____ (2023 Series) Page 2
R ______
SECTION 3. Findings. The City Council, after consideration of the Homelessness Response Strategic Plan, staff recommendations, public testimony and reports thereof, makes the following findings:

1. The proposed Homelessness Response Strategic Plan will promote public health, safety, and welfare of persons living in the City by implementing strategies to prevent homelessness and connect individuals experiencing homelessness to services and housing.

2. The proposed Homelessness Response Strategic Plan is consistent with the General Plan (including 6th Cycle Housing Element Policies and Programs 1.1,

1.2, 1.7, 8.1, 8.8, 8.10, 8.11, 8.19, and 8.21 among others) and will further General Plan goals to support local and regional solutions to homelessness.

Resolution No. _____ (2023 Series) Page 3
R ______

3. The proposed Homelessness Response Strategic Plan will implement strategies within the framework of regional collaboration, communications, data, pilot programs and funding opportunities to prevent and address instances of homelessness within the community.

Upon motion of Council Member ___________, seconded by Council Member ___________, and on the following roll call vote:

AYES:

NOES:

ABSENT:

The foregoing resolution was adopted this _____ day of _______________ 2023. ___________________________
Mayor Erica A. Stewart
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ___________________________
Teresa Purrington
City Clerk

Homelessness Response
Strategic Plan
2022–2024

City Council
Erica A. Stewart, Mayor
Jan Marx, Vice Mayor
Andy Pease
Michelle Shoresman
Emily Francis
Carlyn Christianson (former)
Community Partners
County of San Luis Obispo,
Homeless Services Division
Community Action Partnership of
San Luis Obispo (CAPSLO)
Downtown SLO
Steering Committee
Derek Johnson, City Manager
Christine Dietrick, City Attorney
Shelly Stanwyck, Assistant
City Manager
Rick Scott, Chief of Police
Todd Tuggle, Fire Chief
Michael Codron, Director of
Community Development
Matt Horn, Director of Public Works
Greg Avakian, Director of Parks
and Recreation
Whitney Szentesi, Public
Communications Manager
Design Consultant
Verdin Marketing
Photography
K. Donohue Photography
Field Team
Captain Fred Mickel
Lieutenant Aaron Schafer
Officer Hayden Warner
Officer Paul Sisemore
John Klevins
Chief Sammy Fox
Keanu Morrison
Scott Giem
Brendan Thoele
Dan Dixon
Megan Hendrickson
Greg Cruce
Nemo Stephenson
Freddy Otte
Markie Kersten
Sadie Symens
Juanita Iriarte
John Mezzapesa
Steven Sheats
City Staff
Tyler Corey
Teresa McClish
Daisy Wiberg
Kyle Bell
Owen Goode
Ryan Tomlinson
Gerardo Arregui
Kelsey Nocket (former)
Acknowledgments
THANK YOU TO ALL THE MEMBERS OF OUR COMMUNITY WHO CONTRIB- UTED TO THE CREATION OF THE CITY OF SAN LUIS OBISPO’S FIRST HOME- LESSNESS RESPONSE STRATEGIC PLAN.

OVERVIEW 4
STRATEGIC VISION 5
HOMELESSNESS: THE BIG PICTURE 6
PUBLIC ENGAGEMENT 11
STRATEGIC FRAMEWORK 12
REGIONAL COLLABORATION & ENGAGEMENT 13
COMMUNICATIONS 15
DATA 17
PILOT PROGRAMS 19
FUNDING OPPORTUNITIES 21

APPENDIX
A. PLANNING PROCESS 23
B. METRICS 29
C. KEY STAKEHOLDER RECOMMENDATIONS 32
D. ONLINE SURVEY DATA 36
E. UNHOUSED & UNSHELTERED SURVEY DATA 39
F. GLOSSARY 42
Table of Contents

| Homelessness Response Strategic Plan 4
Overview
PERIOD COVERED BY PLAN:

JULY 1, 2022–JUNE 30, 2024

PRESENTED TO CITY COUNCIL
FOR ADOPTION: MARCH 21, 2023
The City of San Luis Obispo has established
preventing and addressing homelessness as
a key priority in alignment with its Major City
Goal for Housing and Homelessness and the
San Luis Obispo Countywide Plan to Address
Homelessness. The creation of the City’s first
Strategic Plan for Homelessness Response
was central to the work program for the Major
City Goal.

Considering the urgent need to address
homelessness in the City, a continuous
implementation methodology was adopted to
allow staff to implement elements of the plan
as it was being written. City Council provided
direction to focus the strategic plan on five
key components:

1. REGIONAL COLLABORATION & ENGAGEMENT

2. COMMUNICATIONS

3. DATA

4. PILOT PROGRAMS

5. FUNDING OPPORTUNITIES

PROGRESS UPDATES
City staff will report on the progress
of the Homelessness Response
Strategic Plan objectives, key tasks,
and outcome measures annually and/
or through Major City Goal reporting.

Photo credit: K. Donohue Photography

| Homelessness Response Strategic Plan 5
All community
members in SLO City
are empowered to
successfully prevent
and address concerns
related to homelessness
through equitable access
to a variety of resources.

Periods of unsheltered
homelessness within SLO
City are reduced due to
the regional capacity to
conduct timely outreach
and connect individuals
and families to a range of
housing options.

Strategic
Vision
THE CITY’S STRATEGIC PLANNING

EFFORTS ARE GUIDED BY THE
FOLLOWING VISION:

Photo credit: K. Donohue Photography

| Homelessness Response Strategic Plan 6
Homelessness: The Big Picture

NATIONAL FOCUS
According to the United States Interagency Council on Homelessness (USICH), homelessness has been rising nationwide since 2016. For the first time since such data collection began, the number of unsheltered individuals, or those living in spaces not intended for human habitation (such as public spaces, cars, and abandoned buildings), outnumbered the number of sheltered individuals experiencing homelessness nationwide in 2020. As a result, Federal and State funding has increased to address issues related to homelessness.

The federal government released All In: The Federal Strategic Plan to Prevent and End Homelessness1 in December 2022. All In sets an ambitious goal to reduce homelessness 25% by 2025 and encourages state and local governments to develop their own strategic plans and objectives using the federal plan as a framework.

The Federal Strategic Plan is built around three ‘foundational pillars’ — equity, data, and collaboration — and three ‘solution pillars’ — housing and supports, homelessness response, and prevention. Each pillar includes strategies the federal government will implement to increase ‘availability of and access to housing, economic security, health care, and stability for all Americans’.

The Federal Strategic Plan provides the following assessment on the rise of homelessness in the United States —
“After steady declines from 2010 to 2016, homelessness in America has been rising, and more individuals are experiencing it in unsheltered settings, such as encampments. This increase stems from decades of growing economic inequality exacerbated by a global pandemic, soaring housing costs, and housing supply shortfalls. It is further exacerbated by inequitable access to health care, including mental health and/or substance use disorder treatment; discrimination and exclusion of people of color, LGBTQI+ people, people with disabilities and older adults; as well as the consequences of mass incarceration. As our nation faces the growing threats of climate change, more Americans are being displaced from their homes and people experiencing unsheltered homelessness face even greater risk to their health and safety as a result of climaterelated crises like wildfires, floods, and hurricanes. Even as homelessness response systems are helping more people than ever exit homelessness, more people are entering or reentering homelessness.”

1. All In: The Federal Strategic Plan to Prevent and End Homelessness

| Homelessness Response Strategic Plan 7

STATE PRIORITIES
At the state level, Governor Newsom invested $7.3 billion in 2021 and an additional $10.2 billion in 2022 to address the state’s homelessness crisis2. The State’s budget proposal for the 2023–24 fiscal year includes $3.4 billion for homelessness with the statewide focus remaining on getting unhoused individuals off the streets and connected with the mental and behavioral health services they need. The California Interagency Council on Homelessness (Cal ICH) is responsible for overseeing the state’s coordinated response to homelessness and implementing accountability measures for homelessness resources that are distributed to local governments, including the Homeless Housing, Assistance and Prevention (HHAP) Program.

The California Department of Housing and Community Development administers Homekey, ‘a statewide effort to sustain and rapidly expand housing for persons experiencing homelessness or at risk of homelessness.3 Homekey provides state, regional, and local public entities with the opportunity to develop a broad range of housing types, including converting hotels and motels to permanent or transitional housing for individuals and families experiencing homelessness. Two rounds of Homekey funds have been administered to date, and the Homekey Round 3 Notice of Funding Availability is expected in the Spring of 2023.

COUNTYWIDE PLAN
At the local level, the County of San Luis Obispo is tasked with leading regional homelessness response efforts. Unlike its constituent cities, the County receives dedicated Federal and State funding to staff and implement programs and services that address underlying issues related to homelessness such as Social Services, Public Health, Behavioral Health, and Drug & Alcohol Services.

In August 2022 the San Luis Obispo County Board of Supervisors approved the Countywide Plan to Address Homelessness, 2022–2027 (Countywide Plan)4. The County outlined six key lines of effort in the plan:

1. CREATE AFFORDABLE AND APPROPRIATELY DESIGNED HOUSING OPPORTUNITIES AND SHELTER OPTIONS FOR UNDERSERVED POPULATIONS.

2. FOCUS EFFORTS TO REDUCE OR ELIMINATE THE BARRIERS TO HOUSING STABILITY FOR THOSE

EXPERIENCING HOMELESSNESS OR AT RISK OF HOMELESSNESS, INCLUDING PREVENTION, DIVERSION, SUPPORTIVE SERVICES, AND HOUSING NAVIGATION EFFORTS.

3. IMPROVE AND EXPAND DATA MANAGEMENT EFFORTS THROUGH HMIS AND COORDINATED ENTRY SYSTEM TO STRENGTHEN DATA-DRIVEN OPERATIONAL GUIDANCE AND STRATEGIC OVERSIGHT.

4. CREATE, IDENTIFY, AND STREAMLINE FUNDING AND RESOURCES.

5. STRENGTHEN REGIONAL COLLABORATION.

6. BUILD PUBLIC ENGAGEMENT THROUGH INFORMATION-SHARING AND PARTNERSHIP.

2. Governor’s Budget Summary — 2023–24

3. California Department of Housing and Community Development — Homekey

4. The San Luis Obispo Countywide Plan to Address Homelessness

| Homelessness Response Strategic Plan 8
The figure below provides a visualization of how each of these entities engage and overlap on homelessness response efforts. The size of each sphere demonstrates its level of influence for homeless response:

As the county seat, the City of San Luis Obispo has extended beyond its traditional role of maintaining public health and safety through law enforcement and has employed staff and engaged non-profit partners to address homelessness more urgently by increasing outreach efforts to connect homeless individuals and families with needed services.

This strategic plan outlines the City’s role as a connector to regional services and a good-faith partner in developing scalable and replicable programs for Countywide implementation. The City’s overarching objective going forward is to align with the Countywide Plan to Address Homelessness.

The City views the County as the leader in regional homelessness response efforts, and wants to support the lines of effort outlined in their plan to reduce homelessness by 50% by 2027.

| Homelessness Response Strategic Plan 9

HOMELESSNESS IN SLO CITY
The central role that the County plays in implementing state programs, setting regional priorities, distributing federal and state funding resources, and delivering services such as behavioral health, public health, social services, and drug and alcohol services plays an integral role in the City’s homelessness response efforts.

According to Point in Time Count Data, the
average number of people experiencing
homelessness in the City of San Luis Obispo
has fluctuated between 482 and 385 since 2015
(see chart to the left)5. Of those experiencing
homelessness in the City, an average of
64% have been unsheltered, meaning that
they reside in places not meant for human
habitation including public spaces, vehicles, and
abandoned buildings.

Societally, homelessness has a broad ripple
effect. In November 2022, the City conducted
a public survey to inform this strategic plan.

Of the 592 individuals surveyed, 88% stated
that they had never personally experienced
homelessness; However, 50% stated that
they knew a friend or family member who
has experienced homelessness and 87%
stated that they observed people experiencing
homelessness in the City of San Luis Obispo on
a daily basis.

The experience of homelessness has detrimental
effects on a person’s mental, physical, and
emotional health. In these conditions, individuals
experiencing long-term homelessness may
resort to negative coping mechanisms (warming/
cooking fires in areas of high vegetation,
substance dependency, panhandling, etc.)
which amplify the adverse impacts to the
individual and compromises a broader sense of
public safety and security. These problems are
exacerbated when individuals who have preexisting mental health and/or substance abuse issues fall through cracks in the healthcare
system and become homeless. As a result,

5. 2022 San Luis Obispo County Homeless Count and Survey Comprehensive Report

SLO CITY POINT IN TIME COUNT DATA

SHELTERED UNSHELTERED
0 100
200
300
400
500
2015
324
158
2017
222
189
2019
326
156
2022
248
137

| Homelessness Response Strategic Plan 10
homelessness prevention must be an important part of any strategy.

As mentioned in the Countywide Plan, the average rent in the County has increased by 46% since 2016. As of February 2022, the average rent in the County was $2,347 per month ($719 more than the national average). The County of SLO is the second least affordable small metro area in the entire nation, with cost of housing about 51.7% higher than the national average making it the fourth highest housing cost in the United States. Of all jurisdictions within the County, the City of San Luis Obispo has the highest percentage of renters that are spending over 30% of their income on rent.

This Homelessness Response Strategic Plan outlines the City’s role in implementing strategies to prevent homelessness and connect individuals experiencing homelessness to services and housing. The graphic below is a visual representation of the continuum of housing, and this strategic plan proposes expanding the continuum to meet the needs of key beneficiary groups who are experiencing homelessness in the City of San Luis Obispo.

THE HOUSING CONTINUUM

| Homelessness Response Strategic Plan 11
Public Engagement
Homelessness is an issue that touches every part of the community from personal wellbeing to public safety and environmental impact. As such, community feedback has been a vital component in shaping the City’s Strategic Plan.

Community feedback was collected through an online survey that was posted on the City’s Homelessness Prevention and Assistance webpage and shared across City communication channels. The survey was available to all City of San Luis Obispo community members from October 18 through November 19, 2022, and a total of 592 responses were received.

The City’s Homelessness Response Manager and Homelessness Response Coordinator also conducted individual surveys with unsheltered and unhoused individuals to incorporate their lived experience and valuable insight into the strategic plan. The individual surveys were administered onsite at Shower the People and BMW’s ‘Blessed to Serve’ BBQ on November 10, 2022.

In addition to those survey platforms, City staff also engaged key stakeholders in a series of feedback sessions. To encourage productive and honest discussion in the feedback sessions, staff identified six distinct stakeholder groups. This intentional format encouraged individuals and organizations to provide necessary feedback regardless of their relationship with the City (e.g. grant recipients, permit applicants, etc.). The stakeholder groups that were convened in the Fall of 2022 included:

1. HOMELESS SERVICES PROVIDERS

2. HOUSING SERVICES PROVIDERS

3. HEALTHCARE PROVIDERS

4. GRASSROOTS/ACTIVISTS GROUPS

5. BUSINESS COMMUNITY

6. FAITH-BASED GROUPS
A list of participating agencies and organizations, as well as a summary of the feedback that was received, are included in Appendices A and C.

Photo credit: K. Donohue Photography

| Homelessness Response Strategic Plan 12
Strategic
Framework
The City of San Luis Obispo has identified the
following key components for its Homelessness
Response Strategic Plan, in alignment with
broader regional strategies and efforts:

The City’s implementation strategies for each
key component are outlined in the following
section. The framework includes overarching
goals, supporting objectives, actionable
key tasks, and an overview of how the City
will recognize success for each component.

Personal quotes from individuals currently
experiencing homelessness in San Luis Obispo
are included in each section to provide lived
experience perspectives.

1. REGIONAL COLLABORATION

AND ENGAGEMENT

2.COMMUNICATIONS

3.DATA

4.PILOT PROGRAMS

5.FUNDING OPPORTUNITIES
Photo credit: K. Donohue Photography

| Homelessness Response Strategic Plan 13

1. REGIONAL COLLABORATION

AND ENGAGEMENT
“The veteran services application for section 8 housing is 80 pages long!” — UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
“Being homeless, it takes a very long time to figure out how the resources can help us…You have to keep asking and asking and you connect with a lot of people. It’s a lot to coordinate and keep track of.” — UNSHELTERED INDIVIDUAL, BMW BLESSED TO SERVE BBQ
GOAL: Collaborate with the County to engage regional partners in collaborative efforts to improve the effective use of resources and promote proven best practices.

1.1 SUPPORTING ACTIONS
Objective 1: Work collaboratively with the County’s Homeless Services team to establish and support regional priorities and implement strategies in alignment with shared regional goals (e.g. housing, infrastructure, homelessness prevention).

Key Tasks

1. Advocate for policies and implement programs that are in alignment with the City and Countywide strategic plans, and regularly share progress with City Council and community members.

2. Promote best practices and advocate for consistent regional measures to gauge progress on connecting at-risk and unhoused individuals with services and housing opportunities.

Objective 2: Strengthen relationships with key stakeholders to create alignment, accountability, and opportunities for resource sharing and collaboration.

Key Tasks

1. Commit to regular community engagement with key stakeholder groups including homeless services providers, housing services providers, faith-based groups, health care providers, downtown business community, activists, and higher education institutions.

2. Identify and develop strategies to alleviate the priority concerns of key stakeholders within the framework of the City’s strategic plan.

3. Collaborate with Downtown SLO, SLOPD, SLOFD, and City outreach teams to enhance programs and services for downtown business community (e.g. Police bike officers, Police Community Service Officers, Fire Mobile Crisis Unit, Police Crime Prevention Through Environmental Design program, Downtown SLO Ambassadors).

| Homelessness Response Strategic Plan 14
Objective 3: Coordinate regional encampment and street outreach and cleanup efforts with the County, service providers, and regional partners.

Key Tasks

1. Work with the County to support shelter and housing options to reduce the number, size, and location of encampments.

2. Examine current challenges with City’s encampment outreach and cleanup efforts and develop consistent strategies and processes, in alignment with the City’s Compassionate Assistance, Mitigation and Prevention (CAMP) Standards.

3. Coordinate with County on encampment and street outreach to capitalize on windows of opportunity to connect unhoused individuals to services and shelter and avoid shuffling individuals between encampment locations and jurisdictions.

Objective 4: Expand hotel voucher program in collaboration with the County to ensure a bridge for temporary emergency shelter is in place as new transitional housing opportunities are developed.

Key Tasks

1. Collaborate with the County and homeless services providers to expand hotel voucher program in coordination and alignment with the 2023–25 Financial Plan to provide hotel vouchers, up to a specified amount of annual funding, for unhoused individuals who are unable to receive shelter due to homeless service providers being at capacity.

1.2 OUTCOMES
We will recognize success when —

1. Regional priorities, strategies, and resources are established by the County and consistently communicated to regional agencies and evaluated to ensure effective implementation.

2. Identified key stakeholder groups are consistently and intentionally engaged.

3. The number of people inhabiting encampments and experiencing homelessness on City streets is reduced.

4. Encampment and street outreach, referral, and cleanup efforts are coordinated regionally.

5. The hotel voucher program expands service provider capacity to provide shelter for unhoused individuals.

| Homelessness Response Strategic Plan 15

2. COMMUNICATIONS
“There’s not enough awareness. People are sitting in their homes comfortably and not thinking about these issues”
— UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
“With the warming centers, most of the time I don’t know if the center will be open.” — UNSHELTERED INDIVIDUAL, BMW BLESSED TO SERVE BBQ
“Service providers have enough going on and sometimes they don’t know where to refer us to. I started helping people who were lost and didn’t know where to go because people helped me.” — UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
GOAL: Enable equitable access to resources and increase transparency so that all community members are aware of efforts to address gaps in service and know where/ how/when to reach out for assistance to address concerns related to homelessness.

2.1 SUPPORTING OBJECTIVES
Objective 1: Increase homelessness response communications.

Key Tasks

1. Maintain and update SLO City’s Homelessness Response website with relevant resources including information for At-Risk Community Members, Unhoused or Unsheltered Community Members, Property Owners, and Helpers.6

2. Increase awareness of Ask SLO platform and streamline responses across homelessness response team.

3. Collaborate with service providers, the County, and other regional partners to co-facilitate an annual community forum focused on homelessness and local response resources.

4. Conduct annual survey to measure awareness of existing homeless services.7

5. Ensure that property owners are informed of their rights and available resources and actions that can be taken to prevent and address issues related to homelessness, including opportunities through the City’s Safe Housing Program and Cal Poly’s Educated Renter Program.

6. Update City Homeless Resources Pocket Guide annually and distribute to key stakeholders including service providers, regional partners, outreach staff, and unhoused and unsheltered community members to prevent and address issues related to homelessness.

6. The City of San Luis Obispo’s Homeless Response website has been updated with relevant resources and will be maintained and updated on an ongoing basis.

7. Initial community survey was conducted in the Fall of 2022, including individual surveys to unhoused and unsheltered individuals.

| Homelessness Response Strategic Plan 16
Objective 2: Communicate consistent homelessness response messaging across region.

Key Tasks

1. Collaborate with regional partners to develop and implement a communications strategy to inform residents, property owners, and the business community about individual and joint efforts to address homelessness, as well as strategies and resources to address and reduce adverse impacts.

2. Establish consistent web, print, and field outreach resources across the region for people vulnerable to or currently experiencing homelessness that are easily accessible and provide clear information on accessing needed services.

3. Update the City’s external communication portals (e.g., website) to include regional homelessness resources.

2.2 OUTCOMES
We will recognize success when —

1. Our community members know where to go for information and resources related to homelessness.

2. The County is widely recognized as the leader in regional homelessness response efforts.

3. Effective talking points are consistently shared across our City and Region.

4. At-risk community members and unhoused individuals are clear about service capacity and where to obtain services to prevent and address homelessness.

| Homelessness Response Strategic Plan 17

3. DATA
“Even I was shocked when I became homeless at how many other people were homeless. Once you are here it’s pretty hard to get out.”
— INDIVIDUAL EXPERIENCING HOMELESSNESS, BMW BLESSED TO SERVE BBQ “You think I’m out here because I want to be? I never thought I’d be here.” — UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
“I’ve been homeless for close to a year… It’s been on and off for short periods of time.” — UNSHELTERED INDIVIDUAL, BMW BLESSED TO SERVE BBQ
GOAL: Streamline internal and external data collection processes to enable timely and effective coordination of homelessness response efforts and provide analysis to inform best practices.

3.1 SUPPORTING OBJECTIVES
Objective 1: Utilize a shared data platform.

Key Tasks

1. Develop and pilot a digital homeless encampment management tool to streamline field staff outreach, referral, and response efforts to connect unhoused individuals with needed services.8

2. Share data findings and best practices with the County and regional partners to support countywide systems including Coordinated Entry and HMIS.

Objective 2: Increase data sharing between agencies.

Key Tasks

1. Establish referral system for City staff to make referrals to service providers through the homeless encampment management tool to track outcomes and increase referrals for unhoused individuals.9

2. Coordinate with County to conduct on-site encampment visits and assess data needs and barriers to accessing services.

8. The digital homeless encampment management tool (Survey123 GIS app) was launched in December 2022 and is being used by City field staff.

9. The digital homeless encampment management tool includes service provider referral capabilities.

| Homelessness Response Strategic Plan 18
Objective 3: Increase transparency of below market rate housing inventory and make data more accessible to service providers and regional partners.

Key Tasks

1. Utilize the City’s below-market rate housing administrator data to connect individuals at risk of experiencing homelessness with housing opportunities.

2. Share information with the County and regional partners on upcoming affordable housing units.

3. Promote regional programs (e.g. Section 8 Voucher program) to property owners within the City.

3.2 OUTCOMES
We will recognize success when —

1. Information is shared more efficiently increasing the placement of unhoused individuals into temporary or permanent housing.

2. Shared data resources make it easier for outreach professionals to routinely make successful referrals connecting unhoused individuals with services.

3. City staff and regional partners share a tool for data entry that ensures consistency and improves outcomes across the region.

4. Encampment cleanups and outreach efforts are coordinated regionally.

| Homelessness Response Strategic Plan 19

4. PILOT PROGRAMS
“A shower is one of the keys to keeping your dignity.”
— UNHOUSED INDIVIDUAL, SHOWER THE PEOPLE
“Unhoused individuals just need a place to lock up their stuff and feel safe sleeping at night.” — UNHOUSED INDIVIDUAL, SHOWER THE PEOPLE
“I used to use the Railroad Safe Parking, but the community complaints drove me away…I really do appreciate and respect the 40 Prado staff working that though.” — UNHOUSED INDIVIDUAL, SHOWER THE PEOPLE
GOAL: Collaborate with the County to develop scalable and replicable programs to connect those experiencing homelessness to a variety of shelter and housing options through timely outreach, and advocate for County implementation of successful programs.

4.1 SUPPORTING OBJECTIVES
Objective 1: Continue development of City-operated pilot programs and share best practices with County for potential regional implementation if proven effective.

Key Tasks

1. Continue development and operation of Community Action Team (CAT) and Mobile Crisis Unit (MCU) programs. Support CAT and MCU encampment outreach efforts to connect unhoused individuals with needed services by developing clear and effective policies and procedures.

2. Document successful outcomes for CAT and MCU deployment and share outcomes and best practices with the County.

3. Meet regularly with the County’s Homeless Services Department to evaluate the effectiveness of City-operated pilot programs and discuss long-term sustainability and implementation at the County level.10

4. Provide quantitative and qualitative data to County showing the impact of City pilot programs.

Objective 2: Coordinate with the County to identify, develop, and implement new pilot program opportunities to provide shelter and housing specifically for chronically homeless individuals, medically vulnerable individuals, and families.

Key Tasks

1. Establish partnerships with key stakeholder groups including housing providers, homeless services providers, and faith-based community organizations to provide new transitional housing resources for individuals and families.

10. Bi-weekly meeting schedule implemented between City’s Homelessness Response staff and the County’s Homeless Services staff.

| Homelessness Response Strategic Plan 20

2. Research emergency shelter and transitional shelter programs that address target beneficiary populations and advocate for further development of small-scale pilot programs.

3. Pursue opportunities with the faith-based community to develop safe parking or tiny home placement initiatives.11

4. Proactively coordinate with the County to assess new pilot program models and determine feasibility.

3.2 OUTCOMES
We will recognize success when —

1. City-operated pilot programs are proven effective and financially sustainable.

2. Pilot programs are developed and implemented in collaboration with the County and achieve long-term sustainability.

11. Follow up stakeholder meeting scheduled with faith-based community to discuss partnership and collaboration opportunities.

| Homelessness Response Strategic Plan 21

5. FUNDING OPPORTUNITIES
“It’s almost like California dares you to make it out here with the cost of living.” — UNSHELTERED INDIVIDUAL, BMW BLESSED TO SERVE BBQ
“I would write a grant for garbage collection services. People produce a lot of trash when they’re homeless. Mounds of garbage alienate people from the homeless.” — UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
GOAL: Proactively seek funding opportunities to meet localized needs as aligned with regional goals to prevent and address homelessness.

5.1 SUPPORTING ACTIONS
Objective 1: Strategically apply for funding opportunities for homelessness response in coordination with the County and non-profit partners to secure funding that may become available through Federal and State, and other sources.

Key Tasks

1. Collaborate with County and regional partners to strategically apply for ongoing and one-time homelessness response funding opportunities.

2. Track homelessness response grant opportunities as appropriate to meet City goals and objectives outlined in this strategic plan.

3. Establish partnerships with donor organizations with an interest in addressing homelessness through municipal government.

4. Identify and apply for funding opportunities in collaboration with the County that will increase outreach and case management services to provide unhoused individuals with needed resources and opportunities to engage in services.

Objective 2: Support efforts to establish emergency/transitional housing for key beneficiary groups including chronically homeless individuals, medically vulnerable individuals, and families.

Key Tasks

1. Establish partnerships with housing developers and homeless services providers to submit funding applications in coordination with the County (e.g., HomeKey Grant Funding) that will provide new transitional and permanent supportive housing resources for families.

2. Collaborate with housing developers and homeless services providers to expand below market rate housing options and coordinate with the County to ensure inclusion of wrap around and support services.

| Homelessness Response Strategic Plan 22

3. Advocate for development of skilled nursing facilities and recuperative care facilities in San Luis Obispo County that can serve extremely low-income individuals.

Objective 3: Engage in efforts to leverage resources to develop a more robust regional service delivery system.

Key Tasks

1. Participate on the Steering Committee for the Countywide Strategic Plan to Address Homelessness.12

2. Regularly participate in activities convened by the Homeless Services Oversight Council, Coordinated Entry System Lead Agencies, homelessness response provider agencies, and neighboring jurisdictions to identify opportunities to leverage funding resources.

3. Provide recommendations to the County of SLO Homelessness Accountability Commission and advocate for the formation of key metrics to monitor and improve resource allocation to effectively decrease homelessness.

5.2 OUTCOMES
We will recognize success when —

1. The County uses it’s established metrics to guide actions and confirm the positive impact of regional efforts to reduce homelessness.

2. The City reaches key performance indicator (KPI) targets for below market rate housing production and implements successful transitional housing projects to help bridge the gap between temporary and permanent housing solutions.

3. The City collaborates with County and regional partners on funding opportunities and receives funding for regional efforts.

12. Homelessness Response Manager participated in the Steering Committee for the Countywide Strategic Plan development process in 2022.

| Homelessness Response Strategic Plan Appendix | 23
APPENDIX A | PLANNING PROCESS
In December 2020, the City of San Luis Obispo allocated funding for its first Homeless Response Manager who started work for the City in April 2021. Following the creation of the new position, City Council adopted the 2021–2023 Major City Goal for Housing and Homelessness. The City’s first strategic plan to prevent and address homelessness was a central component of the work program.

GAPS ASSESSMENT
The City’s Homelessness Response Manager conducted an extensive gaps assessment upon entering into the role on May 5, 2021 and presented findings to City Council on November 16, 2021.

KEY FINDINGS SUMMARIZED
Through regular meetings with City residents, elected officials, City departments, emergency services providers, County departments, continuum of care organizations, local nonprofits, healthcare providers, and local activists, the Homelessness Response Manager identified the following five key components as having the greatest potential for positive and lasting impact on homelessness in the City of San Luis Obispo:

1. Regional Collaboration and Engagement: The challenges associated with addressing homelessness do not always follow jurisdictional lines. This is particularly true with respect to the “continuum of shelter.” Each community cannot provide every type of shelter that is needed in the region, and resources are not equally available for jurisdictions to provide the full range of services needed. As a result, regional collaboration, advocacy work, and ongoing engagement with partners across the region are important aspects of the City’s strategic approach.

2. Communications: Many external communications materials related to homelessness — including printed notices, flyers, pamphlets, and web resources — were found to be outdated. This has led to a misalignment of community expectations and current City policies/law enforcement capacities. Clear, timely, and consistent communication is necessary to keep interdepartmental staff, as well as concerned members of the public, aware of ongoing homelessness response efforts and resources.

3. Data: Nearly every stakeholder group identified either a lack of data, or data sharing, as a key gap in existing services. While the City does not have authority over or access to service providers systems such as Coordinated Entry or the Homelessness Management Information System (HMIS), multiple City departments directly engage with the homeless population and participate in data collection on a daily basis. The ability to streamline City data and coordinate with service providers is critical to establishing data informed best practices.

4. Pilot Programs: While the City does not have dedicated funding streams for homelessness response programs, its practice of establishing pilot programs13, proving effectiveness, and advocating for county adoption has enabled the city to “lead by example”. This model presents many opportunities to address gaps in outreach services and contribute to the development of

13. Current City pilot programs include the Community Action Team and Mobile Crisis Unit.

| Homelessness Response Strategic Plan Appendix | 24
local shelter capacity/variety; however, the City must work in close coordination with the County to develop pilot program models that align with regional priorities to ensure programmatic implementation and sustainability.

5. Funding Opportunities: As the Federal Government and State of California have recognized the urgency of the homeless crisis, more funding has become available. While it is not practical to pursue every available funding opportunity, the City will support the County in establishing clear regional priorities, collaborating on identified funding opportunities, and implementing all funding requirements that pertain to the City.

COORDINATION WITH COUNTY PLANNING EFFORT
In April 2021, the County of San Luis Obispo began a new strategic planning effort to address homelessness. Recognizing the County’s leadership role for regional homelessness response efforts and services, while also considering the urgent need to address homelessness within the City of San Luis Obispo, Council approved a continuous implementation methodology for the Strategic Plan.

This methodology allowed for continuous assessment and troubleshooting to address immediate needs, which in turn informed the City’s long-term strategy. In other words, the City has not waited for a written plan to start taking action.

As a result, the Homelessness Response Manager presented study session updates on the City’s strategic plan in a series of City Council Meetings on November 16, 2021, June 21, 2022, and September 20, 2022.

Following the Board of Supervisor’s adoption of a 5-Year Countywide Strategic Plan to Address Homelessness on August 9, 2022, the City of San Luis Obispo worked to formalize its own strategic plan in alignment with regional goals.

COMMUNITY ENGAGEMENT
To inform the Strategic Plan, the City reviewed data on homelessness within San Luis Obispo and the surrounding region, examined related City policies and planning documents, facilitated community feedback through an online survey, conducted feedback sessions with key stakeholder groups, and administered field surveys of people currently experiencing homelessness in the City of San Luis Obispo. These forums provided participants the opportunity to share feedback on the most pressing concerns related to homelessness, available resources, and opportunities for future efforts in each of the plan’s five key component areas.

Online Survey Methodology
Community feedback on the City’s Strategic Plan was collected through a 15-question online survey on the Open Town Hall platform. The survey was available to the public from October 18 to November 19, 2022.

| Homelessness Response Strategic Plan Appendix | 25
The survey was distributed through various City communication channels, including the City website, social media channels, email outreach, local radio, and word of mouth awareness. The survey was accessed via the Homeless Response page on the City of SLO’s website, www.slocity.org/ homelessness, and received a total of 592 responses.

Stakeholder Feedback Methodology
In an effort to inform the Strategic Plan to Prevent and Address Homelessness, the City convened groups of similarly situated stakeholders to provide insights and recommendations. Six key stakeholder groups were identified: Homeless Services Providers, Housing Services Providers, Healthcare Providers, Activist Groups, Business Community, Faith-Based Community Groups. A list of agencies and programs represented through the stakeholder engagement process is included in Table 1 below:

TABLE 1: FEEDBACK SESSION PARTICIPATING AGENCIES & ORGANIZATIONS Homeless Services Providers
40 Prado Homeless Services Center
5Cities Homeless Coalition
El Camino Homeless Organization
Family Care Network
Lumina Alliance
Restorative Partners
Shower the People
Transitions-Mental Health Association
Housing Services Providers
Habitat for Humanity
People's Self-Help Housing
The Housing Authority of the
City of San Luis Obispo
Healthcare Providers
CalAIM
Community Health Center
County of San Luis Obispo Behavioral Health
Dignity Health / French Hospital Medical Center
Activist Groups
Diversity Coalition
Gala Pride and Diversity Center
Hopes Village
Individual Community Activists
League of Women Voters
Save Our Downtown
SLO Street Medics

SLO YIMBY
Business Community
Downtown SLO
San Luis Obispo Business Owners
San Luis Obispo Chamber of Commerce
Faith-Based Groups
Calvary SLO
Congregation Beth David
Jewish Family Services
Mission San Luis Obispo de Tolosa
Mt Carmel SLO
Renovate Church
SLO United Church of Christ
SLO United Methodist Church
St. Stephen's Episcopal Church
Unitarian Universalists San Luis Obispo
United Way

| Homelessness Response Strategic Plan Appendix | 26
Outreach for each of the community feedback sessions was done by the Homelessness Response Manager and Homelessness Response Coordinator, with key stakeholders being identified and contacted via email.

The feedback sessions were held in person at various locations between November 1 and November 18, 2022.

Unhoused Field Survey Methodology
Individual surveys were administered to sheltered and unsheltered homeless individuals on November 10, 2022, at two different locations in San Luis Obispo. A total of 23 individuals participated in the survey, including 11 unsheltered individuals and and 12 individuals living out of their vehicles.

The first survey location was at Unitarian Universalist Church (2201 Lawton Avenue), where Shower the People provides showers to unhoused community members. The second survey location was at BMW of San Luis Obispo (1251 Calle Joaquin), where BMW provides a weekly ‘Blessed to Serve’ BBQ for unhoused community members.

Interviews were conducted with individuals while they waited or after they received their shower/ meal, and responses were documented on handwritten survey forms. All participants were provided with a gift card incentive for participating in the survey.

Data from the survey enabled a more comprehensive understanding of the experiences of unhoused individuals. To center the voices of those experiencing homelessness throughout this plan, quotes from these survey responses are featured at the beginning of each key component section.

STRATEGY DEVELOPMENT
Two-Year Time Frame
The City of San Luis Obispo developed a 2-year Homelessness Response Strategic Plan to implement a realistic, action-oriented plan per City Council’s guidance.

The 2-year framework was intentionally established to create accountability and allow for ongoing evaluation and adaptability to adjust objectives and strategies in response to the changing landscape of homelessness in San Luis Obispo.

Year 1 Focus: Establish priorities, align with newly adopted Countywide Plan, and amplify what is working.

Year 2 Focus: Develop new resources and partnerships in alignment the County and service providers to address ongoing gaps.

While our initial 2-year plan aims to encompass the City and Region’s current priorities, other priorities and tasks will be included in future updates to the strategic plan, in continued alignment with the County and State programs and opportunities.

| Homelessness Response Strategic Plan Appendix | 27
Alignment
Initiating this plan in FY 2022 allows for established goals to influence the City’s 2023–2025 Financial Plan. Renewal of the plan in 2-year intervals aligns with the City’s 2020–2028 Housing Element as well as its 2019–2028 Regional Housing Needs Allocation (RHNA). Moreover, the City’s 2-year cycle allows time to analyze lessons learned and best practices that can meaningfully contribute to an updated regional strategy following the current 2022–2027 Countywide Strategic Plan to Address Homelessness.

Based on findings from the information gathering and stakeholder engagement processes, the City of San Luis Obispo identified 2-year goals for each of the plan’s five key components: 1.

Regional Collaboration and Engagement, 2. Communications, 3. Data, 4. Pilot Programs, 5. Funding Opportunities.

To support the successful attainment of each goal, the the City developed objectives, key tasks, and measures for recognizing success. In addition, the City also explored ways in which each goal may align with or enhance the impact of the 5-year Countywide Strategic Plan to Address Homelessness, as demonstrated in Table 2 of next page.

| Homelessness Response Strategic Plan Appendix | 28
TABLE 2: ALIGNMENT OF STRATEGIC PLAN GOALS
City-Level Key Components

1. REGIONAL COLLABORATION
& ENGAGEMENT
Engage regional partners in collaborative
efforts to improve the effective use of
resources.

2. COMMUNICATIONS
Enable equitable access to resources
and increase transparency so that all
community members are aware of efforts to
address gaps in service and know where/
how/when to reach out for assistance to
address concerns related to homelessness.

3. DATA
Streamline internal and external
data collection processes to enable
timely and effective coordination of
homelessness response efforts and
provide analysis to inform best practices.

4. PILOT PROGRAMS
Collaborate with the County to develop
scalable and replicable programs
to connect those experiencing
homelessness to a variety of shelter
and housing options through timely
outreach, and advocate for County
implementation of successful programs.

Countywide Lines of Effort
LINE OF EFFORT 5
Strengthen regional collaboration.

LINE OF EFFORT 6
Build public engagement through
information-sharing and partnership.

LINE OF EFFORT 3
Improve and expand data management efforts
through [countywide] HMIS and coordinated entry
system to strengthen data-driven operational
guidance and strategic oversight.

LINE OF EFFORT 1
Create affordable and appropriately
designed housing opportunities and shelter
options for underserved populations.

LINE OF EFFORT 2
Focus efforts to reduce or eliminate the
barriers to housing stability for those
experiencing homelessness or at risk of
homelessness, including prevention, diversion,
supportive services, and housing navigation efforts.

LINE OF EFFORT 4
Create, identify, and streamline funding
and resources.

5. FUNDING OPPORTUNITIES
Proactively seek funding opportunities to
meet localized needs as aligned with regional
goals to prevent and address homelessness.

| Homelessness Response Strategic Plan Appendix | 29
APPENDIX B | METRICS
The 2022–2024 implementation of the Homelessness Response Strategic Plan will help develop and define baseline data to be used for accountability and tracking. The following metrics are initial methods for measuring progress towards Strategic Plan goals, and may evolve during implementation of the 2-year Strategic Plan.

REGIONAL COLLABORATION & ENGAGEMENT
Metric 1: Number of engagement opportunities with key stakeholder groups, with the goal of three engagement opportunities per quarter.
• Data Sources: Internal data tracking for engagement opportunities • Timeline: Annually
• Internal Progress Management Lead: Homelessness Response Manager

COMMUNICATIONS
Metric 1: Number of individuals that are aware of available shelter and mental/physical health services compared to baseline numbers.
• Data Sources: Annual community surveys
• Timeline: Annually
• Internal Progress Management Lead: Homelessness Response Manager Metric 2: Community comments received during annual Homelessness Response Forum cofacilitated by the City, County, and regional partners. • Data Sources: Qualitative data from Homelessness Response Forum • Timeline: Annually
• Internal Progress Management Lead: Homelessness Response Manager Metric 3: Annual percentage increase in City homelessness prevention and assistance webpage views
and engagement.
• Data Sources: City website metrics and analytics
• Timeline: Progress towards this goal will be evaluated in alignment with the release of updated resource information and tools on an annual basis
• Internal Progress Management Lead: City Communications Manager Metric 4: Number of Ask SLO requests related to transient encampments. • Data Sources: Ask SLO request data
• Timeline: Annually
• Internal Progress Management Lead: Homelessness Response Manager

| Homelessness Response Strategic Plan Appendix | 30
DATA
Metric 1: Number of regional referrals that are made through the encampment management tool. • Data Sources: Encampment management tool referrals
• Timeline: Annually
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response Metric 2: Number of transitional, permanent supportive, and below market rate housing units that are preserved or produced to connect individuals at risk of experiencing homelessness with housing opportunities.
• Data Sources: Housing Administrator Data Tracking
• Timeline: Annually
• Internal Progress Management Lead: Housing Coordinator Metric 3: Number of SLO Police Department and SLO Fire Department transient-related calls for service.
• Data Sources: SLOPD and SLO Fire Transient Incident Reports • Timeline: Annually
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response Metric 4: Resources spent on environmental cleanup efforts related to homelessness response. • Data Sources: City department budgets
• Timeline: Annually
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response Metric 5: Number of encampment cleanouts identified through encampment management tool. • Data Sources: Data points captured through encampment management tool • Timeline: Annually
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response

PILOT PROGRAMS
Metric 1: Number of referrals made by City outreach staff for hotel voucher program. • Data Sources: Referrals tracked through Data Management App • Timeline: Quarterly
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response Metric 2: Number of hotel vouchers distributed by homeless services providers. • Data Sources: Hotel voucher distribution data tracked by homeless services providers • Timeline: Quarterly
• Internal Progress Management Lead: Homelessness Response Manager

| Homelessness Response Strategic Plan Appendix | 31

FUNDING OPPORTUNITIES
Metric 1: Number of below market rate housing units secured through entitlements. • Data Sources: Key Performance Indicator (KPI) for Affordable Housing Production • Timeline: Annually
• Internal Progress Management Lead: Housing Coordinator Metric 2: Number of transitional and permanent supportive housing units secured. • Data Sources: Grant and/or restrictive housing agreements • Timeline: Annually
• Internal Progress Management Lead: Housing Coordinator

| Homelessness Response Strategic Plan Appendix | 32
APPENDIX C | KEY STAKEHOLDER RECOMMENDATIONS

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APPENDIX D | ONLINE SURVEY DATA
QUESTION 7
What would increase your likelihood of
volunteering with organizations that
assist the homeless population?
Count
353
SLO County
Outside SLO County
Not currently
employed

15.7%

6.3%

18.4%
93 SLO City 59.6%
37 109
QUESTION 1
Where is your place of residence?
QUESTION 2
Where is your place of employment?
QUESTION 3
Have you ever experienced homelessness?
QUESTION 4
Do you know a friend or family member
who has experienced homelessness?
QUESTION 5
How often do you observe people
experiencing homelessness in SLO City?
Count
69 No 88.3% 523
Yes 11.7%
Count

65.7%

32.1%

2.2%
389
190
13 SLO County
Outside SLO County
SLO City
Count
295
No 50% 297
Yes 49%
Count

87.3%

12.3%

0.3%
517
73 2
Often/Weekly
Occasionally/
Monthly
Frequently/Daily
QUESTION 6
Do you currently volunteer with local
organizations or groups that assist those
experiencing homelessness? (ex:40 Prado
Homeless Services Center, SLO Food Bank,
Shower the People, etc.)
Count
149
Weekend hours
Variety of tasks
Other

24.7%

47.2%

36.5%
106
Online sign up 34.7%
203
157
QUESTION 8
Please rank the following issues in order
of urgency as related to homelessness
in the City of San Luis Obispo:

1. Wellbeing of those experiencing homelessness

2. Availability of affordable housing for single adults

5. Negative coping mechanisms

4. Environmental impact

3. Private property/security
Rank by Issue
0%
5%
10%
15%
20%
25%
30%
35%
Percentage of Responses
1st 2nd 3rd 4th 5th

| Homelessness Response Strategic Plan Appendix | 37
Count
311
Call 911
Call non-emergency
dispatch
Other

5.9%

27.7%

13.9%
35 Walk away 52.5%
164
82 QUESTION 10
If you experience someone on the street
suffering from a mental health distress
(erratic behavior, verbal outburst,
unintentional physical exposure) but
not presenting an immediate danger to
themselves or others what would you do?
QUESTION 11
Where do you go to find information
or resources related to homelessness
response in SLO City?
Count
122
Google
SLO City Website
Local News Website

40.3%

26.1%

35.5%
233
N/A 21.1%
151
205
Other 13% 75
QUESTION 9
Which City-funded services
have you heard of?
40 Prado
Prado
Safe
Parking
RR
Safe
Parking
CATM None
of the
above
84%
61%
53%
40% 38%
10%
QUESTION 12
Rank the urgency of the
following data elements:

Data sharing platform to coordinate street/
encampment outreach
Information for all available low-income houseing
units and financialhousing assistance resources
Inventory of properties that may be developed for
emergency/transitional shelter
Rank by Issue
0%
10%
20%
30%
40%
50%
Percentage of Responses
1st 2nd 3rd
QUESTION 13
The City does not currently track the
following data. Rank the importance of
monitoring the following data points:

Rate of return to homelessness after placement in
shelter/housing and causes
Number of successful versus unsuccessful city
outreach referrals to shelter/housing
Average time enrolled in case
management before offer of housing
Cause of death amonth those
experiencing homelessness
Rank by Importance
0%
10%
20%
30%
40%
50%
60%
Percentage of Responses
1st 2nd 3rd 4th
MCU

| Homelessness Response Strategic Plan Appendix | 38
QUESTION 14
You’ve got 10 dots to ‘spend’. How would
you spend them on these services?
Safe parking spaces
Transitional housing
Emergency shelter
Safe sleeping spaces
Street outreach services
Other
22%
13%
16% 17%
21%
10%
QUESTION 15
Prioritize the following elements to
advocate for County engagement:

Rate of return to homelessness after placement in
shelter/housing and causes
Number of successful versus unsuccessful city
outreach referrals to shelter/housing
Average time enrolled in case
management before offer of housing
Cause of death amonth those
experiencing homelessness
Rank by Importance
0%
10%
20%
30%
40%
50%
60%
Percentage of Responses
1st 2nd 3rd 4th

APPENDIX E | UNHOUSED & UNSHELTERED SURVEY DATA
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APPENDIX F | GLOSSARY
Affordable Housing: Housing that is often procured through a voucher subsidy that pays the majority of the rental cost (e.g., Section 8 Voucher, Emergency Housing Voucher).

At risk of Homelessness: A status given to individuals and their families who have unstable housing and inadequate income and resources.

Behavioral Health: The connection between a person’s behaviors and the health and well-being of the body and mind.

Below Market Rate Housing: Below Market Rate (BMR) means that the affordability level of a dwelling unit is below the cost of what the current market rate unit would be, and includes a deed restriction ensuring that the unit is affordable to extremely low-, very low-, low-, or moderate-income households. The income level is determined by the Area Median Income which is based on the median gross yearly income adjusted for assumed household size, in San Luis Obispo County.

The Area Median Income is determined by the Department of Housing and Urban Development (HUD). Below Market Rate units may be designated as rental units or provided for home ownership opportunities on a case-by-case basis.

Case Management: Assessment, planning, facilitation, care coordination, evaluation and advocacy with people experiencing homelessness. Staff work with individuals and families to address their comprehensive needs to help them exit homelessness and stay housed.

Chronically Homeless: A person who has been homeless for at least a year, either 12 months consecutively or over the course of at least 4 separate occasions in the past 3 years. To be chronically homeless, the individual or head of household must also have a disability.

Community Action Team (CAT): A City funded program that consists of one San Luis Obispo Police Department officer assigned to work with a social worker from Transitions Mental Health.

The Community Action Team connects individuals to services and resources to address housing, addiction counseling and services, food insecurity, mental health counseling and services, and family reunification. CAT identifies problems and crime trends that negatively impact the quality of life for residents, business owners and visitors to the City of San Luis Obispo. CAT works collaboratively with various organizations to address concerns and needs including other City departments, social service agencies, private businesses, and non-profits.

Community Development Block Grant (CDBG): A flexible program run by HUD that provides communities with resources to address a wide range of unique community development needs.

Coordinated Entry System: A system for accessing homeless housing and services that prioritizes the highest need, most vulnerable households in the community and that ensures the housing and supportive services in the system are used as efficiently and effectively as possible.

Diversion: A strategy that prevents homelessness for people seeking shelter by helping them identify immediate alternate housing arrangements and, if necessary, connecting them with supportive services and financial assistance to help them return to permanent housing.

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Emergency Shelter: Any facility with overnight sleeping accommodations, the primary purpose of which is to provide temporary shelter for homeless people. Shelter may include year-round emergency shelters, winter and warming shelters, navigation centers and transitional housing.

These types of shelter have varying hours, lengths of stay, food service, support services, and case management.

Encampment: An outdoor space that does not have amenities and is not intended for human habitation that is illegally inhabited with makeshift shelter (e.g., tent, tarps, scrap).

Geographic Information System (GIS): A computer system that captures, analyzes, and displays geographically referenced information. It uses data that is attached to a unique location.

Homekey Program: A statewide effort to sustain and rapidly expand housing for persons experiencing homelessness or at risk of homelessness. Homekey is an opportunity for state regional, and local public entities to develop a broad range of housing types, including but not limited to hotels, motels, hostels, single-family homes and multifamily apartments, adult residential facilities, and manufactured housing, and to convert commercial properties and other existing buildings to Permanent or Interim Housing for target populations.

Homeless: Homelessness is defined by HUD in four categories: (1) individuals and families who lack a fixed, regular, and adequate nighttime residence and includes a subset for an individual who resided in an emergency shelter or a place not meant for human habitation and who is exiting an institution where he or she temporarily resided; (2) individuals and families who will imminently lose their primary nighttime residence; (3) unaccompanied youth and families with children and youth who are defined as homeless under other federal statutes who do not otherwise qualify as homeless under this definition; and (4) individuals and families who are fleeing, or are attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member.

Homeless Management Information System (HMIS): A local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness.

Housing Choice Vouchers (HCVs): Formerly known as the Section 8 program, HCVs are longterm rental subsidies funded by HUD and administered by Public Housing Authorities that can be used to help pay for rent.

Key Performance Indicator (KPI): A quantifiable indicator of progress over time for a specific objective.

Market Rate Housing: Market Rate Housing means housing constructed in the principal project that is based on existing area market values or demand, Market Rate Housing is not subject to sales or rental restrictions.

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Medically Vulnerable: A person over the age of 50 who experiences chronic medical conditions, including but not limited to lung disease, asthma, heart disease, liver or kidney disease, diabetes, and hypertension and/or has a compromised immune system such as from cancer, HIV, organ or bone marrow transplant, or as a side effect of medication or other conditions.

Mobile Crisis Unit (MCU): A City funded program that consists of one City of San Luis Obispo Firefighter / Paramedic paired with a social worker from Transitions Mental Health to provide deescalation and relief to individuals experiencing a behavioral health crisis. Mobile crisis services include screening, assessment, stabilization, de-escalation, follow-up, and coordination with healthcare services and other support services.

Non-Congregate Shelter: Overnight sleeping accommodations with individual quarters, such as hotels, motels, and dormitories.

People with Lived Experience: Individuals who have lived through the experience of homelessness and have first-hand knowledge of what it is like to live unsheltered and/or to move through the homeless system of care.

Pilot Program: A small-scall, short-term experiment that incorporates best practices to help an organization implement a large-scale project.

Point-in-Time (PIT) Count: An annual process required of CoCs by HUD to count the number of people experiencing homelessness on a single night in January. The PIT count provides a snapshot of data available on the size and characteristics of the homeless population in a CoC over time.

Permanent Supportive Housing (PSH): Long-term housing with intensive supportive services for persons with disabilities. These programs typically target people with extensive experiences of homelessness and multiple vulnerabilities and needs who would not be able to retain housing without significant support.

Prevention: A strategy that targets financial resources and supportive services to people who are at imminent risk of homelessness (whereas Diversion usually targets people as they are initially trying to gain entry into shelter).

Recuperative Care: Short-term, post-hospital, residential care for individuals who no longer require hospitalization but still need to heal from an injury or illness (including behavioral health conditions), and whose condition would be exacerbated by an unstable living environment.

Regional Housing Needs Allocation (RHNA): A determination of a locality’s housing needs by the local Council of Government and based on State law, that takes into account various factors such as population growth, employment growth, vacancy rates, housing removals, and concentration of poverty.

Safe Parking: A parking program, operated on property located outside of the public right-of-way and managed by a social service provider that provides individuals and families with vehicles a safe place to park overnight while working towards a transition to permanent housing. Shelter is provided in vehicles located in designated Safe Parking Areas for specified periods of time.

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Street Outreach: Multi-disciplinary teams who work on the streets or in encampments to engage with people experiencing homelessness who may be disconnected or alienated from services and supports that are offered at an agency.

Supportive Housing: The term Supportive Housing (per Government Code Section 65582[f], as may be amended) shall mean a dwelling unit occupied by a target population, with no limit on length of stay, that is linked to onsite or off-site services that assist the supportive housing resident(s) in retaining the housing, improving their health status, and maximizing their ability to live and, when possible, work in the community. A target population means persons with low incomes having one or more disabilities, including mental illness, HIV or AIDS, substance abuse, or other chronic health conditions, or individuals eligible for services provided under the Lanterman Developmental Disabilities Services Act (Welfare and Institutions [W&I] Code Section 4500) and may include— among other populations—adults, emancipated youth, families, families with children, elderly persons, young adults aging out of the foster care system, individuals exiting from institutional settings, veterans, and homeless people.

Supportive Services: Services offered (on a voluntary basis) to maximize housing stability and prevent returns to homelessness as opposed to addressing predetermined treatment goals prior to permanent housing entry. Services include assistance applying for benefits, mental health and substance use services, outpatient health services, information and referral services, child care, education, life skills training, employment assistance and job training, housing search and counseling services, legal services, outreach services, transportation, food assistance, risk assessment and safety planning (particularly for individuals and families experiencing domestic violence), and case management services such as counseling, finding and coordinating services, and monitoring and evaluating progress in a program.

Temporary Emergency Shelter: A designated outdoor space with minimal amenities (toilets, waste disposal, wash station) that allows participants to bring their own shelter for overnight use and must be vacated for daytime use by the general public.

Transient: A person who moves from place to place; a homeless person.

Transitional Housing: Non-congregate accommodation that is provided for up to 2 years while permanent housing is being identified and procured to meet an individual or family’s needs.

Unhoused: An individual without permanent physical accommodation or shelter, including individuals or families experiencing states of transitional or episodic homelessness (e.g. living out of a vehicle).

Unsheltered: An individual who is living in places not meant for human habitation; a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation.