Parks and Recreation
review for safety and upkeep, with a focus on establishing sustainable processes. These initiatives would be funded through an operating expense account that is being recommended as part of the supplemental budget for FY 2024‐25.
Volunteer Program:
The Citywide Volunteer Program has made significant strides under the guidance of the City’s full‐time Volunteer Coordinator. Over the past year, the Volunteer Program launched Engage SLO, a new web portal designed to advertise both new and ongoing volunteer opportunities in support of City needs.
These opportunities include initiatives such as Adopt‐a‐Park, Arbor Day, September Scramble, Boo Bash, Fall Creek Clean Up, Senior Center volunteers, Community Garden Service Saturdays, the Jack House Docent Program, and Ranger Workdays. Notably, the Adopt‐a‐Park program has expanded to encompass five City parks (from zero at the beginning of the fiscal year), demonstrating a growing commitment to community engagement. April is celebrated as Volunteer Appreciation Month, recognizing the invaluable contributions of regular and recurring volunteers, who collectively provided over 3,330 hours of service since July 1, 2023.
Looking ahead, the Volunteer Program aims to further expand Adopt‐a‐Park volunteer opportunities and explore the potential for a multi‐departmental ‘Community Connector’ volunteer role intending to further bridge City and community relations. Additionally, efforts are underway to capture Police and Advisory Body data to enhance program effectiveness.
Ranger Service:
The Ranger Service continues to diligently maintain and patrol the City’s 4,050 acres of open space spread across all 12 City‐managed properties. Dedicated resources are allocated to support fuel management efforts in the Wildland Urban Interface (WUI) and to address trash and debris in the City’s Open Spaces and creeks. Effective management of open spaces has led to a reduction in the presence of unhoused populations within these areas.
Recent accomplishments include the completion of three new trail projects – Bog Thistle, King Trail Re‐ Route, and the Righetti Hill Summit trail – as well as the design and layout finalization for the Righetti Hill Lower Loop Trail. Additionally, the Bob Jones Bike Trail underwent a temporary closure for two months to facilitate fire fuel mitigation and creek clean‐up projects, including the utilization of goats from The Goat Girls for natural brush removal in creek systems. The Ranger Service has expanded its educational programming, offering more environmental web‐based education videos, increased social media presence, Ranger‐led classroom and event presentations, and interpretive hikes. Notably, the Junior Ranger Camp sessions have sold out and expanded registration openings compared to previous years with the offering of three one‐week sessions.
Facilities:
The Facilities Division supports both indoor and outdoor City managed recreational spaces for both internal and community reservations. The Division continues to provide outdoor dining options by performing daily set‐up, maintenance, and clean‐up for the Downtown Dining program in Mission Plaza.
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Parks and Recreation
Community youth and adult sports regularly utilize City fields and courts for tournaments, leagues, and practices. The Library Conference and Community rooms, the Ludwick Community Center, Senior Center, and Meadow Park Building serve the community for social gatherings, meetings, and general uses. Staff is also accepting reservations for events at the Jack House Gardens for the upcoming 2024 season.
The division recently enhanced various community facilities with several key upgrades including new chairs for events at the Jack House Gardens. Staff continue to assess and update court rule signage in multiple tennis facilities due to the overflow from other court sports. The Library Community Room received a new projector with the support of the City’s IT department. Staff continue to replace damaged tables within Mission Plaza Downtown Dining Program, enhancing the community's experience in this vibrant social hub. Indoor rentals and Jack House Gardens rentals continue to lag behind pre‐pandemic reservation numbers. However, staff is increasing marketing and advertising to reintroduce these unique and affordable venues to the community.
Aquatics:
The year‐round Aquatic Division has seen a stronger staffing retention and recruitment this year due to the continued promotion for lifeguard training opportunities throughout the year and forecasting of staffing levels for the non‐summer months which has allowed for consistent operational hours for lap swimming and regular warm water programming. Additionally, staff is increasing swim lesson program offerings (including group and baby & me) throughout the upcoming season – increasing the number of overall lessons offerings from 195 to 268 to provide additional opportunities for the community.
Management continues to provide monthly staff trainings, including First Aid, CPR, water rescue techniques, customer service and DEI trainings. The Aquatics Division provides program and facility support for the year‐round SLO Seahawks Swim Club, local SCUBA shops, Mission Prep High School, and has a short‐term agreement to support Atascadero High School while their pool remains under construction. Staff has focused on new promotional strategies for community water safety including videos, inter‐County aquatic meetings, and in‐person focused trainings while continuing to offer public lifeguard training and instructor courses throughout the year. Recruitment and retention challenges remain a concern as wages for part‐time staff offerings in the fast‐food sector have gone into effect in Spring 2024.
Golf:
The Golf Division provides multi‐generational opportunitiesfor play at the Laguna Lake Golf Course (LLGC) seven days per week. The course has experienced consistent round play throughout the first eight months of the fiscal year due to ideal playing conditions, even during the normally slower post‐Thanksgiving and winter period. Staff have expanded the opportunity to support local community groups such as being the host site for Cal Poly Kinesiology courses, Laguna Middle School PE Courses, and SLO High School courses, as well as the free First Tee youth lessons. The course also has seen a return of local tournament play occurring this year, as well as Staff working to propose the installation of ‘disc golf’ cages to provide expanded uses.
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Parks and Recreation
On the maintenance side, staff have used innovative watering techniques to offer a consistently green course throughout the August‐October months, while still working diligently to conserve water.
Unfortunately, the course continues to be impacted by leaks caused by aging irrigation lines requiring additional maintenance time and some periods of hole closures, as well as increased water costs. The parking lot was restriped with parking stops added to assist with flow of traffic and safety for patrons visiting the course.
With the main Pro Shop closed due to major flooding from a significant winter storm back in December 2021, a temporary trailer serves as the Pro Shop and staff offices. Staff are in the process of finalizing construction documents for the RFP related to the renovation of the Pro Shop (Phase 3), with an expected start date of Fall/Winter 2024‐25. Replacement of the bridge, closed since the storms in January 2023, is expected to occur in June 2024.
Changes from Financial Plan
With the additional staff support to manage the Public Art Program, staff’s recommendation includes one change from the adopted 2023‐25 Financial Plan. As a part of the Supplemental Budget, staff is recommending allocation of $15,000 from the Public Art Fund to the Parks and Recreation operating budget to support daily operations, marketing, and program support of the Public Art program.
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2023‐24
Target
2023‐24
Projected
2024‐25
Target
Provide inclusive, accessible
programming that serves the whole
community.
Strategic Goal: Programming is Directed
to Diverse Users (P&R Strategic Plan
Goal), DEI and Economic Vitality MCGs
# of Department Community
Events 25 25 25
# of non‐profit permitted Facility
Uses 120 120 120
# of program registrations 4,500 4,900 4,500
# of program offerings 400 490 450
# of childcare spots
filled/offered 1500/1500 3015/1500 1500/1500
# of children receiving subsidy
60 CAPSLO
50 City
Scholarships
60 CAPSLO
45 City
Scholarships
60 CAPSLO
50 City
Scholarships
In Coordination with Public Works,
engage the public to prioritize new and
revitalized Recreational Amenities
Strategic Goal: Expand Parks & Facilities
(P&R Strategic Plan Goal), MCG
Economic Stability
# of public outreach meetings 6
5 6
# of updated or new parks and
amenities in process 5
4 5
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Parks and Recreation
Creates and fosters a sense of
community through citizen involvement
Strategic Goal: Maximize Community
Resources & Collaborations (P&R
Strategic Plan Goal)
# of volunteers/hours 380/4100hrs
63/3300hrs
(not
including
youth sport
coaches)
80/5000hrs
# of temporary Public Art or
Cultural Art Events 5
5 5
Leverage technology to engage the
community and promote program
offerings
Strategic Goal: Programming is Directed
to Diverse Users (P&R Strategic Plan
Goal)
# of Instagram followers 7,800
7,720
8,700
# of Facebook followers 5,000
5,652
5,600
Open Space Preservation and
Enhancement
Strategic Goal: Nurture Open Space
(P&R Strategic Plan Goal), Climate
Action MCG
# of miles of Open Space trails
maintained
66.5 66.5 68
# of staff hours dedicated to fuel
reduction
4000 4000 4000
# of encampment site clean‐ups
removed from Open Spaces
110 75 120
Budget Page 114
Police
Police Department
Department Summary
The Police Department is responsible for maintaining a safe city by working in partnership with the community. Goals of the department are to protect life and property, prevent and reduce crime, and improve the quality of life forresidents and visitors alike. The department hastwo bureaus; Administrative Services and Operations. Administrative Services includes the following work divisions: Administration, Investigations, Communications, and Records. The Operations bureau includes Patrol, Traffic Safety, and Neighborhood Outreach.
The department plays a supporting role in the following Major City Goals for the 2023‐25 Financial Plan:
Housing & Homelessness and Diversity Equity & Inclusion. A significant achievement in FY 2023‐24 has been hiring new employees to fill several department vacancies primarily in dispatch and patrol. Since July 1, 2023, the department has hired fifteen employees in total.
Changes from Financial Plan
Staff’s recommendation includes funding to support increased costs for both License Plate Reader maintenance and the Animal Services contract with the County.
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2023‐24 Target 2023‐24
Projected 2024‐25 Target
Reduce Crime
Strategic Goal: Economic
Recovery, Department Mission
# of total Part I Crime
by year.1 2010 1516 1493
Provide safe roadways for
pedestrians, vehicles, and
bicyclists.
# of total traffic
collisions.2
Vehicle: 420 Vehicle: 430 Vehicle: 408
Pedestrian: 34 Pedestrian: 25 Pedestrian: 24
Bicycle: 32 Bicycle: 40 Bicycle: 38
# of targeted
enforcement
operations conducted
under the Office of
Traffic Safety Grant per
year3
DUI Checkpoints: 2 DUI Checkpoints: 2 DUI Checkpoints: 2 DUI Saturation
Patrols: 28
DUI Saturation
Patrols: 28
DUI Saturation
Patrols: 28
Traffic Enforcement
Operations: 14
Traffic Enforcement
Operations: 14
Traffic Enforcement
Operations: 15
1 Part 1 Crimes include: homicide, forcible rape, robbery, aggravated assault, burglary, and motor vehicle theft. Figures shown represent calendar year. Data for 2023‐24 Projected are actuals for calendar year 2023. 2 Traffic Collision data is shown by calendar year. Data for 2023‐24 Projected are actuals for calendar year 2023. 3 Figures shown reflect the number of operations completed under the annual OTS grant and 2024‐25 figures are projected operations for the 2024‐25 grant. The 2024‐25 grant agreement has not been approved yet and some target figures may change.
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Police
Objective Measure 2023‐24 Target 2023‐24
Projected 2024‐25 Target
Strategic Goal: Patrol
Objectives, Department
Mission
Distracted Driving
Enforcement: 5
Distracted Driving
Enforcement: 5
Distracted Driving
Enforcement: 10
Bicycle & Pedestrian
Enforcement: 9
Bicycle & Pedestrian
Enforcement: 9
Bicycle & Pedestrian
Enforcement: 9
Reduce Homeless related Calls
for Service through proactive
engagement.
Strategic Goal: Economic
Recovery, Department Mission,
Patrol Objective
# calls related to
homelessness4 6300 7757 7369
# of unique individuals
contacted by CAT 305 408 428
# of Family & Agency
Reunification 8 6 7
# of Local Permanent
Housing Referrals 12 3 4
# of Mental
Health/Substance
Abuse Treatment
Referrals
100 249 261
4 All stats related to homelessness are based on calendar year. Figures shown for 2023‐24 Projected are actuals for calendar year 2023.
Budget Page 116
Public Works
Public Works Department
Department Summary
The core function of the Public Works Department is to preserve and enhance City infrastructure for an accessible, safe, and inclusive community experience. Staff effectively met its core services and objectives and FY 2023‐24 goals, despite external cost pressures and several vacancies throughout the department.
The Public Works Administration program continues to work toward greater efficiencies for the entire department, prioritizing day‐to‐day fiscal needs, while continuing to optimize the Capital Improvement Program delivery and the newly‐formed Mobility Services Division.
The addition of new parks and roadways in design and under construction, as well as the addition of new facilities, continue to strain the Maintenance Division. Ahead of these challenges, the City engaged a consultant to complete a resource assessment, and is recommending additional staff resources and some restructuring to properly maintain these valuable assets, as outlined further below.
The Parks Maintenance program has successfully provided the community with safe facilities and well‐ maintained parks, sport fields, and other landscaped areas. The program recently accepted two new parks within Avila Ranch, and a large Community Park is in the design process within this development, and the new North Broad Street Neighborhood Park anticipated to be completed later this calendar year.
Additionally, the Laguna Lake Dog Park and Cheng Park are in various stages of construction and the enhanced facilities will have an increased workload on the Parks Maintenance Program.
The Swim Center Maintenance program continues to provide a safe and clean aquatic facility for the community’s use. Major accomplishments include the installation of a new acid vapors recovery system (AVRS) that neutralizes vapors and fumes created by muriatic acid in the swimming pool equipment room, in addition to a new balanced pool treatment system that combines carbon dioxide and hydrochloric acid, reducing acid use and mitigating rising chemical costs. The program also replaced the diving board on the Olympic‐size pool, installed new HVAC equipment and upgraded Energy Management System (EMS) controls, managed an LED lighting retrofit in the main bath house, replaced the motor and pump on the therapy pool, and rebuilt the backwash valves in the main pool filtration system.
The Urban Forest program continues to maintain nearly 14,000 inventoried tree assets valued at over $39 million, and is doing its part to help the City meet its goal of planting 10,000 new trees by 2035. Staff has been impacted by a high volume of Ask SLO requests, which it has had to balance with its existing workload. At the same time, the program has struggled to fill staff vacancies throughout FY 2023‐24, and operating budget restrictions have limited its ability to contract pruning services this year for service requests. However, staff believes that all vacancies will be filled and the program will get back on track with a fully‐staffed team in FY 2024‐25, which will lead to faster emergency call response times and fewer contracted services for service requests. Moreover, the City Arborist position recently transferred to the Community Development Department, allowing Urban Forest program staff to focus their efforts on City‐ owned trees in the right‐of‐way, parks and bike paths.
The Facilities Maintenance program efficiently maintains approximately 242,000 square feet of buildings and plays a critical role in the oversight and delivery of CIP projects at City facilities. Recent accomplishments include: critical improvements to City Hall which includes an ADA automated door Budget Page 117
Public Works
opener; stair replacement at the historic Jack House; oversight of tenant improvements to the new City facility at 1106 Walnut Street; and ADA accessibility improvements at the Senior Center. The additional maintenance of new office space for Human Resources and the improvements required at 1106 Walnut to accommodate the additionalspace needs of the Police Department, as well astrash cleanups and graffiti abatement, have created workload challenges for the team, which is comprised of four full‐time technicians and a supervisor.
The Streets and Sidewalk Maintenance program continues to address the City’s sidewalk and pavement needs, provide essentialstorm patrolservices during rain events, and respondsto high volumes of Ask SLO service requests consistently throughout the year. The program also completes trash and green waste management for the corporation yard, oversees the metal recycling program, provides traffic control support for City events and emergencies, and manages other maintenance activities, including encampment cleanups and trash collection within the public rights‐of‐way. The scope of roadway infrastructure that the program maintains will continue to increase over the next several years due to the construction of multiple new residential developments and the addition of more protected pedestrian and bicycle improvements.
The Traffic Signals & Lighting program continues to maintain safe and efficient traffic signal operations through regular preventative maintenance, repairs to damaged traffic signal equipment, and ongoing refinements to traffic signal timings and equipment, including ADA upgrades for pedestrian push buttons and assistance with Pedestrian Hybrid Beacons. Traffic Signal/Streetlight technicians have also assisted with several development‐led traffic signal and beacon installations. The program is working on an ongoing effort to update its inventory processes in order to reduce delay times on repairs. While the program had a vacancy for several months in FY 2023‐24, it is now fully staffed and ensuring its newest staff member is provided all the necessary training and certification. With ongoing installation of new streetlights, off‐ street path lights, downtown decorative “zigzag” lighting, and new traffic signals throughout the City, the program will need to continually evaluate staffing resources and operating budgets to ensure that there are sufficient funds to maintain the signal and streetlight infrastructure. Over the past several years, there has been a measurable uptick with failures of older traffic signal equipment and increases in hit‐and‐run vehicle collisions with traffic signal and streetlight poles, which have escalated maintenance costs beyond available budgets. This has caused both budget overruns and undesirable deferrals of necessary spare signal and streetlight equipment purchases.
The Fleet Maintenance program isresponsible for purchasing, outfitting, maintaining, and repairing nearly 300 City‐owned fleet assets. Other responsibilities include vehicle procurement and disposal; emissions reporting; maintenance of the Corp Yard fuel pumps, car wash, and back‐up generators; hazardous waste handling reporting and disposal; and parts inventory. Staff perform 45‐60 preventative work orders each month, in addition to repairsthat are a result of unscheduled breakdowns. Vehicle procurement has been hindered by supply chain issues, but the program is working to procure the necessary vehicles for City programs and services, while advancing the City’s fleet electrification goals. Fleet has purchased nine (9) Ford Lightning EV pickups and five (5) Chevrolet Bolt EV’s to date. To charge the new full‐electric trucks that work from the Corporation Yard, Fleet installed six (6) networked ChargePoint level 2 chargers at various locations within 25 Prado Rd. These units can provide vehicle charging data to Fleet software.
The CIP Project Engineering program continues to advance and deliver Capital Improvement Plan projects funded for design and construction. The program successfully managed the construction of several Budget Page 118
Public Works
emergency repair projects, including the San Luis Drive and Prefumo Creek debris removal, while also delivering on other priority capital projects, including: the installation of gateless entry technology at the 842 Palm Parking Structure; construction of the City’s largest paving project to‐date; and starting construction on both the new North Broad Street Neighborhood Park and the Cultural Arts District Parking Structure. The hiring of a Capital Projects Manager and an Engineer have helped expand capacity in order to deliver on current and future projects. Position vacancies have remained steady over the course of the year with several key position duties being handled by supervisors. The program continues to face the normal learning curves of new staff getting up to speed on City‐specific processes or learning new roles.
Additionally, construction costs, as well as general labor and material costs, continue to escalate and stretch project budgets, as reflected in the changes that staff are recommending to the Capital Improvement Plan. Emergency repair projects, once finalized, can expect to transition into traditionally delivered projects, which will increase their overall project time and budget, as the City proactively prepares for future storms.
The Transportation Planning & Engineering program has continued its progress on crosstown traffic circulation enhancements and its ongoing implementation of the City’s Active Transportation Plan, in coordination with the Mobility Services Division. FY 2023‐24 highlights include: completion of the Pedestrian Crossing Improvements Project; completion of the North Chorro Greenway and 2023 Arterials Paving Projects (both nearing completion by summer of 2024); planning, outreach and design progress on the Higuera Complete Streets project; preparation of a draft corridor concept plan and initiating public outreach for the Foothill Complete Street Project; completion of the Buchon Neighborhood Traffic Management Project; and completion of construction of the Santa Rosa/Monterey Intersection Improvements Project. Over the past few years, staff departures and transitions within the organization have reduced average experience level of program staff, which has slowed progress with some ongoing project efforts. With adoption of the FY 2023‐24 Mid‐Year Budget Report, Council directed staff to appropriate $800,000 from the Infrastructure Investment Fund to advance work on the South Broad Street Complete Street Project via two new contract staff and additional capital resources. Staff has initiated planning for this effort, and is recruiting for two contract positions, an Engineer I‐III (in CIP Engineering) and Transportation Planner‐Engineer, who would both start in FY 2024‐25.
The Mobility Services Division encompasses the Parking, Transit and Active Transportation to enhance inter‐program collaboration, better leverage existing resources, and improve customer service experiences.
On May 14, 2024, Council considered the findings from the Parking Rate Study which analyzed potential changes to on‐street, off‐street, and permit rates to address community concerns while maintaining a fiscally sustainable parking fund. Council approved financial model package Option B presented in the rate study (reduction of on‐street rates, reduction of structure rates including the daily max, and elimination of the free first hour and free Sunday parking programs in the structures). Council also approved a reduction in structure permit rates and a reduction in structure validation rates. Staff will monitor the impacts of the approved changes and update revenue forecasts as part of future financial planning and budget reporting efforts.
Construction has started on the Cultural Arts District Parking Structure. Right‐of‐way improvements including undergrounding of utilities started in April 2024 and is expected to continue until late summer 2025. Parking Services has begun site improvements for the newly acquired property at 1166 Higuera, Budget Page 119
Public Works
which will operate as a low‐rate, long‐term parking lot. Parking Services continues to advance its comprehensive communications efforts through its hiring of a contract Communications Coordinator.
The Transit Program received approval and issued purchase orders for eight additional battery electric buses. The buses will be delivered in two phases with six arriving by summer 2025 and two arriving by summer 2026. Once these buses are in service, almost 60% of SLO Transit’s fleet will be zero‐emission which puts the City well ahead of the state’s zero‐emission mandates. The Bus Yard, located at 29 Prado Road, has been upgraded with infrastructure necessary to support charging and storage of the new battery electric buses. Staff hassecured funding for charging stationsto further build out of the Bus Yard’s infrastructure and will look to issue purchase orders next fiscal year in preparation for delivery of the new electric buses. SLO Transit also completed its 2020‐2022 Federal Transit Administration (FTA) Triennial Review this year. The Triennial Review ensures the City is making purchases and operating transit services in compliance with federal regulations. Transit services were partially restored in October 2023 and are nearing pre‐pandemic levels of service. Continued issues recruiting and retaining transit workers limits the return to full levels of services; however, Council has approved and staff is working to implement hiring and retention incentivesto addressthisissue. In Fall 2023,staff kicked off an update to SLO Transit’s Short Range Transit Plan (SRTP). The SRTP update is a joint effort between the City and San Luis Obispo Regional Transit Authority (RTA) that evaluates current system efficiency and recommends service alternatives to better meet the community’s needs and to increase ridership in support of the City’s mode split objectives. The SRTP is on schedule to be completed by December 2024 and will inform the Transit Fund’s forecast beginning FY 2025‐26 through FY 2029‐30. Ridership is recovering, thanks in part to Cal Poly’s return to 100% in‐class instruction, but rider numbers remain lower than pre‐pandemic levels.
The Active Transportation program has been working with the Transportation Planning and Engineering program to complete additional outreach and grant administration for the Higuera Complete Streets project, as well as a draft corridor concept plan and public outreach for the Foothill Complete Street Project. The Active Transportation Program has also initiated work on the South Broad Street Complete Street Project, including searching for potential grant funding and planning early public outreach efforts.
In addition, the Active Transportation Program has been supporting the Office of Sustainability in assessing the viability of a bikeshare program and a draft Request for Proposals for Council consideration.
In early 2024 staff also worked with SLOCOG to install new bike lockers in the downtown that provide more secure parking options for owners of electric and cargo bikes. Also in early 2024, the Active Transportation Program released the first Active Transportation Plan Report Card and is now initiating a transportation survey to inform further updates to the progress on the Active Transportation Plan implementation.
Changes from Financial Plan
Staff’s recommendation includes several changes to the adopted 2023‐25 Financial Plan. These include addition of 1.00 FTE Parks Maintenance Superintendent, 1.00 Parks Maintenance Technician, and transition of two Parks Maintenance Aides to a Limited Benefit Temporary designation to provide needed capacity for the Parks Maintenance Program. In addition, staff is recommending increased funding for the Parking Enterprise Fund to support increased data processing and maintenance costs, increased credit card merchant fees, and funding for consultant services to complete a technology road map. These increased parking expenditures were included in the Parking Rate Study’s financial projections and are anticipated to be funded through the adopted rate changes.
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Public Works
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2023‐24
Target
2023‐24
Projected 2024‐25 Target
Proactively enhances traffic
safety by providing a system
of safe, reliable, and well‐
maintained roadways,
sidewalks, traffic signals and
streetlights.
MCG: Climate Action
Strategic Goal: Enhance Safe
& Efficient Transportation
(PW Strategic Plan)
Pavement Condition
Index 75 78 75
Bicycle network in total
miles (Class I/II/III/IV)
14.6/31.0/
25.1/2.8
14.6/31.0/
25.1/2.8
14.6/30.8/
25.1/5.4
Street miles maintained 135 143 143
Enhance the City’s Urban
Forest and maintains visually
appealing public spaces.
MCG: Climate Action
Strategic Goal: Proactively
Manage Assets (PW Strategic
Plan)
# of trees maintained 13,080 13,360 14,500
Number of Parks
maintained/Improved
area of Parks
5841 26/114acres2 28/115acres
Provide high quality services
to the community through
efficient and effective
delivery of capital
improvement projects and
management of the City’s
infrastructure.
MCG: Economic Recovery
Strategic Goal: Connect with
our Community (PW
Strategic Plan)
Total value of CIP
Managed $97M $83.6M $53.6M
1 The 2023‐24 park acreage inventory includes the addition of North Broad Street Park and Parks A, B, C, and Stevenson Parkin Avila Ranch.
2 Performance Measurement changed in 2023‐24 from total park acreage to number of parks maintained and acres of improved surface within the parks.
Budget Page 121
Utilities
Utilities Department
Department Summary
The Utilities Department oversees two Enterprise Funds (Water and Sewer), an Agency Fund (Whale Rock), and the Solid Waste and Recycling program which is held in the General Fund. The Solid Waste and Recycling budget is funded by AB 939 and Franchise Fee funding, which are restricted to waste diversion activities. In addition to the Water and Sewer Funds, the Utilities Department also manages the Whale Rock Fund, which is overseen by the Whale Rock Commission. The City’s share of operational expenses and capital project contributions for Whale Rock operations are budgeted through the Water Fund’s Source of Supply budget.
Utilities Department Programs
Fund Fund Type Programs Funded Notes
Water
Fund
Enterprise
Fund
Administration and Engineering
Source of Supply
Water Treatment
Water Distribution
Water Resources
Utility Billing
The City’s water operations are paid for by
water service rate revenues and cover all
costs for operations, maintenance,
infrastructure replacement, and debt
service. Taxes, including utility user taxes,
do not support these services.
Sewer
Fund
Enterprise
Fund
Administration and Engineering
Wastewater Collection
Environmental Programs
Water Resource Recovery
Water Quality Lab
Utility Billing
The City’s sewer operations are paid for by
sewer service rate revenues and cover all
costs for operations, maintenance,
infrastructure replacement, and debt
service. Taxes, including utility user taxes,
do not support these services.
Whale
Rock Fund
Agency Fund Reservoir Operations The Whale Rock Fund is overseen by the Whale Rock Commission.
General
Fund (AB
939)
General
Fund Solid Waste and Recycling
The Solid Waste program is paid for by AB
939 and Franchise fee funding. AB 939
funds may only be used to pay for activities
that divert waste from landfills.
Solid Waste Recycling Program
The Solid Waste and Recycling Program is funded by AB 939 fees collected from rate payers and remitted to the City monthly from the garbage company. AB 939 revenue may only be used to pay for activities that divert waste from the landfill. The program consists of one Solid Waste and Recycling Program Manager, one Solid Waste and Recycling Coordinator, and part‐time fellows enrolled in the Cal Poly College Corps Program.
The Solid Waste and Recycling Program continues to complete its main functions of monitoring compliance with state laws, overseeing the solid waste, recycling, and organics franchise agreements with San Luis Garbage, mediating customer issues, and partnering with local stakeholders, such as the SLO County Integrated Waste Management Authority, to provide outreach to community members about new and changing solid waste and recycling requirements.
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Utilities
Beginning Fiscal Year 2023‐24 and extending into Fiscal Year 2024‐25, new work efforts include:
1. Negotiating the renewal of the solid waste and recycling franchise agreements, which are expiring in August 2025.
2. Updating the 1994 Rate Setting Process and Methodology Manual for Integrated Solid Waste Management Rates to incorporate compliance with current laws.
3. Collaborating with the Parks and Recreation Department to develop a Recycle Right Volunteer Program to provide recycling assistance at City events as well as help large events and venues reach compliance with the SB 1383 Tier 2 generator organics requirements.
4. Enforcing AB 1276, which bans bundled single‐use food ware accessories and requires food generators to provide single‐use utensils and standard condiments by request only.
5. Creating a City Municipal Operations Waste Reduction Plan and implementing initiatives consistent with the Council‐adopted goal identified in the Lead by Example Plan to achieve zero waste by 2030.
Changes from Financial Plan
In total, staff are recommending seven changes from the adopted 2023‐25 Financial Plan which would add 2.75 total FTE across the Water, Sewer, and Whale Rock funds:
1. Staff recommend $175,807.50 additional budget for two contract Water Meter Technicians and integration software to support the implementation of Advanced Metering Infrastructure (AMI). The addition of Water Meter Technicians will be temporary (approximately 3‐years) and tied to the completion of AMI installations across all 17,000 customer connections. Staff are also requesting $1,447,000 for the purchase of AMI assets (meters, radios, and modified meter box lids) in 2024‐25 through capital project requests. These costs will be split between the Water and Sewer Funds and staff are pursuing grant funding through the United States Bureau of Reclamation’s Water Smart Grants program, which could offset project costs by as much as 50 percent. Staff anticipate that this project will provide three main benefits:
a. Long Term Fiscal Sustainability: Staff estimate that this investment will pay for itself in 9‐ 12 years because ultrasonic water meters are more accurate than positive displacement water meters and will account for an estimated 3% increase in water use, which is not being registered by the City’s existing water meters. Additionally, staff anticipate that there will be about $70,000/year in cost savings by reading water meters digitally instead of having the meters read manually by third party. b. Water Conservation: AMI will improve leak detection and water budgeting by enabling staff and community members to access meter reads more easily via smart devices at smaller timescales (meters are currently only read once per month). c. Customer Service: This infrastructure will result in a more consistent meter read schedule, more accessible water use data, and, consequently, more predictable bills for customers. This will improve customer experience and reduce billing issues due to improved leak detection and water use communication via a free cell‐phone app.
2. Staff recommend $43,153.60 additional budget for an Engineer I in the Utilities Engineering and Planning Team. The position is being requested to assist with Utilities capital project delivery. Due to the increased workload in Public Works CIP Project Engineering, Utilities staff are planning to either directly design or contract the design of all projects by 2025‐26. This Budget Page 123
Utilities
2024‐25 budget supplement request is to fund an overlap of 4 months between CIP Project Engineering’s coverage of Utilities design services and an Engineer I dedicated to Utilities to facilitate the transition and ensure adequate time for training. The fully burdened annual rate for adding this position is estimated to be $109,004.71. After 2024‐25 Utilities will no longer contribute to positions 50087 (Engineer II) in CIP Project Engineering, and after 2025‐26 Utilities will no longer contribute to CIP Project Engineering through the Cost Allocation Plan for design services.
3. Staff recommend $85,000 additional budget to fund a Rate Structure Study. This was requested by Council, when staff presented the proposed 2023‐25 water and sewer rates on June 6, 2023.
4. Staff recommend $36,193.10 additional budget to add a 0.75 FTE Utility Billing Assistant.
Historically, the Utility Billing Team was consolidated with the Finance Department. In 2013, Utility Billing was transitioned over to the Utilities Department, at which point, 2 full time staff were hired to fill these positions. Regulations such as the Water Shutoff Protection Act (SB 998), coupled with increased Utility Service Connections, created a need for an additional staff member during impacted times. This request would allow the Department to move away from the current model of hiring contract staff to fill this need. The position will help this program continue to provide high‐level customer service while accommodating community growth, new job duties, improved program resilience, increased productivity, and better support for low‐income rate assistance programs and initiatives.
5. Staff recommend $125,000 to increase available electric service budget for the WRRF. Due to multiple rate increases by the City’s electrical utility provider, PG&E, the WRRF will require additional funding in this account. This SOBC will be funded from the Sewer Fund’s unreserved working capital.
6. Staff recommend $119,344.86 to fund the addition of a Wastewater Collection Chief Operator.
The requirements of the Wastewater Collections program have expanded to include new responsibilities from the State with the issuance of a new General Order, and the City’s Municipal Separate Stormwater Sewer System (MS4) permit. Additionally, the City’s Sewer Lateral Programs approved by council in 2019 have significantly expanded workload associated with private development, which did not include additional staffing resources. Creation of the position will also return capacity to the Supervisor for staff development that has been diminished since the creation of the sewer lateral programs and increased regulatory requirements. The new position is similar in nature and duties to the Water Distribution Chief Operator position, which has been active since 2017.
7. Staff recommend $932,488.66 to support storm damages to the Nacimiento Pipeline. In January of 2023 extreme flooding occurred within San Luis Obispo County. This flooding resulted in the Salinas Reservoir filling to capacity and spilling through the designed spillway structure. Discharges from this spillway, along with flow from other tributaries to the Salinas River, resulted in substantial erosion to the riverbank of the Salinas River throughout northern San Luis Obispo county, with extreme erosion in Atascadero. The uncharacteristically high amounts of erosion from flow in the Salinas River resulted in damage to the Nacimiento Pipeline that delivers raw water to the City of San Luis Obispo’s Water Treatment Plant. The damage to Budget Page 124
Utilities
this pipeline was extensive and permanent repairs are estimated to cost $8,292,000. The City’s share of this cost is $3,487,137. To fund the City’s portion of repair costs, staff is recommending that $1,300,000 be funded by the City’s portion of Nacimiento Project reserves, which are held by the County of San Luis Obispo and that the remaining $2,504,607 be funded by the City’s water fund. All elements of the permanent repair project design and construction are anticipated to be reimbursed by FEMA and CALOES at a rate of approximately 93% upon project completion.
The unanticipated, one time increase due to this project is held as an operating expenditure in the City’s Source of Supply budget. This increase of approximately $932,488.66 is being partially offset by a reduction in pumping costs due to Nacimiento water deliveries being replaced by deliveries from Salinas and Whale Rock, which have lower pumping costs.
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.
Objective Measure 2023‐24
Target
2023‐24
Projected
2024‐25
Target
Maintain and
manage
infrastructure,
assets, and
facilities
responsibly and
transparently.
Strategic Goal:
Public Stewardship
Sanitary Sewer Overflows per 100 miles of
sewer main1 0 0.68 0
Breaks/leaks per 100 miles of water main2 <13.4 5.21 <13.4 Provide the
Community with
High Quality and
Reliable Service
Strategic Goal:
Public Service
Recycled Water Delivered (AF)3 237 218 237
Minimize Customer Shut‐Off for
Nonpayment4 <450 204 <450
Budget Page 125
AppropriaƟon Limit
SecƟon 10. AppropriaƟon Limit
The City’s appropriaƟon limit is based on the Gann Spending Limit IniƟaƟve, a State consƟtuƟonal amendment adopted by the voters on June 6, 1979 and amended in 1990 with ProposiƟon 111. It is anchored in the State ConsƟtuƟon under ArƟcle XIIIB.
The limit restricts appropriaƟons from tax revenues by State and local governments. Under its provisions, no local agency can appropriate proceeds of taxes in excess of its “appropriaƟon limit”. Excess funds may be carried over into the next year. However, any excess funds remaining aŌer the second year must be returned to taxpayers by reducing tax rates of fees; a majority of the voters may approve an override to increase the limit.
The City’s appropriaƟon limit is calculated by considering populaƟon growth and cost of living as allowed under ProposiƟon 111.
Table 10.1. AppropriaƟon Limit CalculaƟon
The following summarizes changes in the City’s appropriaƟon limit and appropriaƟons subject to the limit for the past ten years as well as the appropriaƟon limit for 2024-25. A posiƟve variance indicates that the City’s appropriaƟons are lower than the allowable limit.
Table 10.2. Limits over Ɵme
Factors Ratio Formula
1 A.) Prior Year Appropriation Limit $90,839,932
2 B.) Adjustment Factors
3 1. Population Change 1.01% 1.0090
4 2. Cost of Living Increase 1.04% 1.0362
5 3. Combined Factor 1.05% 1.0455 B1 * B2
6 Adjusted Limit $94,976,973 A * B3
Budget Page 126
R _____
RESOLUTION NO. _____ (2024 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ADOPTING THE FISCAL YEAR 2024-25
BUDGET
WHEREAS, in accordance with San Luis Obispo Charter Section 802, the City Manager has submitted the 2023-25 Financial Plan to the Council for review and consideration consistent with established budget and fiscal policies; and WHEREAS, the City Council adopted the 2023-25 Financial Plan on June 6, 2023, and appropriated the budget for 2023-24; and
WHEREAS, pursuant to Section 804 of the City Charter, the City Council must adopt the 2024-25 Budget by June 30, 2024 in order for the appropriations to be in place when the 2024-25 fiscal year begins on July 1, 2024; and WHEREAS, California voters approved the Gann Spending-Limitation Initiative on November 6, 1979 and Proposition 111 on June 5, 1990, which establish and define annual appropriation limits on state and local government agencies; and WHEREAS, the California Government Code requires that the governing body of each local agency establish its appropriations limit and annual factors by resolution.
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of San Luis Obispo as follows:
SECTION 1. The 2024-25 Financial Plan Supplement and budget is hereby approved and that the operating, debt service, and capital improvement plan budget for the fiscal year beginning July 1, 2024 and ending June 30, 2025 is hereby appropriated as presented in the 2023-25 Financial Plan Supplement – 2024-25 Budget.
Resolution No. ____ (2024 Series) Page 2
R _____
SECTION 2. The City’s appropriation limit and annual adjustment factors for fiscal year 2024-25 are adopted as follows:
On motion of ___________________, seconded by _______________________, and on the following vote:
AYES:
NOES:
ABSENT:
The foregoing Resolution was passed and adopted on June 4, 2024. ______________________________
Mayor Erica A. Stewart
ATTEST:
Teresa Purrington,
City Clerk
APPROVED:
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
Appropriations Limit 2023-24 $90,839,932
Cost of Living Increase 1.04%
Population Factor: City Population Growth 1.01%
Compounded Percentage Factor (multiplicative not additive) 1.05% Appropriations Limit 2024-25 $94,976,973
Attachment C: Housing Matrix
During the May 7th Fiscal Year 2023-24 Third Quarter Budget Review and Fiscal Year 2024-25 Supplemental Budget Preview item, the City Council received correspondence from the Chamber of Commerce and a group of local architects and developers in response to a matrix of opportunities for provision of housing that staff had assembled following a study session on housing needs and opportunities held on March 5, 2024. As a result of that public comment, staff is providing the following response to describe which of these ideas could be accommodated within the existing work program and which cannot. Staff can continue to develop the scope of the items that cannot currently be accommodated in the work program in order that they could be considered in the next budget cycle. The comments from the public are provided in bold, and staff’s response to the public comment is provided in italics below. A revised version of the matrix of housing opportunities is provided after the narrative, with revisions that reflect staff’s recommendations below. The revised matrix also includes reference numbers for each potential work program item. In the Short-Term Existing Work Plan add these easy to fix items as part of the Zoning Regulations Update in order to move housing projects faster:
o Change Objective Design Standard requirements from meeting all ten, to meeting a subset, possibly seven of the ten. We will still get good design and unclog the planning backlog that delays housing production. These suggested changes to the Objective Design Standards will be considered in the existing work program to review Objective Design Standards and staff will include stakeholder engagement (including this idea) to determine proposed amendments. This suggestion has been added to the matrix as part of program #11.
o With the idea of unclogging CDD’s backlog, bring back TIPP-FAST so that these permits can get moved through the system quickly and allow staff to spend more time on housing projects.
TIPP-FAST was developed during the COVID-19 pandemic to fast-track commercial tenant improvement (TI) permits that met certain requirements. This program was established as an economic development tool to allow businesses to establish quickly in vacant spaces. At this time, staff does not have the capacity to fast-track certain types of permits absent additional support. Further, fast tracking TI permits at this time, without additional support, would take time/effort away from other projects, including housing projects. During COVID resources were pulled from other areas to facilitate TIPP-FAST program.
Absent additional resources, staff does not recommend reinstituting TIPPFAST at this time. o Update the City’s ADU code to match State law – currently we are using incorrect wording and that is causing delays.
Updating the City’s ADU regulations will be accommodated in upcoming code clean-ups/ordinances that will address recently changed state laws.
Program #1 in the matrix has been updated to explicitly state that ADU language will be addressed.
o In the Mid-Higuera area there is a requirement for flood control mitigation that is impossible to meet, because of the use of the word “and”. Modify
the requirement to the state law standard and use the word “or” to unlock significant housing in that area.
This effort requires additional study to assess the potential implications of such a change for floodplain management in the area. Staff will convene internally to look at the language in question that is located in the Drainage Design Manual, Waterway Management Plan, Volume III (2003), which is as follows (with red language showing changes suggested by the public comment):
There is an existing Major City Goal work item (4.4h) intended to begin the process of updating to the Waterway Management Plan, including the Drainage Design Manual, that is being undertaken with funding from the Zone 9 Flood Control and Water Conservation District, as a collaborative effort of both the City and the County. By the end of FY 2025, the intent is to have secured funding, developed a project scope, and drafted a
Request for Proposals for this work. This suggested change will be considered as this project moves forward. The matrix has been updated to add this work item (program #13), as it has the potential to impact housing production.
o Move the ARC/CHC process to the beginning of the process before hundreds of hours and thousands of dollars have been spent coming up with a plan. Make it less of public hearing and more of collaborative discussion. That will prevent delays of having to revise very detailed plans that are nearly complete.
The City’s current permit application process does include an optional pre-application meeting for Architectural Review and Use permits, for which fees are applied to formal applications if the applicant moves forward. This process allows an applicant to come before a commission early in the process, however, it does not eliminate the need for the project to return to the commission for review later in the process. Staff could explore creating a pre-application process for the Cultural Heritage Committee as well. While undertaking a comprehensive review of review authority and the commission process will take staff time/resources that are beyond the scope of any current work plan item, staff will conduct additional outreach and discussions with the group that provided this comment over the next several months in order to potential inform a work item in a future financial plan. This idea has been added to the matrix as a potential future work program item (#32).
o Downtown height: No projects are being built to the 75’ option, because there are too many requirements in order to access the height. Either remove those additional requirements or allow buildings to go to 90’ with those requirements.
Conducting initial stakeholder outreach to consider revisions to add flexibility to the downtown ordinance could possibly be accommodated with existing staff time/resources if other work program items move quickly. Undertaking changes to the ordinance and or/height limits would be a larger effort that could be discussed as part of a future work plan item for the 25-27 financial plan. This idea has been added to the matrix as a potential future work program item (#34).
In the Medium-Term Existing Work Plan items:
o There is a work item for the Upper Monterey Special Focus Area. Change that to be a “Corridors Special Focus Area” that looks at zoning and housing opportunities from Upper Monterey from California down to MidHiguera at Bridge Street. This has an enormous potential to unlock housing.
It should be noted that the work program item is to “conduct outreach and engagement with property owners and businesses in the Upper Monterey Special Focus Area” to confirm scope of a future area plan. Staff will ensure that housing/mixed use development potential is explored in these initial outreach conversations. The creation of the actual area plan is outside the scope of the work program at this time. Adding other corridors to this effort is possible but could substantially expand the scope of the project if zoning or area plan changes result from the outreach. At this time, staff is not recommending folding additional corridors into the existing work program due to the number of other work program items
that must be accomplished this fiscal year and the capacity of existing staff (including the loss of a planner on the housing team in May). Staff recommends keeping the scope of the existing work program and the housing opportunities matrix below has been updated with a potential new work program item for consideration in future budget cycles that addresses outreach for additional corridors (#35).
In the Long-Term Existing Work Plan items:
o There is a section identified as “Other Incentives for Housing Continuum”.
Let’s come up with Density Bonus Plus. Using the State Density Bonus laws for creating affordable housing, the city should add additional incentives that will make the creation affordable housing something all developers will want to build.
The development of such a program would exceed current staff capacity and not fit within an existing work program item. Staff recommends deferring and aligning with similar efforts by SLO County to create local incentives for housing production that are currently underway and could inform the City's efforts. Staff recommends revisiting this as a possible work plan item for inclusion in the 25-27 financial plan discussions. This idea has been added to the housing matrix as a potential future work program item (#33).
As stated above, the following is an updated version of the matrix presented to the City Council at the May 5th 3
rd Quarter Budget Report and Supplemental Budget preview with changes that are reflective of the discussion points in this attachment. This matrix is a summary of the existing work program items, upcoming work program items, and a list of potential future work program items that the City Council may consider directing staff to undertake in future budget cycles. Changes that have been added since the May 5th discussion are in red.
FISCAL
BUDGET
CYCLE
PROJECT OR
PROGRAM
HOUSING CONTINUUM
COMMENTS
STAFF RESOUCE LEVEL
AND TIMING
Ref.
#
A. SHORT-TERM EXISTING WORK
PROGRAM ITEMS
1. Comply or Leverage New or Recent State Laws
New
2023-25
Required
per state
law
Create program
for preapproved ADU
plans
MARKET RATE and BELOW
MARKET RATE (BMR)
State law AB 1332 Carillo
required by January 1,
2025.
Low: can include in
existing work program
without additional
funding
1
New
2023-25
Required
per state
law
Zoning
Regulations
update
MARKET RATE
State law implementation
of minor amendments for
small lot ministerial
approvals in MF zoned
areas per SB684, ADUs
and Density Bonus
(AB1287). Includes text
amendments to align ADU
regulations with State law.
Medium: can include in
existing work program
without additional
funding
2 2. Specific Plan or Area Amendments
2023-25 Margarita Area
Specific Plan
Update
MARKET and BMR
RFP has been approved
and issued.
Medium - Funded, RFP
underway
3 2023-25 Airport Area
Specific Plan
Update
MARKET RATE and BMR
where now allowable
under SLO CO Airport Land
Use Plan
Medium – Funded
(Developer)
4 3. Other Incentives for Housing Continuum
2023-25 Update Impact
Fee Deferrals
BMR
Tentatively scheduled for
Spring 2024 to give clarity
for applicability and
process and develop
guidelines for what fees
are eligible to defer and
for how long
Low: underway 5
2023-25 Council memo
on renter
protection
options
MARKET RATE
Memo scheduled for
Spring 2024
Low to Medium
underway
6 2023-25 Fund and
collaborate with
supportive
housing partners
including HASLO,
TMHA and PSHH
to develop
additional units
BMR/PERMANENT
SUPPORTIVE HOUSING
(PSH)/TRANSITIONAL
Ex. Calle Joaquin Homekey
Ex. SLO County Welcome
Home Village
Ex. Developer
Applications: Monterey
Senior Housing/THMA
Palm Street
High:
Ongoing effort
7
Studios/Waterman Village
2023-25 Support 12-
parking space
expansion of
overnight safe
parking through
40 Prado HSC
rotating safe
parking
program.
EMERGENCY SHELTER
Expansion of existing 40
Prado HSC overnight safe
parking to include
additional 12 spaces at
rotating sites at City
property and faith-based
partner sites; program
funding needed
Medium:
In progress,
implementation
summer/fall 2024
8 2023-25 RFP BMR
Administration
BMR
New RFP for BMR
Administration to allow
efficient processes and
BMR agreements
Low to medium:
Expected to release RFP
summer 2024
9 2023-25 Homelessness
Response
Strategic Plan
Update
TRANSITIONAL and
EMERGENCY SHELTER
Update and continued
implementation
High:
Ongoing effort; update
at City Council May 21,
2024
10 B. MEDIUM-TERM EXISTING WORK PROGRAM ITEMS
1. Comply or Leverage New or Recent State Laws
New/
unfunded
2023-25
Required
per state
law
Update
Objective Design
standards
MARKET RATE
Update needed to better
address design needs for
smaller scale
developments subject to
ministerial review through
new state law [SB 9 HOME
Act (Atkins); SB 424;
(Wiener); SB 4 (Wiener);
SB 684 (Caballero)].
Includes review of and
potential amendments to
existing Objective Design
Standards language
(including option of
creating a menu of
High:
Anticipated to take < 1
year to complete
11
incentives from which to
pick).
2. Specific Plan or Area Amendments
2023-25 Upper Monterey
Special Focus
Area – Outreach
and Engagement
MARKET RATE (primarily)
Add integration of
additional housing options
with mixed-use and
commercial place-making
economic initiative
Medium
Anticipated to take 1 –
2 years to complete
12 3. Other Incentives for Housing Continuum
New 2023-
25 Consider
suggestions to
facilitate
housing as part
of Waterway
Management
Plan update
MARKET RATE and BMR
An existing Major City
Goal work program item
(4.4h) will be undertaken
in partnership with the
County to update the
Waterway Management
Plan. Comments
regarding housing
production in these areas
will be incorporated into
the work undertaken.
Medium: Anticipated to
take between 1-2 years.
13 2023-25
unfunded
Develop
Downpayment
Assistance
Program
BMR
may use future
Prohousing Incentive
Funds; may seek other
state funding sources;
May include other
expanded funding for BMR
housing
Medium: Anticipated to
take less than one year
to develop
14 New
2023-25
Support CAPSLO
46 Prado noncongregate
Family Shelter
project
EMERGENCY SHELTER
CAPSLO purchased
property for 40 Prado
Homeless Services campus
expansion for families and
potential additional
Permanent Supportive
Housing
Medium: Anticipated to
take between one
1 – 2 years
15 2023-25 Pre-approve MARKET RATE and BMR Low: 16
ADU plans for
City use that are
currently
available
through SLO
County
Allows additional preapproved ADU plans for
applicant selection
Anticipated to take less
than 1 year
2023-25
unfunded
Parking
Standards
Update
MARKET RATE
A project plan and Scope
of work have been
prepared for study to
support housing
production. If funded an
RFP will be issued.(Note:
additional parking
reductions already exist
per state law for BMR
units.)
Medium: Anticipated to
take approximately 1
year
17 2023-25 Pursue grant
funds and
collaborate with
service providers
to Support
Resiliency
Strategic Plan
for 40 Prado HSC
development
more beds
TRANSITIONAL AND
EMERGENCY SHELTER
(opportunity for new
round Encampment
Resolution Funds or other
State funds)
Medium: Anticipated to
take about 1 year
18 2023-25 Apply for
additional
Prohousing
Incentive
Program (PIP)
funds and other
state funds
BMR
Round 2 application
submitted (additional
NOFA’s expected in the
future) may include
downpayment assistance
Low: Anticipated to
take 1 year
19 2023-25 Support BMR
housing on City
property – Ex.
Waterman
Village
BMR
Waterman Village project
under review; need
inventory of future
possible sites
Low: Anticipated to
take less than
1 yr
20
C. LONG-TERM POTENIAL FUTURE WORK PROGAM ITEMS
1. Comply or Leverage New or Recent State Laws
Future Zoning
amendments for
additional
projects to
receive
ministerial
review
MARKET and BMR
potential implementation
SB 10 (Wiener) for arterial
corridors in areas with
services specific to missing
middle typologies; may
also include small
modular-units homes or
mobile homes in areas
that cannot support
height/density or
permanent foundations;
anticipate further state
legislation
High: Anticipated to
take 1-2 years
21 2. Specific Plan Amendments
Future Update Upper
Monterey
planning area
MARKET RATE (primarily)
Build upon outreach
planned in 2023-2025 to
integrate additional
housing options with
mixed-use and
commercial place-making
economic initiative
High: Anticipated to
take between 1 and 3
years
22 Future Mid-Higuera
Planning area
MARKET RATE (primarily)
Develop and integrate
zoning and other
incentives to allow new
housing options
High: Anticipated to
take between 1 and 3
years
23 3. Other Incentives for Housing Continuum
Future Pre-approved
plans – “missing
middle”
typologies
MARKET RATE
Develop pre-reviewed
designs to incentivize
missing middle housing for
specific neighborhoods
High: Anticipated to
take 1-2 years
24
Future Customized Preapproved ADU
plans designs
specific to SLO
neighborhoods
MARKET RATE and BMR
Resource need based on
number of plans to
provide as pre-approved.
Low to medium:
Anticipated to take
approximately 1 year
25 Future Allow additional
incentives
through zoning
amendments in
limited areas to
allow more
density or
missing middle
housing
MARKET RATE
Additional incentives for
downtown may be
additional height or
modification of setbacks;
expand applicable area for
flexible density; expand
areas for multi-family
development
High: Anticipated to
take between 1 and 3
years
26 Future Develop
sustainable
funding for BMR
housing
BMR
Participate in state tax
exempt bond programs to
help increase the supply
of BMR rental units; or
local revenue measure
Medium to high:
Anticipated to take
between
1 and 3 years
27 Future Develop
incentives for
property owners
for SB 4
(Wiener)
housing
development
(housing
allowed
ministerially on
property owned
by religious
organizations)
BMR – Transitional
Additional guidelines or
incentives for
BMR/Transitional housing
with faith-based partners
and local service providers
Medium: Anticipated to
take1 to 2 years
28 Future Financial
incentives for
housing
developers – low
interest loans
MARKET RATE and BMR
Develop incentives for
developers of specific
types of housing, ex.
missing middle. Explore a
Medium to high:
Anticipated to take
between
1 and 3 years
29
low interest loan program
Future Incentives for
housing
attainable to
households
earning 120%-
200% Average
Medium Income
MARKET RATE
Develop incentives for
residential construction,
rehabilitation or
ownership programs to
increase opportunities for
households earning 120-
200% AMI
Medium to high:
Anticipated to take
between
1 and 3 years
30 Future Remove zoning
requirement for
mixed-use for
100% BMR
housing project
where
applicable
BMR
Remove requirement for
projects in Mixed-use
districts to require
commercial components
that and that create
barriers for development
of 100% BMR residential
projects
Low to medium:
Anticipated to take
approximately one year
31 Future Re-examine
process for
Commission/Co
mmittee review
of housing
projects
MARKET RATE and BMR
Undertake a review of the
existing approval process
for housing projects as it
relates to City
Commissions and
Committees with a focus
on removing barriers for
housing projects
Low to medium:
Anticipated to take
approximately one year
32 Future Create local
Density Bonus
program
MARKET RATE and BMR
Explore the creation of a
local density bonus
program that further
incentivizes the type and
affordability level of
housing desired by the
City
Medium to high:
Anticipated to take
between one and two
years.
33 Future Re-examine
development
standards for
downtown.
MARKET RATE
Review and amend
existing requirements for
downtown
residential/mixed use
Medium to high:
Anticipated to take
between one and two
years.
34
projects to encourage the
provision of housing
Future Corridors
Outreach
MARKET RATE and BMR
Conduct Outreach to
property owners along key
corridors that could
accommodate additional
housing capacity.
OUtreach will inform
zoning changes and/or
area plans
Medium: Anticipated to
take six months to one
year
35