San Luis Obispo City Council
November 4, 2025

Public Works
Other OperaƟng Expenditures: Much of the remaining operaƟng budget savings is due to savings on water and sewer costs in Parks Maintenance, driven by winter rain and temperate spring and summer months.

Cost recovery on damaged City property (e.g. Sidewalks) through Citywide collecƟon efforts at the end of the year also posiƟvely impacted the department’s budget balance, as private reimbursements on previous years’ repairs were applied to the operaƟng budget.

Parking Fund Expenditures
Contract Services: This category includes the budget for parking structure security services, legal support services, and addiƟonal consulƟng services; however, these allocaƟons were not uƟlized, as operaƟonal adjustments reduced the need for these expenditures, resulƟng in savings in Contract Services. In lieu of a separate parking security service contract, staff made operaƟonal adjustments, including adding a latenight shiŌ for the parking ambassador schedule, which eliminated the need for contracted security. The adopted budget for FY 2025-26 Other Contract Services accounts for these operaƟonal changes, reflecƟng a reducƟon in operaƟng budget.

Other OperaƟng Expenditures: AdverƟsing & Public Outreach and Print & ReproducƟon costs decreased due to greater use of digital markeƟng and efficiencies in communicaƟon and permit management. These budgets have been reduced for FY 2025-26 with the expectaƟon that such efficiencies will conƟnue.

Maintenance costs also declined compared to prior years, in part due to improvements implemented through the Parking Technology Roadmap. AddiƟonally, some non-essenƟal work, such as sign pole maintenance, was deferred to offset revenue losses caused by technology failures.

Debt Service: Debt Service is under budget due to an accounƟng adjustment.

Parking Fund Revenue
` FY 2023-24 FY 2024-25 FY 2025-26
Parking Fund Actual Budget Actual Funds
Available % Budget
Staffing 1,991,075 $ 2,208,664 $ 2,138,507 $ 70,157 $ 3% 2,198,513 $ Contract Services 862,591 782,601 645,512 137,089 18% 683,580 Other Operating Expenditures 967,528 1,135,504 1,058,764 76,741 7% 1,066,951 Debt Service 3,016,362 3,827,322 $ 3,500,278 $ 327,044 9% 3,696,534 Transfers Out 1,387,281 1,632,053 $ 1,632,053 $ - 0% 1,720,732 Total 8,224,837 $ 9,586,144 $ 8,975,113 $ 611,030 $ 6% 9,366,310 $ FY 2023-24 FY 2024-25 FY 2025-26
Parking Fund Actual Budget Actual Variance % Budget
Meters 5,927,488 $ 4,312,367 $ 4,589,728 $ 277,361 $ 6% 4,312,367 $ Structures 1,757,776 2,860,504 1,886,338 (974,166) -34% 2,860,504 Long-Term Parking 702,797 901,906 522,895 (379,011) -42% 500,000 Fines 1,190,030 1,252,200 1,113,016 (139,184) -11% 1,231,100 Other Revenue 3,669,687 664,884 2,684,563 2,019,679 304% 671,984 Total Revenue 13,247,779 $ 9,991,861 $ 10,796,540 $ 804,679 $ 8% 9,575,955 $

Public Works
Meters: Including the approximate 30% rate reducƟon effecƟve July 8, 2024 following the compleƟon of a Parking Rate Study presented to Council in May 2024, Parking Lot and Meter revenue (on-street parking and surface lots) exceeded budget and are expected to conƟnue meeƟng or surpassing targets in FY 2025–

26. This indicates that on-street parking acƟvity has increased under the reduced rate structure.

Structures: Parking Structure revenue was negaƟvely affected in FY 2024–25 by the gateless system at the 842 Palm Street garage and failing gated equipment at the 919 Palm and 871 Marsh garages. In November 2024, Council appropriated $1.2 million from the Parking Fund balance to replace payment and gaƟng equipment at all three garages. The upgrades, completed between March and June 2025, have already produced substanƟal revenue increases in the fourth quarter. Staff expect parking structure revenue in FY 2025–26 to meet or exceed projecƟons, pending further data.

Fines: CollecƟons in FY 2024-25 were hampered by both staff turnover and issues with the City’s former citaƟon management vendor, which leŌ citaƟons daƟng back to 2022 uncollected. A new vendor has improved the system significantly, leading to a steady revenue increase beginning in the fourth quarter. As a result, fine revenue is projected to meet or exceed FY 2025–26 targets.

Other Revenue: Other Revenue was over budget by $2 million, due largely to $1.7 million generated through higher returns on investments. Elevated interest rates during FY 2024–25 produced stronger earnings on pooled cash balances, while budget assumpƟons remained conservaƟve. Fair Market Value (FMV) adjustments were also recorded to capture unrealized gains in the porƞolio. Investment interest is based on available cash, and as the Cultural Arts District Parking Structure construcƟon progresses toward compleƟon, cash balance will dwindle; therefore, staff do not expect investment income to remain at these levels next year. Other Rent & Lease Revenue exceeded budgeted amounts by $115,000 primarily due to the implementaƟon of GASB 87 (Governmental AccounƟng Standards Board 87), which changed how lease revenues are recognized. Under the new standard, the City must recognize the value of lease payments over the full term of the lease rather than only when payments are received, resulƟng in higher reported revenue in the current year.

Transit Fund Expenditures
Staffing: Staffing expenses came in under budget primarily due to delays in hiring a Transit Intern and an AdministraƟve Assistant, whose posiƟon is shared across the Transit Fund, Parking Fund, and General Fund.

Contract Services: Contract Services expenses were under budget because the Transit Fund allocates for full-service levels, while SLO Transit conƟnues to operate at slightly reduced levels compared to prepandemic service. Full operaƟons are planned to resume in early 2026 in alignment with the adopted 2025 Short Range Transit Plan.
` FY 2023-24 FY 2024-25 FY 2025-26
Transit Fund Actual Budget Actual Funds
Available % Budget
Staffing 389,893 $ 463,464 $ 420,819 $ 42,644 $ 9% 391,095 $ Contract Services 3,592,192 4,622,175 4,393,486 228,689 5% 4,975,295 Other Operating Expenditures 431,255 483,670 612,639 (128,969) -27% 637,680 Transfers Out 463,491 460,609 $ 460,609 $ - 0% 467,804
Total 4,876,832 $ 6,029,918 $ 5,887,553 $ 142,365 $ 2% 6,471,873 $

Public Works
Other OperaƟng Expenditures: Other OperaƟng Expenditures exceeded budget due to a 38% increase in average fuel costs per gallon since the beginning of the fiscal year, as well as higher-than-anƟcipated electricity usage for electric buses. Fuel and electricity budgets have been adjusted for FY 2025–26, and will be monitored closely in the coming year.

Transit Fund Revenue:

Fees for Service: This line was accurately forecasted and staff are pleased to achieve farebox recovery targets for the fiscal year.

Other Revenue: State funding sources such as Local TransportaƟon Fund (LTF), State Transit Assistance (STA), and State of Good Repair (SGR) are budgeted based on projected state revenues, which may be revised throughout the year as updated projecƟons are released. In January 2025, the City executed an agreement with the San Luis Obispo Council of Governments (SLOCOG) to secure state grant funding for several capital projects, reflected in Other State Grants. Federal grants budgeted in various FTA 5307 accounts, as well as in Other Federal Grants, are reimbursement-based, meaning expenditures must occur before reimbursement requests can be submiƩed. Several capital projects budgeted in FY 2024-25 and funded with FTA 5307 grants are sƟll in progress and have not yet incurred all eligible reimbursable expenses. The associated grant funds remain available for future reimbursement once project expenses are incurred.

Public Works Department Performance Measures
Objective Measure 2024-25 Target 2024-25 Actual
Enhance safe and efficient
transportation Pavement Condition Index 73 74
Enhance safe and efficient
transportation
Bicycle network in total miles (Class
I/II/III/IV) 14.6/31.0/24.9/3.0 14.6/31.0/24.9/3.0
Enhance safe and efficient
transportation Street miles maintained 144 144
FY 2023-24 FY 2024-25 FY 2025-26
Transit Fund Actual Budget Actual Variance % Budget
Fees for service
46601-Bus Fare 250,790 226,000 234,855 8,855 4% 260,000 46602-Cal Poly Transit Agreement Revenues 750,000 750,000 750,000 - 0% 750,000 Other Revenue
44101-Interest on Investment 257,261 - 314,219 314,219 0% 30,455 44107-Investment FMV Adjustment 120,063 - 180,234 180,234 0% - 44301-Sale of Surplus Property - - 4,500 4,500 0% -
44310-Miscellaneous Revenue - - 1,387 1,387 0% -
45208-LTF Art 4 Sec 99260 (Discretionary LTF) 496,193 1,992,000 1,957,532 (34,468) -2% 2,000,000 45209-STA Revenue 717,650 732,000 608,906 (123,094) -17% 725,000 45211-Other State Grants - 880,000 - (880,000) -100% -
45216-Low Carbon Operation Revenue - - 376,368 376,368 0% - 45302-FTA 5307 (Capital) 684,498 3,575,985 944,492 (2,631,493) -74% 2,693,785 45303-FTA 5307 (Preventative Maintenance) - - 211,296 211,296 0% 210,765 45304-FTA 5307 (Operating) - - - - 0% 2,647,775
45305-Other Federal Grants 2,802,275 8,893,876 7,135,073 (1,758,803) -20% 2,701,956 45215-State of Good Repair (SGR) 394,054 9,325 9,943 618 7% 8,722 45402-Other Grants/Subventions - - 498,473 498,473 0% - 47003-Miscellaneous 2,326 - 2,332 2,332 0% -
Total Revenue 6,475,111 17,059,186 13,229,610 (3,829,576) -22% 12,028,458

Public Works
Enhance safe and efficient
transportation
Citywide fatal and severe injury crashes
(latest annual total/5-year running average) 18 / 17.6 25/20.0 Encourage sustainable
transportation Annual SLO Transit ridership 625,000 660,056 Effectively manage City
assets
Public Works Maintenance Division Ask SLO
requests addressed 1,660 1,567
Effectively manage City
assets # of trees maintained 13,479 13,494
Plan and develop critical
infrastructure Total # of projects managed 68 68
Annual SLO Transit Ridership: Ridership increased this fiscal year, driven primarily by a 22% rise in Cal Poly related trips compared to the prior year. The increase in ridership is due to a combinaƟon of factors including restoraƟon of services, improved communicaƟon and outreach efforts, and Cal Poly’s conƟnued commitment to limiƟng students that live on campus from bringing vehicles to campus.

Citywide Fatal and Severe Injury Crashes: Fatal crashes have shown an upward trend in the past five years, while severe injury crashes have been increasing for the past seven years. In 2024, 80% of these incidents occurred on the City’s High Injury Network, as defined in the DraŌ Vision Zero AcƟon Plan.

Predominant factors included vehicle–bicycle and vehicle–pedestrian collisions, as well as crashes on higher-speed arterial roadways.

The 2024-25 Target for fatal/severe injury crashes was originally set at a desired reducƟon of 10% below the previous annual total/average; however, as shown in the above table, this target was not met in the 2024-25 year-end actuals. While it is difficult to idenƟfy a specific reason to explain the variaƟon in collision totals from one year to the next, there are several safety projects currently in planning or design along high-injury network roadways that will hopefully lead to measurable progress in reducing fatal/severe collisions in the coming years. These include the Higuera Complete Streets Project (ETA – 2026), recent Grand Avenue Complete Street Pilot Project (completed in early 2025), Foothill Boulevard Complete Street Project, and South Broad Complete Street Project. More detailed data and strategies to improve traffic safety will be presented in the Final Vision Zero AcƟon Plan, scheduled for City Council consideraƟon in Spring 2026.

Accomplishments & Challenges
The department conƟnued to address Major City Goals as outlined in the 2023-25 Financial Plan, while also delivering on core services.

The Maintenance Division completed LED lighƟng retrofits at the 879 Morro Street office (UƟliƟes) and parƟally completed LED lighƟng retrofits at the 919 Palm Street offices (Public Works & CDD), as well as at eight park restrooms (French, Islay, Johnson, Mitchell, Santa Rosa, Throop, Laguna Lake, and Damon Garcia Parks), improving energy efficiency, reducing costs, and enhancing long-term safety. The Urban Forest Program advanced progress toward the City’s goal of planƟng 10,000 new trees by 2035, planƟng 63 new trees in FY 2024-25 and becoming fully staffed with cerƟfied arborists. Fleet Maintenance conƟnued pursuing operaƟonal efficiencies by purchasing Ɵres and parts through state contract pricing and opƟmizing inventory levels, while Signals & Streetlights strategically increased its stock of specialized parts to minimize downƟme during repairs. Despite these accomplishments, new and aging City assets

Public Works
combined with staff vacancies have increased workloads, requiring teams to prioriƟze tasks while maintaining service levels.

The CIP Engineering program advanced the Capital Improvement Plan, compleƟng 31 projects and bringing 14 addiƟonal projects into construcƟon in FY 2024–25. Despite staffing challenges, construcƟon began on the Mid-Higuera Bypass Project and the Mission Plaza Enhancement Project, and work conƟnued on the Cultural Arts District Parking Structure. The TransportaƟon Planning & Engineering program completed the North Chorro Greenway and 2024 Roadway Sealing projects, while advancing design of the Higuera Complete Street Project and the California/TaŌ Roundabout.

The Parking Services program implemented several improvements outlined in the Parking Rate Study and Technology Roadmap, improving long-term challenges. These included streamlining mobile parking payments to a single mobile app, the transiƟon to digital garage parking permits, implementaƟon of new citaƟon and permit management soŌware, new consistent garage gaƟng, and the selecƟon of a new, userfriendly vendor for pay staƟons. These efforts were bolstered by a comprehensive public outreach campaign, working hand-in-hand with key stakeholders. Staff opened a new parking lot at 1166 Higuera Street, allowing for addiƟonal spaces in the Downtown Area while the City awaits compleƟon of the new parking structure in early 2026. As the program works to beƩer serve the community’s needs, staff are embracing opportuniƟes to strengthen capacity and idenƟfy efficiencies despite limited staffing and high turnover of supplemental staff.

The Transit OperaƟons & Maintenance program conƟnued efforts to expand ridership and meet community needs. Council adopted the Short-Range Transit Plan Update, which outlines service, fare, and program changes over FY 2025–26 through FY 2029–30, and approved addiƟonal funding to support its recommendaƟons. Staff executed agreements for an open-loop payment system, which will allow riders to pay fares directly with contactless bank cards, smartphones, or other digital wallets, eliminaƟng the need for a separate transit card. This system is expected to simplify rider experience, reduce barriers to use, and encourage ridership. The rollout of zero-emission technologies advanced through strong partnerships with federal, state, and local funding agencies. Recruitment and retenƟon of transit workers has steadily improved, and services are expected to return to pre-pandemic levels by early 2026. However, uncertainty over future federal transit funding remains a concern and is being closely monitored.

Utilities
UƟliƟes Department
A Year in Review
The UƟliƟes Department completed several projects and started many important iniƟaƟves in FY 2024-25, including:

1. Successful update of the solid waste, recycling, and organics franchise agreements into one Discarded Materials Agreement, which includes more service enhancements for ratepayers.

2. Update of a new regional integrated solid waste rate-seƫng methodology prioriƟzing transparency, ease of administraƟon, and rate stability for ratepayers.

3. Successful adopƟon of water and sewer rates ensuring sustainable, cost-based uƟlity funding.

4. SubstanƟal compleƟon of the Water Resources Recovery Facility (WRRF) upgrade project.

5. CompleƟon of the Johnson – Iris to Bishop Water Pipeline Replacement project.

6. CompleƟon of the Water DisinfecƟon byproduct (TTHM) ReducƟon project.

7. CompleƟon of the Verde, Luneta, Ramona Wastewater CollecƟons Systems project.

8. CompleƟon of the Wastewater CollecƟon System Infrastructure Renewal Strategy – a long-range plan which will inform staff and Council on the future of the City’s private sewer lateral programs (rebates, offsets and inspecƟons), system capaciƟes to accommodate housing development and recommended City capital improvement projects.

Variance Analysis
Solid Waste and Recycling Expenditures
Staffing – Staffing includes all salaries and benefits related to Solid Waste and Recycling operaƟons. There is no variance in this cost category.

Contract Services – Some of the acƟviƟes related to contract services include adverƟsing and public outreach, recycling consulƟng services and long-range studies. Underspending in this account is the result of the deferral of the departmentwide comprehensive strategic plan. Due to the extended schedule of the Water Resource Recovery Facility (WRRF) upgrade project, staff deferred this study to allow this effort to be conducted department wide.

Other OperaƟng Expenditures – Underspending within other operaƟng expenditures resulted from not needing postage, as the majority of physical outreach and noƟcing responsibiliƟes were carried out by the solid waste hauler and the Integrated Waste Management Authority (IWMA). Minor underspending also intenƟonally occurred in Miscellaneous Materials and Supplies to offset staff aƩendance to industry- ` FY 2023-24 FY 2024-25 FY 2025-26
Utilities Actual Budget Actual Funds
Available % Budget
Staffing 321,483 $ 329,587 $ 329,587 $ 0 $ 0% 324,899 $ Contract Services 80,770 33,299 29,308 3,991 12% 52,636 Other Operating Expenditures 8,799 42,578 38,607 3,971 9% 17,708 Total 411,052 $ 405,464 $ 397,502 $ 7,962 $ 2% 395,243 $

Utilities
specific conferences. Budgets for these categories have been adjusted in the future years to more accurately reflect expected spending levels.

Solid Waste and Recycling Revenues
The Solid Waste and Recycling program is funded through a combinaƟon of AB 939 fees and General Fund support. AB 939 fees, which are collected from ratepayers, are restricted for use on acƟviƟes that divert solid waste and organics from the landfill. Any porƟon of these fees that remains unspent at year-end is placed into the General Fund “assigned” fund balance (AB 939 DesignaƟon) and reserved exclusively for future diversion-related expenditures. This ensures that balances can be applied to larger-scale waste reducƟon iniƟaƟves as they arise.

Because the program also receives General Fund support for acƟviƟes unrelated to waste diversion, the AB 939 expenses shown in the following table represent only the diversion-eligible porƟon of program costs and may not align with the program’s total operaƟng expenditures.

FY 2024-25 AB 939 Designation Overview Amount
AB 939 Beginning Balance $217,147
AB 939 Revenues $362,164
AB 939-Eligible Expenses $345,273
Revenues minus Expenses $16,891
AB 939 Ending Balance $234,038
Any remaining balance is transferred to the AB 939 DesignaƟon and used for future diversion efforts.

Examples of potenƟal future acƟviƟes include:

1. Organics diversion program expansion

2. Expanded business and mulƟ-family complex recycling outreach

3. ConstrucƟon and demoliƟon material recovery iniƟaƟves

4. Upgraded City recycling infrastructure
Water Fund
Water Fund Expenditures
Staffing – Staffing includes all salaries and benefits related to Water Division operaƟons. Variances were primarily driven by vacancies in several posiƟons, including:

1. UƟliƟes Business Manager
` FY 2023-24 FY 2024-25 FY 2025-26
Water Expenditures Actual Budget Actual Funds
Available % Budget
Staffing 5,427,469 $ 6,118,060 $ 5,589,266 $ 528,793 $ 9% 6,182,758 $ Contract Services 810,950 1,119,298 931,942 187,356 17% 1,372,520 Other Operating Expenditures 11,882,398 15,545,338 14,079,375 1,465,964 9% 19,644,682 Debt Service 1,755,022 1,868,807 $ 1,762,421 $ 106,386 6% 1,865,911 Transfers Out 2,826,143 2,947,417 $ 2,947,417 $ - 0% 2,819,038 Total 22,701,983 $ 27,598,920 $ 25,310,420 $ 2,288,499 $ 8% 31,884,908 $

Utilities

2. Supervising UƟlity Billing Assistant

3. UƟliƟes Senior Engineer

4. Water Resources Technician

5. AdministraƟve Assistant

6. Water Treatment Plant Maintenance Technician

7. Water DistribuƟon Chief Operator

8. Water DistribuƟon System Supervisor
Some of these posiƟons were vacant for only a porƟon of the year, but collecƟvely they contributed to lower-than-budgeted staffing costs.

Contract Services – Some of the acƟviƟes related to contract services include permiƫng fees and regulatory sampling, meter reading services, rouƟne asset maintenance, and various studies. A total underspend of $187,000 is primarily aƩributed to deferred projects and reduced operaƟng needs. For example, about $25,000 resulted from lower diesel fuel purchases for the Water Treatment Plant’s emergency generator, which operated for only 16.9 hours due to the absence of PSPS events or outages.

Another $27,000 stemmed from delaying the department-wide strategic plan unƟl compleƟon of the WRRF upgrade to ensure alignment with post-project prioriƟes. AddiƟonally, $28,000 is Ɵed to deferring the rate structure analysis because of limited staff capacity. While a rate study update was completed, the full structure analysis—which may redesign rate applicaƟons in terms of Ɵers, base fees, etc.—will be iniƟated in FY 2025-26. Overall, the variances reflect Ɵming and operaƟonal factors rather than ongoing cost reducƟons.

Other OperaƟng Expenditures – Some of the acƟviƟes related to other operaƟng expenditures include costs associated with purchasing raw water supplies, electric uƟliƟes, construcƟon materials and supplies, and chemicals. A total underspend of approximately $1.47 million is primarily due to reduced operaƟonal costs at the Water Treatment Plant (WTP) and lower raw water pumping expenses. About $691,000 resulted from reduced pumping charges for Nacimiento Reservoir supplies, as the pipeline was offline for repairs under Yerba Buena Creek. Electricity costs decreased by $378,000 due to more efficient use of the Tesla BaƩery, a switch from PG&E to 3CE rates, and strategic adjustments to equipment operaƟon Ɵmes.

AddiƟonally, $359,000 in savings came from reduced chemical usage for water treatment. Weather condiƟons were stable, resulƟng in fewer treatment adjustments, and reliance on less corrosive water sources further lowered chemical demand. Some of these savings will be considered in future financial plans and supplemental budget amendments, while others were one-Ɵme and temporary due to external condiƟons.

Debt Service – The debt service category represents debt the Water Fund holds for financing capital projects. There is a $106,000 savings in the debt interest account due to amorƟzaƟon of bond premiums, discounts, and deferred amounts on refunding. Staff will correct this variance in future budgets.

Transfers Out – The transfers category represents transfers from the Water Fund to the General Fund for contribuƟons to internal services and auxiliary services such as Human Resources, City Clerk, InformaƟon Technology, Public Works, etc. This is paid for in arrears and calculated based on the previous fiscal year’s actuals. In FY 2024-25, approximately $2.94 million was transferred out of the Water Fund. There is no variance in this cost category.

Utilities
Water Fund Revenues
Water Fund revenues exceeded budget by approximately $6.97 million, driven by higher impact fee collecƟons, stronger investment performance, unbudgeted grant revenues, and increased water consumpƟon. About $1.8 million came from development-related impact fees, which remain difficult to forecast due to fluctuaƟng project schedules but are essenƟal for funding growth-related capital improvements. Another $1.9 million was generated through elevated investment returns and fair market value adjustments as higher interest rates boosted earnings on pooled cash balances. Unbudgeted grants contributed roughly $1.4 million, primarily from ProposiƟon 1 and CalOES programs that were awarded in prior years but realized in FY 2024-25. Increased water usage, largely from greater landscape irrigaƟon during a drier year, added an esƟmated $1.4 million in addiƟonal revenue. The table below provides a year-over-year comparison of precipitaƟon totals, highlighƟng the drier condiƟons that contributed to increased irrigaƟon demand and corresponding revenue growth.

Fiscal Year Precipitation (in inches)
FY 2020-21 11.58
FY 2021-22 9.89
FY 2022-23 52.78
FY 2023-24 24.67
FY 2024-25 14.52
ConservaƟve budgeƟng in these areas is intenƟonal, as revenues Ɵed to development, investment performance, and weather are inherently difficult to predict—underperformance could otherwise necessitate mid-cycle rate increases. Conversely, overperformance in these categories helps offset or delay future rate adjustments, supporƟng long-term rate stability.

Sewer Fund
Sewer Fund Expenditures
Staffing – Staffing includes all salaries and benefits related to Sewer Division operaƟons. Variances were primarily driven by vacancies in several posiƟons, including:

FY 2023-24 FY 2024-25 FY 2025-26
Water Fund Actual Budget Actual Variance % Budget
Water Sales & Base Charges 28,428,148 26,356,629 29,332,417 904,269 3% 30,057,771 Other Revenue 228,000 2,110,028 4,921,710 4,693,710 2059% 256,000 Grants and Subventions - 752,267 1,374,625 1,374,625 - 4,095,680 Total Revenue 29,218,924 28,656,148 35,628,752 6,972,604 24% 34,409,451 ` FY 2023-24 FY 2024-25 FY 2025-26
Sewer Expenditures Actual Budget Actual Funds
Available % Budget
Staffing 5,467,874 $ 6,207,344 $ 5,656,187 $ 551,158 $ 9% 6,042,596 $ Contract Services 1,256,919 1,319,837 1,258,369 61,467 5% 1,790,967 Other Operating Expenditures 2,647,401 2,818,964 2,680,902 138,062 5% 3,037,743 Debt Service 1,386,962 7,005,933 $ 6,825,920 $ 180,013 3% 7,098,607 Transfers Out 3,104,155 3,290,250 $ 3,290,250 $ - 0% 3,140,155 Total 13,863,311 $ 20,642,328 $ 19,711,628 $ 930,700 $ 5% 21,110,069 $

Utilities

1. UƟliƟes Business Manager

2. Supervising UƟlity Billing Assistant

3. UƟliƟes Senior Engineer

4. AdministraƟve Assistant

5. WRRF Operator

6. Environmental Compliance Inspector
Some of these posiƟons were vacant for only a porƟon of the year, but collecƟvely they contributed to lower-than-budgeted staffing costs.

Contract Services – Some of the acƟviƟes related to contract services include permiƫng fees and regulatory sampling, meter reading services, rouƟne asset maintenance, and various studies. A total underspend of $55,000 is aƩributed to the deferral of key planning efforts. About $27,000 resulted from postponing the department-wide strategic plan unƟl compleƟon of the WRRF upgrade, ensuring the plan reflects post-project operaƟonal needs. Another $28,000 is Ɵed to delaying the rate structure analysis due to limited staff capacity. While a rate study update recalculaƟng rates within the current structure was completed, the more comprehensive structure analysis—potenƟally redesigning how rates are applied— requires addiƟonal consultant and staff effort. This work is scheduled to begin in Winter FY 2025-26. The remaining underspend reflects modest savings in rouƟne asset maintenance, regulatory sampling, and other miscellaneous contract services.

Other OperaƟng Expenditures – Some of the acƟviƟes related to other operaƟng expenditures include electric uƟliƟes, construcƟon materials and supplies, and chemicals. A total underspend of $138,000 is primarily due to reduced training, outreach, and variable operaƟng expenses. About $48,000 resulted from lower educaƟon and training costs, influenced by the City’s April 18, 2025 travel chill and limited staff availability during the WRRF upgrade. Another $30,000 came from reduced adverƟsing and public outreach, a category that remains consistently underused and may be downsized in the next Financial Plan in favor of in-house communicaƟon efforts. The remaining $60,000 reflects lower spending on postage, equipment maintenance and supplies, and credit card merchant fees—accounts that fluctuate based on customer billing preferences, maintenance needs, and special noƟficaƟons. CollecƟvely, these savings represent Ɵming and operaƟonal adjustments rather than ongoing budget reducƟons.

Debt Service – The debt service category represents debt the Sewer Fund holds for financing capital projects. There is a $180,000 savings in the debt interest account due to amorƟzaƟon of bond premiums, discounts, and deferred amounts on refunding.

Transfers Out – The transfers category represents transfers from the Sewer Fund to the General Fund for contribuƟons to internal services and auxiliary services such as Human Resources, City Clerk, InformaƟon Technology, Public Works, etc. This is paid for in arrears and calculated based on the previous fiscal year’s actuals. In FY 2024-25, approximately $3.29 million was transferred out of the Sewer Fund. There is no variance in this cost category.

Sewer Fund Revenues

Utilities
Sewer Fund revenues exceeded budget by approximately $5.2 million, largely due to higher investment earnings, impact fees, unbudgeted grants, and increased Sales to Cal Poly. The largest contributor was $3.1 million in addiƟonal investment income, driven by elevated interest rates that produced stronger returns on pooled cash balances, along with fair market value adjustments reflecƟng unrealized gains. Another $343,000 came from higher development impact fees, which remain difficult to forecast given the variability of project schedules but are essenƟal for funding growth-related capital improvements.

Unbudgeted grants added $530,000, primarily from ProposiƟon 1 and CalOES programs realized in FY 2024-25 aŌer prior-year delays. Sales to Cal Poly generated an addiƟonal $304,000 as wastewater volumes exceeded projecƟons; however, this revenue will decline once Cal Poly’s new Water ReclamaƟon Facility comes online. ConservaƟve budgeƟng in these areas is intenƟonal, as revenues Ɵed to investment returns and development are inherently unpredictable—underperformance could necessitate mid-cycle rate increases. Conversely, overperformance helps offset or delay future rate adjustments, supporƟng longterm financial stability and ratepayer protecƟon.

Performance Measures
Objective Measure 2024-25
Target
2024-25
Actual
Maintain and manage
infrastructure, assets, and facilities
responsibly and transparently
Sanitary Sewer Overflows per 100 miles of sewer main 0 .71 Breaks/leaks per 100 miles of water main <13.4 6.9
Provide the Community with High
Quality and Reliable Service
Recycled Water Delivered (Acre Feet) 237 353
Minimize Customer Shut-Off for Nonpayment <450 401
Performance Measures Variance ExplanaƟons:

The variance in Sanitary Sewer Overflows (SSOs) per 100 miles of sewer main is due to aged infrastructure with condiƟons that are exacerbated by climate change and consumer habits Ɵed to restaurant acƟvity.

While the target remains zero, staff are opƟmisƟc that a recently adopted grease control ordinance, compleƟon of planned Capital Improvement Plan (CIP) projects, ongoing success of the City’s private sewer lateral programs, and expansion of remote monitoring systems will conƟnue the trend of reducing SSOs that will maintain this Key Performance Indicator (KPI) near zero. Since the City iniƟated its long-range infrastructure renewal strategy in 2015, sanitary sewer overflows have steadily declined—from a peak of 35 in 2021 to just one in 2025—reflecƟng the cumulaƟve impact of sustained public and private infrastructure improvements.
1 There was one sanitary sewer overflow from the City’s 148 miles of publicly owned system. This is down from a peak of 35 spill events in 2021.

FY 2023-24 FY 2024-25 FY 2025-26
Sewer Fund Actual Budget Actual Variance % Budget
Service Charges 20,596,900 20,204,743 21,144,366 547,466 3% 21,558,825 Other Revenue 202,000 2,779,496 4,301,762 4,099,762 2030% 210,000 Grants and Subventions - 915,997 530,085 530,085 - -
Total Revenue 23,900,236 20,798,900 26,002,176 5,203,276 25% 21,768,825

Utilities
Accomplishments & Challenges
In FY 2024-25, the UƟliƟes Department delivered several major accomplishments while managing significant operaƟonal challenges. Key achievements included updaƟng the City’s solid waste franchise agreements and rate-seƫng methodology, compleƟng mulƟple capital projects such as the WRRF upgrade, Johnson–Iris to Bishop Pipeline Replacement, and TTHM Byproduct ReducƟon, and advancing wastewater collecƟon system improvements.

Parks and Recreation
Parks and RecreaƟon Department
A Year in Review
The Parks and RecreaƟon Department conƟnued to expand recreaƟon opportuniƟes and strengthen community connecƟons across all divisions. The FaciliƟes Division maintained high-use spaces and completed mulƟple upgrades, including new furnishings and improved signage, while addressing challenges with decreased post-pandemic event rentals and limited field inventory. Youth Services provided daily care to over 600 children at five different campuses and expanded Friday and summer programming through school district partnerships, though construcƟon at school sites limited capacity growth. Community Services strengthened community engagement through well-aƩended events, expanded senior programming, and successful partnerships for youth and adult sports leagues. The Volunteer Program saw major growth with new iniƟaƟves such as Adopt-a-Pathway and increased park adopƟons. The Public Art Program conƟnued to thrive with new installaƟons, workshops, and community collaboraƟons, while planning future exhibits in coordinaƟon with SLOMA. Ranger Service improved open space safety and accessibility through new trail projects, bridge replacements, and ongoing fuel management efforts. AquaƟcs achieved record parƟcipaƟon through expanded swim lessons and community events while maintaining consistent staffing and operaƟonal hours. The Golf Division exceeded revenue goals and supported local programs despite challenges with facility repairs and infrastructure needs.

In FY 2024–25, Parks & RecreaƟon delivered strong financial performance in key areas while addressing operaƟonal challenges and implemenƟng program improvements to enhance community engagement.

Youth Services revenue grew from expanded summer childcare in partnership with the school district and expansion of school year childcare slots. AquaƟcs and Golf revenues exceeded budget, driven by higher parƟcipaƟon in swim instrucƟon, mulƟ-day swim passes, improved golf course condiƟons, and expanded golf lessons, though golf revenue remains weather dependent. Community Services revenue fell short of budget expectaƟons due to stagnant contract class enrollment and unrealized Adult Sports league addiƟons, although there was increased aƩendance at no-cost interacƟve community building events. The Community Services Contract Classes realized savings from reduced enrollment in contract classes interest, though adult, senior, and low-cost classes conƟnue to see strong parƟcipaƟon despite limited revenue generaƟon. Ranger Services improved encampment oversight and clean-up management resulƟng in lower expenditures within the Contract Services. FaciliƟes revenue exceeded projecƟons due to consistent fee collecƟons, increased special event permits, and updated and new fees implemented in Fall 2024. Other Revenue remained above budget, including CAPSLO sƟpends, which are not guaranteed in future years.

Variance Analysis
` FY 2023-24 FY 2024-25 FY 2025-26
Parks & Recreation Actual Budget Actual Funds
Available % Budget
Staffing 4,548,190 $ 5,180,460 $ 5,099,308 $ 81,152 $ 2% 5,248,711 $ Contract Services 302,047 391,716 314,187 77,529 20% 360,391 Other Operating Expenditures 564,011 611,608 584,324 27,284 4% 622,409 Total 5,414,249 $ 6,183,784 $ 5,997,819 $ 185,965 $ 3% 6,231,512 $

Parks and Recreation
Contract Services – Savings in Contract Services are primarily the result of reduced enrollment in contract class offerings and improved management of encampments and clean-up acƟviƟes. While parƟcipaƟon remains strongest in adult, senior, and low-cost classes, these offerings generate limited revenue due to the cost split with instructors. Staff will conƟnue efforts to increase overall public engagement in FY 2025– 26 and will evaluate program prioriƟes if parƟcipaƟon in other classes does not improve. AddiƟonally, the Ranger Service has increased its enforcement presence in open space, which, in combinaƟon with fuel reducƟon and management efforts, has contributed to a reducƟon in encampments. While the occurrence of future encampments cannot be predicted, it remains essenƟal to maintain sufficient budget capacity to respond effecƟvely.

Revenue
FaciliƟes revenue exceeded budget due to a combinaƟon of consistent collecƟon of Outdoor Rental and Use Fees, the issuance of fiŌeen addiƟonal Special Event applicaƟons and permits than the prior fiscal FY 2023-24 FY 2024-25 FY 2025-26
Parks & Rec Actual Budget Actual Variance % Budget
Facilities
Library Rental 3,400 6,816 8,692 1,876 28% 5,000
Indoor Rental & Use Fees 56,476 65,100 43,735 (21,365) -33% 65,000 Outdoor Rental & Use Fees 185,475 140,253 208,099 67,846 48% 147,000 Special Events Insurance 12,333 12,000 9,161 (2,839) -24% 12,500 Special Event Fees - App/Permit 51,394 30,000 53,431 23,431 78% 38,000 Youth Services
Youth Services Childcare 753,972 687,416 846,098 158,682 23% 727,500 Youth Services Camps 282,733 163,202 368,452 205,250 126% 292,000 Community Services
Adult Athletic Fees 135,895 145,000 118,568 (26,432) -18% 140,000 Youth Athletic Fees 112,232 100,000 129,050 29,050 29% 115,000 Instruction Fees 66,904 96,000 51,819 (44,181) -46% 70,000 Special Events - City Sponsored 4,037 4,000 6,261 2,261 57% 6,663 Aquatics
Aquatics Daily Use Fees 105,403 105,000 95,680 (9,320) -9% 105,000 Swim Instruction Fees 114,205 105,000 125,064 20,064 19% 115,000 Multi Day Swim Passes 72,597 71,000 85,819 14,819 21% 75,000 Therapy Pool Fees 9,250 10,000 11,112 1,112 11% 10,500
Golf
Driving Range Fees 13,672 13,000 18,914 5,914 45% 14,500 Golf Greens Fees 225,236 210,000 284,335 74,335 35% 230,000 Golf Lesson Fees 782 1,000 2,776 1,776 178% 1,000
Golf Rental Fees 6,406 6,000 8,839 2,839 47% 7,000
Golf Cart Rentals 25,139 25,000 41,876 16,876 68% 27,500 Other Revenue
Sales Taxable 10,804 10,000 15,605 5,605 56% 12,000
Junior Ranger Camps 8,415 8,000 6,990 (1,010) -13% 9,120 Other Parks & Recreation Revenue 158,846 46,840 101,053 54,213 116% 55,000 Disability Insurance Reimbursement - 19,100 - (19,100) -100% - Total Revenue 2,415,605 2,079,727 2,641,429 561,702 27% 2,280,283

Parks and Recreation
year, in addiƟon to adopƟon of new fees that were implemented in Fall 2024. Staff have maintained Ɵmely collecƟon of permit and facility fee balances, an area that had historically been inconsistent. While it was iniƟally anƟcipated that this revenue overage would not recur following the collecƟon of outstanding balances in FY 2023–24, updated projecƟons indicate conƟnued growth in Outdoor Rental and Use Fees, and the 2025-27 Financial Plan has been adjusted accordingly. In addiƟon, community demand for special events conƟnues to increase, resulƟng in more applicaƟons and permits being issued, a trend expected to conƟnue in FY 2025-26.

Youth Services revenue exceeded budget due to expanded summer childcare offerings provided in partnership with the School District. The School District funded care for an addiƟonal 250+ children during the summer session to supplement the summer school program, with payments made directly to support the staffing by the City. This expansion required Youth Services to exceed its Temporary Staffing budget to support the program, while receiving financial coverage through the agreement with the School District.

School year childcare revenue also increased as the division added new childcare slots in response to high community demand and in support of the Council’s adopted Major City Goal related to Economic Resiliency, Cultural Vitality and Fiscal Sustainability. The District has already begun discussions regarding these conƟnued partnerships into the 2025-2026 and 2026-2027 school years. The division is currently providing an addiƟonal four hours of childcare per day, at each of the five school sites which will require addiƟonal temporary staff hours, resulƟng in increased revenue.

Community Services revenue did not meet budget due to reduced parƟcipaƟon in the City’s contract class offerings (charged as "InstrucƟon Fees”) and the anƟcipated addiƟon of an Adult Sports league (indoor basketball) that did not materialize. Adult Sports leagues also experienced lower parƟcipaƟon in soŌball, alongside the unrealized goal of adding two new leagues (basketball and volleyball). While Community Services expanded contract class offerings by adding 15 new classes, enrollment, parƟcularly in adult classes, remained stagnant. For FY 2025-26, staff have adjusted both revenue and expenditure budgets to reflect decreased demand. In addiƟon, Adult AthleƟc fees have been revised to align more closely with actual parƟcipaƟon levels, and the assumpƟon of an addiƟonal league has been removed. Youth sports offerings surpassed revenue projecƟons with the expansion of Summer Sports camps, year-round sports clinics and expansion of rosters for youth basketball and futsal teams.

AquaƟcs revenue exceeded budget as mulƟ-day swim passes conƟnued to grow in popularity and the expanded swim instrucƟon classes generated revenue above expectaƟons. This increase was driven by a greater number of class offerings during peak seasons, with program prioriƟes shiŌing from year-round scheduling to a concentrated focus on the spring and summer months. Looking ahead, staff project that mulƟ-day swim passes will conƟnue to outpace daily passes, and swim instrucƟon is expected to remain in high demand. The FY 2025–26 budget has been adjusted to reflect these trends.

Golf revenue exceeded budget due to consistent hours of operaƟon, fewer facility closures due to weather events, and upgrades to both the course and driving range. This year, consistent staffing and daily operaƟons with the new Golf Coordinator contributed to increased parƟcipaƟon in tee Ɵmes and Golf Lessons. While revenue growth reflects these improvements, golf revenue remains highly dependent on weather condiƟons, which are unpredictable. For FY 2025–26, staff have adjusted the budget to reflect expected revenue while conƟnuing to monitor operaƟonal factors and parƟcipaƟon trends.

Other Revenue includes deferred revenue for CAPSLO sƟpends, formally known as Cost of Care Plus Rate Payments, which were established under Senate Bill 140. These sƟpends are funded by the California

Parks and Recreation
Department of Social Services and administered locally through CAPSLO to support Youth Services in providing care for children enrolled in state-subsidized programs. Payments are calculated based on the number of eligible children served and the regional rate assigned to the provider’s county. Revenue from these sƟpends has conƟnued to be over budget because contribuƟons vary and receipt of future payments beyond June 2025 are not guaranteed, so they not officially budgeted. Although funding will conƟnue to roll over as deferred revenue, Parks & RecreaƟon cannot guarantee sƟpend funds regularly from CAPSLO and should not be anƟcipated revenue going forward.

Performance Measures
Parks and RecreaƟon Performance Measures
Objective Measure 2024-25
Target 2024-25 Actual
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
MCG’s
# of Department Community Events 25 25
# of non-profit permitted Facility Uses 120 115
# of program registrations 4,500 6,659
# of program offerings 450 491
# of childcare spots filled/offered 1,500/1,500 2,594/2,594 # of children receiving subsidy
60 CAPSLO
50 City
Scholarships
69 CAPSLO
38 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 6
# of updated or new parks and amenities in
process
5 5
Creates and fosters a
sense of community
through citizen
involvement
Strategic Goal: Maximize
Community Resources &
Collaborations (P&R
Strategic Plan Goal)
# of volunteers/total volunteer hours 480/5,000hrs 753/7,173hrs # of temporary Public Art or Cultural Art
Events 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 8,700 8,970
# of Facebook followers 5,800 5,900

Parks and Recreation
Open Space Preservation
and Enhancement
Strategic Goal: Nurture
Open Space (P&R
Strategic Plan Goal),
Climate Action MGC
# of miles of Open Space trails maintained 68 68.5
# of staff hours dedicated to fuel reduction 4,000 4,000 # of encampment site clean-ups removed
from Open Spaces 120 18
# of Non-Profit PermiƩed Facility Uses: Non-profit use of City faciliƟes was slightly below target due to reduced interest compared to prior years and improved accuracy in data tracking. Staff will conƟnue markeƟng discounted facility use rates to non-profits, with future uƟlizaƟon dependent on economic condiƟons and community demand.
# of Program RegistraƟons: Program registraƟons increased as Community Services expanded offerings, with a focus on youth, adult, senior, and low-cost programming. Youth sports programming also remain a strong contributor, with steady community parƟcipaƟon supporƟng overall registraƟon growth.

RegistraƟons are expected to conƟnue increasing in future years. # of Program Offerings: General program offerings expanded, which include contract class programs offered. The Coordinator developed new partnerships and new offerings within the Contract Class areas.

Despite the increased offerings, enrollment into the contract class programs remained low, with the excepƟon of a few tried and true classes.
# of Childcare Spots Filled/Offered: Increased aƩendance resulted from the partnership with the School District providing more space and support to an addiƟonal 250 youth on Fridays, funded through the District. Because of construcƟon at each school site, the ability to increase aƩendance in the “regular” aŌer school program was stagnated. Over the past several years, summer camp enrollment has steadily increased from 130 children per week to over 600 per week to meet both of our community needs, as well as the District’s request for increased care during the summer months. The addiƟonal summer district classes were funded by the District. Because of the increased aƩendance, both revenue and supplemental staff expenses have increased.
# of Children Receiving Subsidy: In FY 2024-25, 38 scholarships were awarded, totaling $33,500 in available funding. Of that amount, $19,051 was uƟlized by awarded families to offset registraƟon fees, reflecƟng underuƟlizaƟon of the funds. The scholarship awards are limited to Youth Services and AquaƟcs youth programming, which has limited the use of the funds by recipients. To address this, staff plan to expand the range of programs eligible for scholarship use and conƟnue targeted outreach and educaƟon to ensure families are aware of opportuniƟes and understand how to access the funding. These strategies are expected to increase uƟlizaƟon in FY 2025-26 and beƩer align awarded funds with actual program parƟcipaƟon. This is in addiƟon to the average 60 children receiving subsidized care through CAPSLO, which is an addiƟonal administraƟve program managed by the Division. # of Recurring Volunteers/Total Volunteer Hours: In its second full year as a City program, the volunteer coordinator increased the total number of registered volunteers in Engage SLO to 753, an increase of 638 over the previous year. Volunteers contributed a total of 7,173 hours, with a monthly average of 70 recurring volunteers. Using the standard local rate of Volunteer Value of $37.32/hour, this represents an esƟmated $268,000 in value to the City. This was the first full year of using the Engage SLO tracking system,

Parks and Recreation
and total volunteer numbers may have been iniƟally underesƟmated because there was not a previous system in place.
# of Encampment Site Clean-Ups Removed from Open Spaces: Staff cleaned and removed approximately 18 encampments, totaling over 6,100 pounds of trash in FY 2024-25. The significant reducƟon in encampment clean-ups can be aƩributed to staff dedicaƟon to management efforts, as well as increased enforcement presence in open space. Staff anƟcipate that the number of encampment clean-ups will remain similar in FY 2025-26; however, given the unpredictable nature of encampment acƟvity, there is uncertainty regarding whether this trend can be sustained. Staff will conƟnue to prioriƟze proacƟve management, enforcement, and coordinaƟon to minimize impacts to open spaces, as well as have adjusted future budget expenditures to meet the anƟcipated downward trend of clean-up acƟviƟes.

Accomplishments & Challenges
FaciliƟes
The FaciliƟes Division accomplishments included the purchase of new tables, chairs, and carts to enhanced faciliƟes at the Jack House, Mission Plaza, and Library Community Room. Staff met and exceeded goals in supporƟng the numerous community sports group reservaƟons at all City managed fields throughout the year. Challenges include the indoor reservaƟons as they were considered in-house or fees comped due to uƟlizaƟon from City sponsored groups, resulƟng in reduced to no fees collected, as well as the slower return of outside organizaƟons’ outreach for facility use to pre-pandemic levels, leading to decreased public usage. Jack House Gardens bookings were impacted due to the roof construcƟon project in spring 2025.

Youth Services
Youth Services expanded programs providing daily care to over 600 youth per day over the academic year, including the District expanding capacity for an addiƟonal 250 youth on Fridays, funded through the District. Summer camp enrollment increased from 130 children per week to over 600 per week to meet both the community demands, as well as the District’s request for increased care during the summer months supporƟng summer school schedules (funded by the District). Because of the increased aƩendance, both revenue and supplemental staff expenses have increased. AddiƟonally, the divisionmaintained state licensing compliance and passed all annual non-scheduled licensing site checks. Due to construcƟon by the District at each school site, the ability to increase aƩendance in the tradiƟonal aŌer school program was stagnated due to facility capacity.

Community Services
The Community Services Division expanded Senior programming with the introducƟon of new acƟviƟes and events, including Senior walkers and hikers, mulƟ-generaƟonal weekly trivia, holiday events, technology classes, and Around-the-Town excursions. Challenges were idenƟfied within the Contract Classes being offered and not meeƟng community needs and staff are assessing this program for future offerings.

Volunteer Program

Parks and Recreation
The Citywide Volunteer Program expanded opportuniƟes with the Johnson Ranch Open Space restoraƟon and storytellers, the new Adopt-a-Pathway iniƟaƟve, Whale Rock trail support, mulƟple administraƟve support posiƟons throughout the City departments, Adopt-a-Storm drain iniƟaƟve, public art maintenance days, and the Adopt-a-Park program has grown from five (5) park adopƟons to 11 parks. The Volunteer Coordinator worked with the Jack House Docent team to create an updated Standard OperaƟng Procedures manual for future docents.

Public Art Program
The City’s Public Art program increased partnership with the SLO County Arts producing the five (5) free art-related lectures in the Art Talk Series. Other collaboraƟons included summer art classes with the school district and City’s childcare programs and Senior program tours. The Program revitalized the Box Art Program in preparaƟon for the upcoming 15th anniversary, with over 20 new art installaƟons of uƟlity boxes, including a box art support workshop to make the process more accessible, and mulƟple staff led box-art tours for the community. The public art coordinator managed the installaƟon of the In the Shadow mural and ironwork art fence project under the Chorro Street underpass. In support of the Community Partnership Agreement with the SLO Museum of Art (SLOMA), the installaƟon of the temporary art piece for Garden Street Alley (fall 2024), the temporary sculpture at Mission Plaza lawn was decommissioned (spring 2025) and replacement scheduled for winter 2025, and the new sculpture (“ShiŌ”) installaƟon by Warren Hamrick is planned for San Luis Ranch in late 2025.

Ranger Service
The Ranger Service expanded fuel management in the Wildland Urban Interface (WUI). New trail projects were completed within the Righeƫ Hill property, concluding with a grand opening in May 2025 of the Righeƫ Hill Lower Loop Trail and addiƟons of two mulƟ-use trails. Two new bridges were rebuilt within the Irish Hills network, along with a new switchback trail implementaƟon at Bowden Ranch (Lizzie Street trailhead) which will conƟnue into the new financial plan. Other accomplishments include compleƟng Phase 2 of the Laguna Lake Bike Park of the new Jump Lines (beginner and advanced). The bike park now includes the Mountain Bike Loop, Kids Pump Track, and the dual Jump Lines.

AquaƟcs
The AquaƟc Division achieved stronger staffing retenƟon to enable consistent operaƟonal hours surpassing pre-pandemic schedules. Staff increased swim lesson offerings, including group and baby & me sessions, expanding from 195 to 268 lessons to provide more opportuniƟes for the community and developed an award winning online Water Safety Hub with community-based safety videos and Ɵps.

Expansion in partnership with community groups to meet diversity and inclusion goals resulted in the hosƟng of Water Play Day with the Central Coast AuƟsm Spectrum Center, Splash Bash with SLO County Friday Night Live for middle school teens, and Swim with Pride with SLO GALA Pride and Diversity Center to celebrate Pride Month. The Super Rec Saturdays program averaged nearly 700 aƩendees at each event, with the final event aƩendance exceeding 800 parƟcipants. Staff recruitment during the tradiƟonal school year remains a challenge to support the 7-day per week operaƟons, City staff have adjusted pool availability to conƟnue to meet daily operaƟons and provide aquaƟc opportuniƟes throughout the year.

Golf

Parks and Recreation
The Golf Division maintained and expanded community play, including during the typically slower postThanksgiving and winter period, exceeding forecasted revenue expectaƟons and aƩendance. Staff expanded support for local community groups by hosƟng Cal Poly Kinesiology courses, Laguna Middle School PE courses, SLO High School courses, Special Olympics and free First Tee youth lessons. Challenges include infrastructure related to the bridge replacement project scheduled for Summer 2026, ongoing irrigaƟon leaks due to an aging system, and the Pro Shop remaining out of service while staff work with a consultant on its rehabilitaƟon project set for 2026.

Police
Police
A Year in Review
During FY 2024-25, the department focused on filling vacancies in patrol, records, and dispatch. Staff also conƟnued to work on the Five-Year Strategic Plan which officially started in early 2024; more than half of the plan objecƟves are over 50% completed. The department also worked to expand the license plate recogniƟon camera system to addiƟonal locaƟons throughout the city.

The department ended FY 2024-25 with a savings of $130,719, which is approximately 1% of the department’s total budget. This savings was aƩributed to contract services, which is explained in more detail below. OverƟme expenditures for the year totaled $1,726,389; which is a decrease of 11.6% from FY 2023-24. Due to overƟme costs, the department did not realize any salary savings despite having some vacancies during the year.

Variance Analysis
Police Expenditures
Staffing: The table above indicates that the department ended the year without any salary savings; however, due to impacts of the Police Officer’s AssociaƟon Memorandum of Understanding adopted in early July 2024, there were increases to staffing costs. The department was able to absorb some of the increase but also used approximately $116,694 from the City’s MOU Adjustments/Staffing ConƟngency account to cover the remaining overage.

The table below reflects overƟme hours worked and overƟme expenditures by fiscal year. For FY 2024-25, overƟme hours totaled 18,555 (a decrease of 17% from FY 2023-24) which equated to $1,726,389 in expenditures.

Overtime Hours & Expenditures by FY
2021-22 2022-23 2023-24 2024-25
Paid OT Hours 16,843 20,838 22,266 18,555
OT Budget $708,187 $718,069 $858,334 $912,257
Expended $1,307,379 $1,569,470 $1,952,924 $1,726,389
Contract Services: The department ended the year with a savings of 15% in Contract Services. The majority of savings was realized in the AdministraƟon cost center due to the following: the annual debt service payment to County Animal Services (shared cost for the construcƟon of the new animal shelter) was less than anƟcipated due to the County using available funds from the project to pay down the debt. This FY 2023-24 FY 2024-25 FY 2025-26
Police Actual Budget Actual Funds
Available % Budget
Staffing 21,641,566 $ 23,073,521 $ 23,073,521 $ 0 $ 0% 23,791,744 $ Contract Services 868,301 1,090,364 930,100 160,265 15% 1,173,578 Other Operating Expenditures 723,312 623,951 653,497 (29,546) -5% 634,931 Total 23,233,179 $ 24,787,837 $ 24,657,118 $ 130,719 $ 1% 25,600,253 $

Police
resulted in each city paying less for FY 2024-25. AddiƟonally, the department did not use funds related to janitorial costs for the 1106 Walnut building since staff was unable to move into the building due to the tenant improvement construcƟon schedule. These savings are not expected to recur.

Police Revenue
Overall, police revenue exceeded projecƟons by 5%.

Although some accounts realized less revenue than anƟcipated, overages in other accounts helped offset this. AdministraƟve CitaƟon revenue was higher than projected by about $67,000; as shown in the chart below, the quanƟty of AdministraƟve CitaƟons increased from the previous year by about 9%. However, the projecƟon was too low based on the previous year’s actuals so staff will adjust the projecƟon in future budgets.

Alarm revenue was lower than anƟcipated due to less alarm permit renewals compared to the previous year. Alarm permit renewals are valid for a 12-month period, and the renewal schedules do not occur at FY 2023-24 FY 2024-25 FY 2025-26
Police Actual Budget Actual Variance % Budget
Police Department Permits 6,875 4,500 8,313 3,813 85% 4,500 Tobacco Permits 32,685 32,685 34,480 1,795 5% 33,000
Alarm Permits - Contract (Police) 246,139 235,000 167,588 (67,412) -29% 150,000 Police Issued Parking Fines 77,202 50,000 87,651 37,651 75% 50,000 Administrative Citations - Safety 281,074 163,000 230,345 67,345 41% 150,000 Accident Reports 4,105 3,470 7,354 3,884 112% 4,000
Collision Investigation 1,128 1,500 347 (1,153) -77% 1,500 Witness Fees 2,750 1,638 3,025 1,387 85% 2,000
Tow Release Fees 20,858 16,000 21,751 5,751 36% 14,000
Second Response Fees 1,581 1,500 415 (1,085) -72% 1,200 DUI Cost Recovery 73,098 60,000 33,198 (26,802) -45% 30,000 Other Police Revenue 274,650 250,000 264,523 14,523 6% 250,000 Total Revenue 1,022,145 819,293 858,990 39,697 5% 690,200

Police
the same Ɵme, so the number of renewals each fiscal year will vary. AddiƟonally, the number of false alarms decreased by about 3.2% compared to FY 2023-24.

DUI Cost Recovery revenue was lower than projected. There was not a significant decrease in the number of billings from the prior year, so the decrease was most likely aƩributed to payments not being made.

Performance Measures
Objective Measure 2024-25
Target
2024-25
Actual
Reduce Crime
Strategic Goal:

Economic Recovery,
Department Mission
# of total Part I Crime
by year.1 2,009 1,568
Provide safe roadways
for pedestrians,
vehicles, and bicyclists.

Strategic Goal: Patrol
Objectives, Department
Mission
# of total traffic
collisions.2
Vehicle: 418 Vehicle: 477
Pedestrian: 32 Pedestrian: 29
Bicycle: 30 Bicycle: 47
# of targeted
enforcement
operations
conducted under the
Office of Traffic
Safety Grant per year
DUI Checkpoints: 2 DUI Checkpoints: 3
DUI Saturation
Patrols: 28
DUI Saturation
Patrols: 30
Traffic Enforcement
Operations: 15
Traffic Enforcement
Operations:13
Distracted Driving
Enforcement: 5
Distracted Driving
Enforcement:3
Bicycle & Pedestrian
Enforcement: 9
Bicycle & Pedestrian
Enforcement: 7
Reduce Homeless
related Calls for
Service through
proactive engagement.

Strategic Goal:

Economic Recovery,
Department Mission,
Patrol Objective
# calls related to
homelessness3 6,200 8,791
# of unique
individuals contacted
by CAT
310 426
# of Family & Agency
Reunification 10 4
# of Local Permanent
Housing Referrals 13 2
# of Mental
Health/Substance 102 201
1 Part 1 Crimes include: homicide, forcible rape, robbery, aggravated assault, burglary, and motor vehicle theft. Figures shown represent calendar year.
2 Traffic Collision data is shown by calendar year.
3 All stats related to homelessness are based on calendar year.

Police
Abuse Treatment
Referrals
Performance Measure Variance ExplanaƟon:

The Target Number for Traffic Collisions is an esƟmate typically based on the prior year and actuals will vary depending on events that occur during the year. Unfortunately, actuals were higher than projected for vehicle and bicycle related collisions. Pedestrian collisions were lower than projected.

Total Number of Targeted Enforcement OperaƟons the OTS Grant are only reflecƟve of October 2024 (when the grant started) to June 30, 2025. The grant period conƟnues unƟl September 30, 2025, so more operaƟons are planned but are not reflected in the “actuals” since reporƟng for the fiscal year ended on June 30th. As of this Ɵme, it is anƟcipated that department staff will meet all grant objecƟves.

The Number of Family & Agency ReunificaƟons were lower than projected. Other outreach agencies such as Fire’s MCU and CAPSLO have now adopted this type of program, so this service is now shared by other agencies.

Total Number of Local Permanent Housing referrals were lower than projected. The Department’s CAT team acts as a facilitator rather than a direct services provider. Their role is to guide and connect individuals to housing resources, but rely on the availability of those resources, including housing inventory, which has been limited. Factors that influence the complexity of housing referral process include housing availability, eligibility criteria, challenges with engagement, and various other external influences.

Accomplishments & Challenges
Department accomplishments during FY 2024-25 included:

1. Five-year Strategic Plan Progress: Department staff conƟnued to work on the objecƟves outlined in the plan. In 2024, staff was able to complete 20 acƟons items. The goals of the plan include:
a. Service to the Community
b. Community Engagement
c. Diversity Equity & Inclusion
d. Recruitment & RetenƟon
e. Health & Wellness
f. Improving Infrastructure, Equipment & Technology

2. Staffing: During FY 2024-25, the department conƟnued to recruit and fill vacancies. Staff developed a more robust recruitment web page, Join SLOPD, that provides more detail about the hiring process and informaƟon about the department.

3. 1106 Walnut Facility: Staff conƟnued to work in tandem with Public Works on the tenant improvement project. The contractor started interior construcƟon and the project is progressing.

4. COPS Hiring Grant: The department was awarded the 2024 COPS Hiring Grant in the amount of $250,000 for a period of three years and Council approved the addiƟon of 2.00 FTE Police Officer posiƟons as a result of grant funding.

5. Community Outreach: The department increased aƩendance at mulƟple community events throughout the year. Staff enjoy these opportuniƟes to speak with the public at these events as it increases communicaƟon and allows the public to interact with officers on a more personal level.

Police

6. SPIDR Department RaƟngs: The department uses soŌware (SPIDR) to send automated surveys to individuals that have recently called 911 to collect feedback on their interacƟons with the department. The goal is to gather informaƟon to enhance service, create transparency, and ensure we are providing valuable and posiƟve experiences. 88% of respondents rated their experience with the department as “very saƟsfied”.

7. Staff promoƟons: The department promoted four individuals during FY 2024-25 due to reƟrements. PromoƟons are a result of hard work and dedicaƟon, which leads to personal and professional growth. The department is very supporƟve of succession planning and as a result, employee development is also included in the five-year strategic plan.

Challenges included:

1. Staffing: During FY 2024-25, nine employees leŌ the department. Three were related to career reƟrements and some were related to personal life changes. Hiring behind Police Officers and Dispatchers is challenging due to the training process. Two Dispatchers were hired but were unable to pass the training/probaƟonary period which then leads to increased overƟme and employee burn out. Special assignments such as Traffic Safety and Downtown Bikes conƟnued to be understaffed due to vacancies in Patrol.

2. Crime: In 2024, there was an increase in Part 1 Crimes by 3.4%. Part 1 Crimes include Violent and Property Crimes, and it is important to note that Violent Crimes decreased by 14% and Property Crimes increased by 6.8% which nets the 3.4% increase.

Fire
Fire
A Year in Review
In FY 2024-25, Fire Department staff made significant progress on work efforts impacƟng every program within the department budget and finished the year $165,483, or 1%, under budget.

The apparatus budget was challenged unexpectedly by fuel cost overruns and damage sustained from a vehicle collision with an ambulance which impacted the enƟre Fire Department’s operaƟng expenditure budget.

Staffing conƟnues to be a challenge with staff turnover and long-term injury absences. OverƟme to backfill vacancies and upstaffing during unplanned emergencies caused Emergency Response overƟme to end $1,242,193 over budget. Vacant posiƟons created salary savings that offset much of the overƟme overage.

The department was unable to fill the contract Fire Vehicle Mechanic posiƟon, despite two recruitment efforts, providing savings of $122,804. Overall staffing conƟnues to be a challenge with reƟrements, resignaƟons and long-term injury absences.

Variance Analysis
Staffing: The department saw reƟrement of a BaƩalion Chief and Fire Captain in the Fall, bringing the total vacancies to four. The department hired four Firefighters in the winter and for a short period was fully staffed. Spring brought the unplanned departure of a Fire Engineer and a Firefighter, increasing the need for backfill overƟme.

A conƟnuing budget challenge for the Emergency Response division is overƟme. This is driven by the need for backfill for standard leave and posiƟon vacancies, which includes mulƟple employees out on long-term injuries. In FY 2024-25 overƟme was overbudget by $1,200,870. However, it was balanced by salary savings within the Emergency Response division of $967,3363 and department-wide salary savings for unfilled contract posiƟons of $68,842 for a total of $1,036,205.00. The remaining savings balancing the overƟme overage comes from reduced reƟrement contribuƟons of $84,597 due to vacancies without contribuƟons and also $77,472 in worker’s compensaƟon reimbursement.

Under normal circumstances, overƟme fluctuates based on planned and unplanned leave such as illnesses and injuries over the course of the year. For FY 2024-25, the increase from the previous year in overall overƟme expenditures stemmed largely from the following three specific factors.

1. From September to June, the department leveraged salary savings from the vacant Mobile Crisis Unit (MCU) Firefighter posiƟon to run a pilot program for a two-person Emergency Medical Services (EMS) unit operaƟng out of StaƟon 1. While there was an increase to overƟme to operate the pilot program, it was offset by the salary savings from the vacant posiƟon. Furthermore, the FY 2023-24 FY 2024-25 FY 2025-26
Fire Actual Budget Actual Funds
Available % Budget
Staffing 14,840,169 $ 17,584,642 $ 17,542,815 $ 41,827 $ 0% 16,858,269 $ Contract Services 391,409 524,210 377,445 146,765 28% 436,299 Other Operating Expenditures 729,061 841,656 864,765 (23,109) -3% 813,703 Total 15,960,639 $ 18,950,508 $ 18,785,025 $ 165,483 $ 1% 18,108,272 $

Fire
pilot program provided relief for Truck 1 from low-acuity medical responses, such as liŌ-assists and non-emergent medical responses. The reducƟon in responses for Truck 1 reduced overall fuel consumpƟon, accumulaƟon of hours, and wear and tear on Truck 1 prior to the drivetrain replacement. This reducƟon in call volume came at a criƟcal Ɵme, as Truck 1 has exceeded its recommended life expectancy of 10,000 miles and underwent a drivetrain refurbishment, completed enƟrely inhouse by the Supervising Fire Vehicle Mechanic.

2. The Fire Department upstaffed for several events throughout the year, including Cal Poly graduaƟon and St. FraƩy’s Day. Upstaffing of apparatus involves bringing in addiƟonal Firefighters on overƟme to increase daily staffing.

3. A new-hire Academy held over 10 weeks from January to April increased the overall overƟme expenditures for backfill and instructor Ɵme. An academy was not held in the previous year contribuƟng to the decrease in overall overƟme hours in FY 2023-24.

Overtime Hours and Expenditures
2023 2024 2025
Overtime Budget $1,013,136 $1,137,513 $1,192,293
Total Hours Worked 34,940 25,299 34,209
Total OT Paid $2,128,370 $1,648,463 $2,393,163
Contract Services: The 28% savings in Contract Services came primarily from the Mobile Crisis Unit (MCU).

The budget was created when there was a contract with TransiƟons Mental Health Alliance (TMHA) for a case worker to staff the MCU. The MCU posiƟon then transiƟoned to a City posiƟon for increased efficiency, but the budget was not moved to the Staffing category. Other savings came from equipment maintenance specifically on the Plymovent system that historically needed extensive repairs that was not needed this year. AddiƟonal savings came from the academy not purchasing as much equipment as anƟcipated due to equipment being reused. This trend will not conƟnue as equipment will be aged and purchasing new will be required.

Other OperaƟng: Other OperaƟng Expenditures finished the year over budget by $23,109, primarily due to apparatus services. Engine 3 was involved in a collision caused by a private ambulance, resulƟng in body damage that required repairs at a specialized facility in Northern California. The department paid for the repairs and is waiƟng for the $60,000 reimbursement from the at fault party’s insurance company and anƟcipate reimbursement soon. The Fuel account closed the year $30,000 over budget as a result of escalaƟng fuel costs and increased call numbers. Both factors remain out of the control of the department and the budget has been adjusted for this in FY 2025-26.

Public Safety Supplies exceeded budget by $18,004. These supplies are primarily medical supplies placed on apparatus and used when responding to medical calls. While the budget was increased for FY2024-25, inflaƟon outpaced expectaƟons for the supplies. Secondly, an increase in the number of medical calls uƟlized more supplies than anƟcipated, driving expenditures above the budget. The department receives $218,452 from San Luis Ambulance in First Responder Fees. The First Responder Fees increase annually by CPI which does not adjust for call volume or changes in protocols that inflate costs of response to medical emergencies.

Fire
Fire Revenue
Fire Department Revenue outperformed expectaƟons by 16%.

Mutual Aid-. FY 2024-25 was a very acƟve year for California fires, and the department sent many resources to incidents around the state. These assignments bring in revenue in the form of direct salary reimbursements for staff assigned, payment for apparatus used, as well as an administraƟve fee that is paid as a percentage. These fees are based on actual costs incurred by the City ensuring full cost recovery for Ɵme commiƩed. Fire season is unpredictable and therefore revenue is historically excluded from iniƟal budgets. For FY 2024-25, staff processed several administraƟve budget amendments to uƟlize this revenue to offset unbudgeted costs, totaling $1.2 million for overƟme and materials costs incurred on mutual aid assignments.

Cal Poly Fire Services: Cal Poly’s contract was renewed aŌer the budget was established, which accounts for the variance. The new contract includes CPI inflators plus contribuƟons to apparatus that are necessary to serve the new buildings on the campus.

Fire Alarm Permits- Improved internal processes led to accurate tracking of permit revenue showing that revenue is higher than budgeted due to previous incorrect revenue distribuƟon. Staff anƟcipate this trend to conƟnue.

Plan Check and InspecƟon- Revenue in this category came in 22% under budget due to the cyclical nature of the construcƟon industry. Previous years saw annual increases in this revenue stream and in FY 2024- 25, the volume of submiƩed plans decreased. Staff turnover and several vacancies also reduced staff capacity to complete plan review, forcing the department to send plans to a contracted vendor for review.

R1 InspecƟon Fees – The compleƟon of several new hotels and apartment complexes have increased the number of inspecƟons that Fire completes, resulƟng in a revenue increase of 9% for these inspecƟons.

AnƟcipaƟng increases is challenging due to unknown projects and compleƟon dates.

CUPA InspecƟon Fees- CUPA fee revenue came in 24% over budget due to unanƟcipated acƟviƟes that generated addiƟonal fees.. The largest of these fees are the underground tank repairs, which required extra inspecƟons and permit reissuance fees. Future revenues may fluctuate unpredictably depending on the number of unanƟcipated projects requiring addiƟonal inspecƟons or permits.

FY 2023-24 FY 2024-25 FY 2025-26
Fire Actual Budget Actual Variance % Budget
Mutual Aid Reimbursements 535,700 1,157,658 1,444,510 286,853 25% - Medical ER Recovery 220,342 218,452 222,391 3,939 2% 229,513 Cal Poly Fire Services 466,187 361,684 432,337 70,653 20% 463,370 Fire Department Permits 99,606 108,000 102,259 (5,741) -5% 108,000 Fire Alarm Permits 1,853 10,010 23,597 13,587 136% 11,000 Fire Plan Check & Inspection 319,802 350,000 273,969 (76,031) -22% 320,000 Fire Inspection Fees - - 10,615 10,615 0% -
R1 Inspection Fees 380,309 351,000 383,231 32,231 9% 380,300 CUPA Inspection Fees 234,027 172,800 214,288 41,488 24% 241,000 Other Fire Department Revenue 9,410 152,861 224,801 71,940 47% 6,000 Total Revenue 2,267,237 2,882,464 3,331,998 449,534 16% 1,759,183

Fire
Other Fire Revenue- The Fire Department has been awarded several grants to offset costs of training and equipment. When the reimbursements are issued, they are accounted for in this category.

Performance Measures
ObjecƟve Metric 2024-25
Target
2024-25 Actual
Deliver Timely EffecƟve
Response to ensure rapid
care and hazard
miƟgaƟon Strategic Goal:

Other Department
ObjecƟves
Meet the Total Response Time (TRT) goal
of 7 minutes or less to 90% of all lightsand-siren emergencies in the City as defined by the Department’s Master Plan.

TRT Includes Call Processing Time, Turnout
Time, and Travel Time. 7:00 8:35
Meet the Call Processing Time goal of 1
minute or less to 90% of all lights-andsiren emergencies in the City as part of TRT. 1:00 1:31
Meet the Turnout Time goal of 2 minutes
or less to 90% of all lights-and-siren
emergencies in the City as part of TRT. 2:00 1:59
Meet the Travel Time goal
of 4 minutes or less to 90% of all lightsand-siren emergencies in the City as part of TRT. 4:00 5:51
Provide Ɵmely service to
the development
community. Strategic
Goal: Housing
% of Fire Department Development
Review acƟviƟes completed within
published cycle Ɵmes.
80% 68%
While the Fire Department did not meet the response Ɵme performance targets in FY 2024-25, the target remains unchanged in FY 2025-26 due to NaƟonal Fire ProtecƟon AssociaƟon recommended standards.

The Fire Department successfully worked to implement process improvements based on data analysis and turnout Ɵmes consistently met the target. Turnout Ɵme is the one metric for which the Fire Department has complete control. FY 2024-25 was the first year since the metric was developed where staff met the stated goal. A combinaƟon of staff awareness and process improvement on dispatching contributed to meeƟng the objecƟve.

Travel Ɵme is the most difficult Ɵme to improve in the short term as responding units are impacted by road construcƟon, traffic, roadway design changes and expanded response zones due to annexaƟons in

Fire
the southern end of the City. Some locaƟons outside of the 4-minute response zones which generate a large proporƟon of calls further increase travel Ɵme stats. The Homeless Services Center at 40 Prado Lane is outside the four-minute response zone but is the locaƟon of nearly 400 calls the department responds to annually. This locaƟon and others like it increase overall travel Ɵme outside of performance measure targets. The planned opening of Interim StaƟon 5 with Engine 5 in the fourth quarter of FY 2027-28 will posiƟvely impact the travel Ɵmes as large porƟons of the southern porƟon of the City will fall under the 4-minute response coverage area.

Fire PrevenƟon staff encountered challenges largely resulƟng from the departure of the Fire Marshal in November 2024 that reduced staff capacity. A new Fire Marshal joined the City in January. The Fire Marshal is quickly coming up to speed and implemenƟng process improvements to Plan Review turnaround Ɵme and it is anƟcipated that Ɵmes will conƟnue to improve..

Accomplishments & Challenges
In AdministraƟon, staff conƟnued to provide planning, direcƟng, and evaluaƟon of all program acƟviƟes through department leadership, public informaƟon, personnel management, fiscal and contract management, strategic coordinaƟon, and grant efforts.

The Emergency Response division had a busy year serving the City of San Luis Obispo, responding to structure fires, car fires and vehicle accidents. In August 2024 the Bishop Fire burned adjacent to and threatened the City. Crews successfully stopped the fire’s progress, and no structures were lost. The Fire Department sent staff to many of the fires around the state including the fires in southern California in January 2025.

Staff applied for and were awarded a grant from the California Office of Traffic Safety to purchase updated extricaƟon tools. The new electric tools replace the previous diesel-powered tools in alignment with a Major City Goal. These new tools are also smaller and more powerful for quicker rescue of crash vicƟms resulƟng in beƩer paƟent outcomes.

CalFire released updated Fire Hazard Severity Zone maps in March and the number of homes in Fire Hazard Severity Zones increased from 35 parcels to well over 9,000 parcels. The Fire Marshal has worked in conjuncƟon with other City departments to have the updated maps adopted and conƟnues to work on updaƟng City codes in alliance with the maps.

The department completed 19,620 hours of training in FY 2024-25. Four Firefighters completed grant funded paramedic school and are now working as licensed paramedics at no cost to the City.

The Mobile Crisis Unit (MCU) conƟnued outreach to the unhoused community and was able to complete nearly 100 reunificaƟons. The Community Resources Services Specialist posiƟon began the year vacant but was filled in early fall. Shortly aŌer, an agreement with the County was finalized and a Licensed Psychiatric Tech (LPT) joined the MCU team. The LPT posiƟon has fundamentally changed the posture of the MCU in a posiƟve manner. With the LPT onboard, the relaƟonship with County Behavioral Health has become far more effecƟve, improving overall efficiency and integraƟon with behavioral health resources.

Together with a temporary intern, they conƟnue to make contact with unhoused and other at-risk community members needing services.

Fire
The Emergency Manager posiƟon was filled in February 2025 aŌer a yearlong vacancy, and has strengthened coordinaƟon with the Fire Marshal on public outreach for vegetaƟon management, defensible space, home hardening, the FireWise Neighborhood program, and AlertSLO public noƟficaƟons. AddiƟonally, the Emergency Manager has collaborated with a mulƟple departments on a variety of projects including the Office of Sustainability to apply for grant funding to protect criƟcal water and IT infrastructure; with the Community Development Department to adopt the Local Hazard MiƟgaƟon Plan, with the Firesafe Council to advance citywide evacuaƟon modeling.

Other Funds
Special Revenue & Other Funds
These funds include Community FaciliƟes Districts, Business Improvement Districts, and ConservaƟon Funds established to segregate special purpose money to ensure that it is spent for its intended purpose.

Year-end results for each fund are presented below.

Avila Ranch CFD No. 2017-1
OperaƟng Expenditures
This fund budgets for authorized services which include maintenance within Avila Ranch CFD Boundaries and transfers out to the General Fund relaƟng to Police Services, Fire Services and CFD AdministraƟon costs. Authorized Services have finished well below projecƟons. This is due to the ongoing buildout of the Avila Ranch project with many of the authorized services not needed currently. Any budgeted amount not used will carry over with fund balance to next fiscal year and will be used for subsequent years’ expenses. Transfers Out exceeded the budget due to the inclusion amounts that were budgeted in FY 2023-2024 but were not transferred unƟl FY 2024-2025. There is no expected ongoing impact as the transfers will be made quarterly within budgeted amounts going forward now that a process is in place to accommodate those transfers. Overall, total expenditures finished 23% below esƟmates, exceeding budget only due to the one-Ɵme catchup transfers.

Revenue
The fund collects property tax from residents under the Teeter Plan with the County and finished the year exceeding budget esƟmates by 3%. The reason for exceeding budget revenue is due to the budgeted amount being based on an esƟmated number of permits issued as of June 30th, whereas the tax levy submiƩed to and collected by the County was based on the actual number of permits issued as of June 30th, which exceeded the budget projecƟons. In addiƟon, Interest on Investment is not budgeted for but was earned based on the fund balance during FY 2024-2025. The investment income is not budgeted for due to the variable nature of revenue which cannot be relied upon for annual CFD expenditure as a stable source of revenue.
` FY 2023-24 FY 2024-25 FY 2025-26
Avila Ranch Actual Budget Actual Funds
Available % Budget
Contract Services 39,632 $ 90,884 $ 46,862 $ 44,021 $ 48% 74,511 $ Other Operating Expenditures 2,041 154,000 3,573 150,427 98% 24,500 Transfers Out 17,085 110,814 $ 386,517 $ (275,703) -249% 234,122 Total 58,758 $ 355,698 $ 436,952 $ (81,255) $ -23% 333,133 $ FY 2023-24 FY 2024-25 FY 2025-26
Avila Ranch CFD Actual Budget Actual Variance % Budget
Tax Revenue 258,289 523,648 539,453 15,805 3% 792,617
Investment Income 10,695 - 21,063 21,063 0% -
Total Revenue 268,984 523,648 560,516 36,868 7% 792,617

Other Funds
San Luis Ranch CFD no. 2019-1
OperaƟng Expenditures
The fund budgets for authorized expenditures, which include CFD administraƟon costs, trustee services, and arbitrage compliance. In addiƟon, the fund budgets for transfers out to General Fund for City Staff costs and for PAYGO amounts idenƟfied by the administrator, and debt service for bonds issued by the San Luis Ranch CFD Contract Services and Debt Service expenditures have finished just below projecƟons; however, Transfers Out exceeded the budget due to the inclusion of prior year amounts that were budgeted in FY 2023-2024 but were not transferred unƟl FY 2024-2025. The prior year’s transfer was made using fund balance held from prior year. There is no expected ongoing impact as the transfers will be made quarterly within budgeted amounts going forward now that a process is in place to accommodate those transfers. Overall, total expenditures finished 16% below esƟmates, exceeding budget only due to FY 2023-2024 transfers occurring in FY 2024-2025.

Revenue
The fund collects property tax from residents under the Teeter Plan with the County and finished the year exceeding budget esƟmates. The reason for exceeding budget revenue is due to the budgeted amount being based on an esƟmated number of permits issued as of May 1st, whereas the tax levy submiƩed to and collected by the County was based on the actual number of permits issued as of May 1st, which exceeded the budget projecƟons by 34%. In addiƟon, Interest on Investment is not budgeted for and the fund receives substanƟal amount of interest each year due to the bond proceeds which have not yet been expended. Interest on Investment is subject to arbitrage payments to IRS and is highly dependent upon the bond proceeds sƟll on deposit and therefore is not a stable source of revenue to rely upon for CFD annual expenditures.
` FY 2023-24 FY 2024-25 FY 2025-26
San Luis Ranch Actual Budget Actual Funds
Available % Budget
Contract Services 9,145 $ 187,205 $ 181,313 $ 5,892 $ 3% 197,644 $ Other Operating Expenditures - - - - 0% 141,773
Debt Service 911,650 949,450 927,450 22,000 2% 946,700
Transfers Out - 26,530 $ 245,664 $ (219,134) -826% 207,243 Total 920,795 $ 1,163,185 $ 1,354,427 $ (191,242) $ -16% 1,493,360 $ FY 2023-24 FY 2024-25 FY 2025-26
San Luis Ranch CFD Actual Budget Actual Variance % Budget Tax Revenue 1,274,999 1,000,250 1,345,180 344,930 34% 1,360,981 Investment Income 592,271 - 566,745 566,745 0% -
Total Revenue 1,867,271 1,000,250 1,911,925 911,675 91% 1,360,981

Other Funds
Boysen Ranch ConservaƟon Fund
Boysen Ranch consists of approximately 116 acres bounded by Los Osos Valley Road, Foothill Boulevard, and O’Connor Way. The City holds a series of conservaƟon easements that protect the approximately 25 acres of the Ranch to miƟgate impacts to wetlands and waters caused by the nearby commercial development projects on Los Osos Valley Road. As part of the original easement agreement, Boysen Ranch’s owners provided the City with an endowment. Required monitoring acƟviƟes are funded through investment income earned from this endowment.

OperaƟng Expenditures
Monitoring acƟviƟes costs were largely in line with budget. The FY 2025-26 budget includes a carryover of unspent prior year funds which will be used as called for in the endowment agreement.

Revenue
As an endowment fund, the Boysen Ranch fund depends on investment income to fund its operaƟons and has benefited greatly from market condiƟons in recent years. Investment Income not spent in the current year will be reinvested and made available to offset any shorƞalls in future years should they occur. ` FY 2023-24 FY 2024-25 FY 2025-26
Boysen Ranch Actual Budget Actual Funds
Available % Budget
Contract Services 9,135 $ 5,101 $ 5,023 $ 78 $ 2% 12,535 $ Total 9,135 $ 5,101 $ 5,023 $ 78 $ 2% 12,535 $
FY 2023-24 FY 2024-25 FY 2025-26
Boysen Ranch Actual Budget Actual Variance % Budget
Investment Income 18,353 7,500 20,157 12,657 169% 7,500 Total Revenue 18,353 7,500 20,157 12,657 169% 7,500

Other Funds
Downtown Business Improvement District
The City is the administrator for the Downtown Business Improvement District and collects the downtown assessment annually with the Business Tax renewals from businesses located within the geographical boundaries of the Downtown District. Business Tax cerƟficates are renewed at the beginning of each fiscal year. The revenue is then remiƩed to Downtown SLO via the fund’s Contract Services budget.

OperaƟng Expenditures
The fund remits all collecƟons to Downtown SLO and any variances from revenue or budget are due to Ɵming and amount of collecƟons. Variances to budget here are expected due to this Ɵming difference, however, total expenditures will always equal total revenue in the long run.

Revenue
Assessment revenues exceeded budget primarily due to an accounƟng adjustment for prior year assessments transferred to Downtown SLO in FY 2024-25. Based on year-to-date collecƟons, it is expected that assessment revenue will modestly exceed budget in FY 2025-26 and further accounƟng adjustments will not be necessary.
` FY 2023-24 FY 2024-25 FY 2025-26
Downtown Actual Budget Actual Funds
Available % Budget
Contract Services 396,392 $ 258,462 $ 185,341 $ 73,121 $ 28% 246,713 $ Total 396,392 $ 258,462 $ 185,341 $ 73,121 $ 28% 246,713 $ FY 2023-24 FY 2024-25 FY 2025-26
Downtown Actual Budget Actual Variance % Budget
Assessments 265,255 $ 258,462 $ 319,277 $ 60,815 $ 24% 246,713 $ Total Revenue 265,255 $ 258,462 $ 319,277 $ 60,815 $ 24% 246,713 $

Capital Projects
Capital Improvement Plan Update
A Year in Review
This year, the City’s Capital Improvement Program advanced several major projects that improved infrastructure, safety, and community spaces. ConstrucƟon progressed on Mission Plaza improvements, including a new restroom and kiosk to enhance public use, and on the Mid-Higuera Bypass, which realigns the creek to reduce flood risk and improve regional resilience. Work conƟnues on the Cultural Arts District Parking Structure, which is taking shape, while maintenance at the Palm Street garages and upgrades to parking systems improved reliability and user experience. This year, the City also completed the Laguna Lake Dog Park and North Broad Park, expanding access to recreaƟon throughout the community. In addiƟon, nearly $13 million in street paving and sealing work was completed citywide, including the 2023 Arterials Project and the 2024 Sealing Project, improving roadway condiƟons, extending pavement life, and adding quick-build complete street improvements to increase safety on the roadway. Key water projects were completed, including the Johnson Avenue Waterline Replacement and California Boulevard Waterline Replacement, improved system reliability. Progress also conƟnued on transit charging infrastructure in support of the City’s carbon neutrality goals. Together, these efforts reflect the City’s commitment to delivering sustainable, reliable, and community-focused infrastructure that meets both current and future needs.

Project Tables
The following tables detail the projects that were completed or ongoing during the fiscal year as well as the major and legacy projects in the design phase:

Project Number Project Total Budget Estimated Construction Completion Date Additional Comments
2000049 842 & 919 Palm Parking Structure Repairs $ 2,538,989 Completed 2000126 Water Treatment Plant Generator
Improvement Project at Facility 98 $ 3,527,523 Completed 2000188 Mitchell Park Revitalization $ 471,253 Completed 2000525A Parking Equipment at Gate Entry (842
Palm) $ 312,000 Completed
2000578 Johnson Waterline $ 5,204,444 Completed
2000615 2024 Sealing Project $ 3,000,000 Completed
2001050 Tank Farm Lift Station Discharge Pipe
Replacement Phase 2 $ 223,678 Completed
2001065 2023 Arterials $ 9,823,766 Completed
2001069 Righetti Hillside Emergency Repair $ 1,540,000 Completed 2091368 Reservoir 2 Cover Replacement $ 2,617,247 Completed 2091683 North Broad Park $ 1,533,939 Completed
2000031-08.01 Damon Garcia Sports Field Complex
Parking Lot Maintenance $ 130,000 Completed
2000031-08.05 Johnson Park Parking Lot Maintenance $ 50,000 Completed 2000032-04 Railroad Safety Trail from Cal Poly to Taft
Street $ 130,775 Completed
2000036-04 North Chorro Greenway Underbelly
Lighting $ 50,000 Completed
2090742-08 Trash Capture Phase I $ 23,575 Completed
2090742-13 Chorro CMP Replacement $ 37,819 Completed
2000036-05 North Chorro Greenway Underbelly
Painting $ 60,000 Completed
2000075-06 Fire Station 4 Exterior Painting $ 55,000 Completed 2000075-07 Parking HVAC Replacement $ 260,000 Completed 2000075-9.01 Corporation Yard Fuel Island and Wash
Station Rehabilitation $ 827,556 Completed
2001001-14 Higuera St Crack Sealing $ 109,072 Completed 2001010-01 Cheng Park Revitalization $ 807,786 Completed 2090742-10 Smith Augusta CMP Emergency Repair $ 850,000 Completed 2001001-15 Santa Fe Bridge Railing Repair $ 127,000 Completed 2001068 Laguna Lake Dog Park $ 1,600,000 Completed
2000034-03 Wash Water Tank #1 $ 753,807 Completed
2001001-02 Palm Street Sidewalk Replacement $ 176,205 Completed 2001066B 1166 Higuera Parking Lot $ 428,183 Completed
2000545 California Waterline Replacement $ 1,550,505 Completed 2000535 Transit EV Charging Infrastructure $ 2,300,000 Completed 2000561 Morro and Mill Sewer Replacement $ 2,800,000 Q1 FY 25-26 Construction Ongoing 2091219 Wastewater Resource Recovery Facility
Upgrade $ 143,376,754 Q1 FY 25-26 Construction Ongoing
2000075-13.01 Jack House Roof and Windows $ 499,554 Q1 FY 25-26 Construction Ongoing 2000539-02 Sierra Way Waterline Replacement $ 2,766,449 Q1 FY 25-26 Construction Ongoing 2000096 Sewer-main Replacement: Foothill and
Santa Rosa CalTrans $ 598,591 Q2 FY 25-26 Construction Ongoing 2090649 Mid-Higuera Bypass $ 11,550,000 Q2 FY 25-26 Construction Ongoing 2091439 Mission Plaza Enhancements $ 3,729,574 Q2 FY 25-26 Construction Ongoing 2000114-02 City Hall's Finance/IT Remodel $ 1,337,705 Q2 FY 25-26 Construction Ongoing Completed & Ongoing Construction Capital Projects (July 2024 -June 2025)

2000574-01 Downtown Multi-Space Pay Station
Installation $ 1,400,000 Q2 FY 25-26 Construction Starting in Q2 FY25-26
2000577-04 1106 Walnut TI $ 2,000,000 Q2 FY 25-26 Construction Ongoing 2000615-01 Grand Ave Sealing Project $ 429,000 Q2 FY 25-26 Construction Starting in Q2 FY25-26
2091506-02 Bob Jones Trail Groundwater Well Drilling
(Packet 2) Q2 FY 25-26 Construction Starting in Q4
FY24-25
2000117 Cultural Arts District Parking Structure $ 47,000,000 Q3 FY 25-26 Construction Ongoing 2000054-01 Righetti Community Park $ 13,668,912 Q2 FY 26-27 Construction Starting in Q2 FY25-26
Project Number Project

TOTAL ESTIMATED

PROJECT COST
(Construction Phase)
Estimated Construction
Start Date Additional Comments
2091503 California and Taft Roundabout $ 4,000,000 Q1 FY 26-27 Right of way acquisition in
progress and finalizing design
documents.
2091252 Prado Road Bridge and Road Widening $ 28,210,000 Q2 FY 27-28 Working on regulatory permits
and 90% constuction
documents.
2091613 Prado Road Interchange $ 124,000,000 Q2 FY 29-30 Value Analysis phase underway Status of Major and Legacy Projects in Design

Major City Goals
Major City Goal Update
The table below shows the Major City Goal tasks included in the 2023-25 Financial Plan. Of the 145 tasks expected to be completed during the Financial Plan, 129 or 89% were either completed or ongoing. A brief summary of how each task was completed is included in the table below and the writeups that follow include addiƟonal informaƟon on tasks that were not completed as expected.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

1.1 For All Members of the Community
ER,CV & FS Sustainable, Diverse, and Inclusive
Economic Development 1.1
a. Implement the relevant actions in the updated
Economic Development Strategic Plan (EDSP) focusing on
those relevant to Economic Resiliency, Cultural Vitality and Fiscal Sustainability.

ADM (ED&T) Ongoing Ongoing
In FY 2024-25, work continued on developing a formalized business retention and expansion program and supporting arts and culture through programs like ARTober. In FY 2024-25, 128 businesses were assisted; 90 of these businesses were existing and 38 were new businesses.

ER,CV & FS Sustainable, Diverse, and Inclusive
Economic Development 1.1
b. Continue to partner with the Office of Sustainability to implement the economic development related actions in
the Climate Action Plan (CAP) as well as the sustainability related actions in the updated Economic Development
Strategic Plan (EDSP)
ADM
(ED&T/Sustainability) Ongoing Ongoing
The ED&T team continues to implement the Keys for Trees program in support of the City's CAP, in which 1% of TBID assessment revenues are dedicated towards planting trees in the community in partnership with EcoSLO and the City's
Sustainability and Natural Resources Office.

ER,CV & FS Sustainable, Diverse, and Inclusive
Economic Development 1.1
c. Continue to partner with the Office of Diversity, Equity and Inclusion (DEI) to implement the economic
development related actions in the DEI major City goal
and planned DEI strategic framework as well as the DEI
related actions in the updated Economic Development
Strategic Plan (EDSP)
ADM (ED&T/DEI) Ongoing Ongoing
In FY 2024-25, the ED&T team helped to orient the new staff in the DEI office on areas of overlap between the EDSP and DEI Strategic Plans and collaborated on work such as programming, business outreach, and demographic surveys as part of the business license process.

ER,CV & FS Sustainable, Diverse, and Inclusive
Economic Development 1.1 e. Continue to update the employment scorecard and the economic activity scorecard.

ADM
(ED&T)/CDD/PW/FIN Ongoing Ongoing Updated data is published at regular intervals on the City website.

ER,CV & FS Sustainable, Diverse, and Inclusive
Economic Development 1.1
d. Continue to monitor local labor participation in major City projects and adjust the City's efforts as needed to ensure local labor participation through the use of
Community Workforce Agreements and other similar
tools. Work to finalize CWA for Prado Overpass and Public Safety Center.

PW/Util Ongoing Ongoing
Monitoring of local labor participation ongoing. Since 2023, City construction projects have seen 72% of hours completed by local labor.

1.2 Business Support
ER,CV & FS Business Support 1.2
a. Continue activations, promotions and programs like
"Buy Local Bonus", "Eat Local Bonus" and "Shop local" to build economic resiliency through out the City and
including downtown.

ADM (ED&T) Ongoing Ongoing
In FY 2024-25, the ED&T team executed various "support local" campaigns. For example, for the 2024 Buy Local Bonus Program, the City’s initial investment of $115,000 in gift cards incentivized $753,597 in additional local spending by shoppers, resulting in a record-breaking 685% return on investment. The ED&T team also conducted a 5-year look-back and analysis on the Buy Local Bonus program to better understand trends and performance.

ER,CV & FS Business Support 1.2
b. Continue to work with partners at the Chamber, REACH, Cal Poly, Downtown SLO, SCORE and others to support the business community through retention, creation,
attraction, education and communication efforts.

ADM (ED&T) Ongoing Ongoing
In FY 2024-25, the ED&T team continued partnerships with various economic development partners and collaborated with them on business technical assistance, including the
development of the new business retention and expansion program.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

ER,CV & FS Business Support 1.2 c. Continue to promote the City to tourists, visitors and locals through the efforts of the TBID and the PCC. ADM (ED&T) Ongoing Ongoing In 2024, the City welcomed 1.5 million visitors, generating a direct spending impact of $455 million and $648 million in total economic impact across the region, supporting about 4,700 total jobs. In FY 2024-25, the City collected a record-breaking $11.4 million in transient occupancy tax revenue, showing a strong performance for the work of the TBID and PCC.

ER,CV & FS Business Support 1.2
e. Ensure broad and inclusive engagement in area and
specific plans updated by the Community Development
Department to represent the needs of local businesses.

ADM (ED&T)/CDD Ongoing Ongoing
The City continues to seek broad community engagement for updates to plans, including work on the Upper Monterey Special Focus Area, and Airport Area Plan update. The Community Development Department worked with the DEI team on the
update to the Historic Preservation Ordinance and Context Statement and will continue to partner with DEI staff on upcoming projects.

ER,CV & FS Business Support 1.2
g. Continue to support new and expanded private
childcare options through the use of grant funding and
other programs.

ADM (ED&T) Ongoing Ongoing
To date, the grant has created 11 newly licensed businesses and 116 slots for children, with 8 applicants pending licensure with potential to create an additional 92 slots.

In FY 2024-25, ED&T staff applied for grant funding for an extension of existing childcare grant program and a pilot program to waive fees for day care centers, but was not selected for funding.

ER,CV & FS Business Support 1.2
h. Continue to support the childcare options for school age children through the City's own programs and
programs in conjunction with other partners.

P&R Ongoing Ongoing
Provided childcare at 5 school sites during the school year and at 3 camp sites during the summer. Partnered with SLCUSD and CAPSLO Child Care Resource Center for all program periods.

ER,CV & FS Business Support 1.2
I. Proactively evaluate and implement after briefing
Council on opportunities to partner with Cal Poly, San Luis Coastal Unified School District and other major employers for employer supported childcare programs.

P&R Ongoing Deferred
See notes below.

ER,CV & FS Business Support 1.2
j. Represent the interests of the business community
during the implementation of the broadband strategic
plan.

ADM (ED&T) Ongoing Ongoing
Staff continues to respresent the interests of the business community in the Broadband Strategic Plan.

ER,CV & FS Business Support 1.2
d. Continue to focus on efficiency and transparency in the permitting process through implementation of new tools, performance management reporting, and enhanced
customer transparency tools. Report recurring
performance measures or permit processing times during
General Plan Annual Report.

CDD Ongoing Ongoing
Key performance indicator dashboards are available online to help set accurate expectations with our customers for permit processing timelines, code enforcement responses, and customer service results.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

ER,CV & FS Business Support 1.2
f. Conduct outreach and engagement with property
owners and businesses in the Upper Monterey Special
Focus Area to confirm scope in pursuing an area plan
consistent with Land Use Element Policy 8.2.2.

CDD FY25 Q4 FY25 Q4
CDD, in coordination with Economic Development, conducted a wide range of outreach and engagement opportunities with property owners, businesses, and the general public regarding the Upper Monterey Special Focus Area. These events / activities included two outreach events (a focus group on January 16, 2025 and an open house on January 30, 2025), an online survey on Open City Hall that captured 186 responses, and one on one interviews. In parallel with this City effort, Cal Poly’s City and Regional Planning Department led a Graduate Student Studio that researched and came up with design concepts for the Upper Monterey Area and presented them to the Planning Commission on May, 28, 2025.
https://opengov.slocity.org/WebLink/DocView.aspx?id=210672& dbid=0&repo=CityClerk&cr=1

1.3 Arts & Culture Support
ER,CV & FS Downtown Vitality 1.3
d. Develop a Council report and Study Session on
downtown vacancies, the status and possible options to
address any issues identified.

ADM (ED&T) FY24 Q2 FY24 Q3
Staff completed Council briefings on downtown vacancies and vibrancy in Spring 2024.

ER,CV & FS Downtown Vitality 1.3
a. Continue to partner with Downtown SLO to ensure the
promotion, resiliency, growth, and vitality of the
Downtown.

ADM (ED&T) Ongoing Ongoing
ED&T staff continued to partner with Downtown SLO on
numerous projects and issues, including on the holiday lights activation in Mission Plaza, Concerts in the Plaza, and the Clean and Safe Program.

ER,CV & FS Downtown Vitality 1.3
b. Continue to financially and operationally support
Downtown SLO during the winter holidays including
incentivizing private participation through the matching program.

ADM (ED&T) Ongoing Ongoing
ED&T staff continued to partner with Downtown SLO on
numerous projects and issues, contributing $150,000 towards the on the holiday lights activation in Mission Plaza in FY 2024-

25. ER,CV & FS Downtown Vitality 1.3
c. Continue to support the Downtown SLO programs like
Clean & Safe, the Ambassadors and homelessness
support.

ADM (ED&T) Ongoing Ongoing
ED&T staff continued to partner with Downtown SLO on
numerous projects and issues, including funding $60,000 for the Clean and Safe program in FY 2024-25.

ER,CV & FS Downtown Vitality 1.3
Develop an implementation plan for the recently adopted Access and Parking Management Plan and begin
execution of the plan.

PW Ongoing Ongoing
Implementation of some APMP elements complete, and new
projects and programs underway consistent with subsequent 2024 Parking Rate Study and Technology Roadmap.

ER,CV & FS Downtown Vitality 1.3
g. Replace the existing Mission Plaza Restrooms in
compliance with Mission Plaza Concept Plan and Council
Direction.

PW Ongoing Ongoing
Construction ongoing. Completion expected in November 2025 ER,CV & FS Downtown Vitality 1.3 f. Begin construction of the Cultural Arts District Parking Structure. PW FY24 Q2 FY24 Q2
The Cultural Arts District Parking Structure broke ground in November and construction is on schedule to be completed in early 2026.

1.4 Downtown Vitality
ER,CV & FS Support Arts and Culture 1.4
h. Develop a Council Memorandum on the current base
level of economic support for Arts and Cultural activities across the various departments in the City.

ADM (ED&T) FY24 Q2 FY24 Q2
A memo was completed and distributed to Council in December 2023.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

ER,CV & FS Support Arts and Culture 1.4
g. Initiate implementation of the consultant
recommended phased approach to update the City's
historic resources inventory.

CDD FY24 Q2 FY24 Q2
The City has initiated implementation of the phased approach to update the historic resources inventory. A consultant was hired in November 2023 and has conducted multiple study sessions with the CHC. A draft of the ordinance is going out for public review on 9/18/25. Staff anticipates bringing the update forward for CHC review on 9/29/25, PC 10/22/25 and CC 12/2/25.

ER,CV & FS Support Arts and Culture 1.4 a. Continue to work with our community partners to ensure the Cultural Vitality of the City.

P&R/ADM (NR&S)/ADM
(ED&T) Ongoing Ongoing
Parks and Recreation have enhanced partnerships with Arts Council, local artist groups and SLOMA to enhance cultural offerings, including Artist Lecture series, public art tours and events, and promotions of the public art program.

ER,CV & FS Support Arts and Culture 1.4 b. Continue to execute the City's public art master plan. P&R Ongoing Ongoing During the fiscal year, the City reignited the Box Art program, with over 20 installations and several artist events. Public Art staff worked with PW staff to install a major art piece under the North Chorro underpass. Restoration was complete on Seven sisters bridge railing. Outreach and promotion to the community and visitors has expanded. The Public Art program provided enhanced programming, including real artist classes in summer camps, senior center tours, several volunteer led public art maintenance days. The City public art staff also became intricately involved in California and nationwide outreach and advisory opportunities.

ER,CV & FS Support Arts and Culture 1.4
c. Ensure that the City promotes the various City and
privately owned art installations through programs like the public art promotional plan developed by the PCC.

ADM (ED&T) Ongoing Ongoing
The ED&T team continued to promote public art through
programs such as ARTober.

ER,CV & FS Support Arts and Culture 1.4
d. Continue to financially support the Arts and Cultural Activities of the City through the PCC's GIA program and the additional grant funding via the PCC.

ADM (ED&T) Ongoing Ongoing
In FY 2024-25, through the PCC the City Council awarded $100,000 in funding through the CACP grant program to 23 nonprofits for events and festivals occurring in the city.

ER,CV & FS Support Arts and Culture 1.4 e. Continue the citywide banner program. ADM (ED&T) Ongoing Ongoing ED&T staff continued to implement the banner program,
including adding an Independence Day banner series and
garlands on light poles during the month of July.

ER,CV & FS Support Arts and Culture 1.4
f. Continue to support the preservation of the City's
adobes, including work on the La Loma Adobe through a
phased approached intended to ensure that the structure is ready for active stabilization efforts by 2025.

ADM (NR&S) FY25 Q4 FY25 Q4
Staff are actively supporting the City's partnership relationship with the Friends of La Loma Adobe (FLLA). This past year saw the stabilization of the east wall of the building, submittal of plans, specifications and engineering in support of FLLAs building permit application, and meaningful progress towards addressing the lot line boundary issue.

1.5 Practicing Fiscal Responsibility
ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5 c. Implement a City fee program update. CSG FY24 Q4 FY25 Q1 The User Fee Study and recommended fee changes were
presented to and adopted by Council on July 2, 2024. The updated fees went into effect on October 1, 2024.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5 d. Implement a Development impact fee (AB1600) study and update. CSG FY24 Q3 FY26 Q2 See notes below.

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5
Continue to implement and enhance the City's sound
financial management practices to support stability of the organization and services provided to the community.

Fin Ongoing Ongoing
The Finance Department continues to implement financial management practices to support the organizational stability of the organization. The department continues to provide trainings to City staff to increase the level of financial acumen within the organization and to educate staff on financial policies and procedures. In developing the 2025-27 Financial Plan, the department required that all budget submittals keep non-staffing budgets at the FY 2024-25 adopted level, forcing a careful consideration of what was budgeted in each account. Finally, the department has begun an effort to evaluate all sections of the Financial Management Manual to ensure that policies and procedures are clear and reflect the current needs of the organization.

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5 e. Monitor Public Banking advances and alert the City Council to major changes. Fin Ongoing Ongoing There have been no notable advances or major changes to public banking.

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5
f. Continue to support and prioritize employee
development and growth through investing in resources
to train, develop, and onboard new and transitioning
employees.

HR/All Ongoing Ongoing
Continued efforts are focused on strengthening training and development opportunities for City employees. A comprehensive learning and development plan was launched at the beginning of FY 2024-25, offering targeted trainings for employees such as Leader as a Coach, Difficult Decisions, and Effective DecisionMaking. City-led sessions have also addressed key topics such as Performance Management 101 and proper timecard completion and approval. Additionally, approximately ten individualized coaching opportunities have been provided for supervisors and managers across the organization to further support leadership growth.

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5
g. Continue to support employees in managing their
workloads by reviewing and prioritizing work efforts,
goals, and balancing trade-offs for a new workload.

HR/All Ongoing Ongoing
Work continues to focus on helping employees effectively manage and prioritize their workloads. Supervisors are
encouraged to hold one-on-one check-ins with employees to review priorities, with some teams also conducting “priority roundtable” discussions to clarify and discuss workload distribution. One component of our Supervisor’s Toolkit includes practical resources to enhance engagement and workload
prioritization.

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5 h. Continue to evaluate and adjust internal meetings to create more effective meeting practices. HR/All Ongoing Ongoing Ongoing efforts continue to focus on improving meeting
effectiveness across the organization. ‘No Meeting Fridays’ are encouraged to promote focus time, and a standardized meeting agenda template is encouraged to use to help teams spend meeting time more efficiently and productively.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5 i. Continue promoting cross-department communication and collaboration amongst employees. HR/All Ongoing Ongoing Efforts to enhance cross-department communication and
collaboration remain ongoing. City Manager all-employee briefings have continued, with the date adjusted during the fiscal year to better accommodate participation. Interdepartmental connections have been strengthened through initiatives such as the establishment of the CSG Program Managers meeting.

Employees responded positively to the Working as HighPerforming Teams training, which focused on improving communication and collaboration organization-wide.

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5
j. Continue to evaluate and enhance the training and
usability of Oracle Cloud, the City's Enterprise Resource Planning/Human Capital Management software.

IT/Fin/HR Ongoing Ongoing
Ongoing work on Oracle focuses on continuously improving system usability, functionality, and efficiency across
departments. This includes implementing system enhancements, ensuring compliance with evolving legal requirements, and developing solutions to address system issues. Staff in IT, HR and Finance continue to provide support to end users through development and delivery of training resources such as Oracle Guided Learning (OGLs). IT, HR and Finance collaborate closely to identify pain points, deliver targeted system improvements, and ensure that Oracle remains aligned with the City’s operational needs and strategic goals. Key initiatives from 2023–2025 included implementing an automated overtime calculation, updating time cards, and making configuration changes to align with new MOUs.

ER,CV & FS Ensuring Fiscal Responsibility and
Sustainable City Operations 1.5 b. Conduct a Study Session on alternative capital project delivery options and determine whether Council wishes to PW/Util Ongoing Ongoing See notes below.

2.1 Establish Office of DEI
DEI Operationalize Office of DEI 2.1
a. Based on the completion of the DEI Strategic Plan,
determine the ongoing support structure needed in the
Office of DEI to optimally deliver organizational and
community programs and services.

Admin-DEI Ongoing FY26 Q1
The Office of DEI is now fully staffed with a Manager and Administrative Specialist. The Office also utilizes intern/fellow support as well as limited support from DEI Employee Committee staff.

DEI Operationalize Office of DEI 2.1 b. Work with Cal Poly and Cuesta to host interns. Admin-DEI Ongoing Ongoing The Office of DEI has hosted Cal Poly interns/fellows and has continued to expand this effort in CY 2025. The Office of DEI has also posted an internship opportunities with the Cuesta College Ethnic Studies and Cal Poly Psychology departments. Student interns will continue to be part of our work moving forward.

DEI Operationalize Office of DEI 2.1
c. Further develop purpose, role, activities, and enhance impact of DEI Employee Committee, including equal
standing and priority to tasks and responsibilities assigned to the members (e.g. ERGs, newsletters, cultural
celebrations, trainings, internal communication, public web pages, etc.).

Admin-DEI Ongoing Ongoing
The DEI Employee Committee has continuously met and
produced internal newsletters in addition to other activities. The Committee recently finalized a charter, which clarified roles, responsibilities, created subcommittees, and implemented a workplan for the coming FY. The Office of DEI will continue to support the DEI Committee moving forward.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

DEI Operationalize Office of DEI 2.1 d. Continue to support and act as the staff liaison to the Human Relations Commission (HRC). Admin/DEI Ongoing Ongoing The Office of DEI continues to staff and support the HRC.

DEI Operationalize Office of DEI 2.1
e. Continue to provide grant support to the HRC for DEI High Impact Grants, Community Development Block
Grants and Human Services Grants and complete
necessary follow up and reporting with grant recipients.

Admin-DEI Ongoing Ongoing
The Office of DEI continues to support the HRC for their two grants and ensure proper notice and outreach, review of applications, as well as necessary reporting and follow-ups.

2.2 Develop & Implement DEI Strategic Plan
DEI Develop & Implement DEI Strategic
Plan 2.2
a. Complete a DEI Strategic Plan for comprehensive DEI
initiatives and programming for the organization and
community based on needs, priorities, and resource
assessments.

Admin-DEI FY24 Q3 FY24 Q3
The DEI Strategic Plan was presented to and approved by Council in February 2024 and is being implemented. A yearly progress report will be presented to Council in June.

DEI Develop & Implement DEI Strategic
Plan 2.2 b. Implementation of prioritized programs as outlined in the DEI Strategic Plan within available resources. Admin-DEI Ongoing Ongoing The Office of DEI continues to plan for and implement items in the DEI Strategic Plan based on priority (i.e., Major City Goal items). This has been operationalized into the Office of DEI.

2.3 Workforce Recruitment & Retention
DEI
Foster and Promote Equitable
Recruiting, Hiring, Retention, and
Promotion Practices

2.3 a. Continue to enhance job descriptions and recruiting materials such as materials in Spanish or in different
formats to easy access.

HR Ongoing Ongoing
The Office of DEI researched various best practices for recruitment and is leveraging the DEI Employee Recruitment/HR Subcommittee to refine the research and recommend best
practices to HR.

DEI
Foster and Promote Equitable
Recruiting, Hiring, Retention, and
Promotion Practices

2.3 b. Assess and develop enhancements processes such as implementing DEI-focused screening and interviewing
trainings to personnel and interview panels.

HR Ongoing FY25 Q4
The Office of DEI researched various best practices for screening and interviewing and is leveraging the DEI Employee
Recruitment/HR Subcommittee to refine the research and
recommend best practices to HR.

DEI
Foster and Promote Equitable
Recruiting, Hiring, Retention, and
Promotion Practices

2.3 c. Create and rollout DEI-focused trainings for employees. HR Ongoing FY27 Q4 The Office of DEI has contracted with external professional experts to develop content and lay groundwork for future workshops on topics such as bias, mircoaggressions, and cultural humility for the entire organization.

DEI
Foster and Promote Equitable
Recruiting, Hiring, Retention, and
Promotion Practices

2.3 d. Examine policies and programs to support primary caretakers. HR Ongoing Ongoing
The Office of DEI has created a Caregivers/Family Friendly Workplace Subcommittee through the DEI Employee Committee which recently submitted the Family Friendly Workplace
Assessment and will be reviewing the results when they arrive.

DEI
Foster and Promote Equitable
Recruiting, Hiring, Retention, and
Promotion Practices

2.3 e. Continue communicating childcare options and
resources for City employees; additional to First 5
findings. Explore flex schedules, job share, remote
options, etc.

HR Ongoing Ongoing
The Office of DEI has created a Caregivers/Family Friendly Workplace Subcommittee through the DEI Employee Committee that will assist with this work. The City recently implemented a remote work policy in Jan 2025, the Office of DEI will support implementation as needed.

2.4 Inclusive & Equitable Workplace
DEI Enhance Inclusive & Equitable
Workplace Environment 2.4 a. Develop and adopt a DEI statement for the organization. Admin-DEI FY24 Q1 FY24 Q3 A DEI statement was developed and included in the DEI Strategic Plan.

DEI Enhance Inclusive & Equitable
Workplace Environment 2.4 b. Develop and implement a DEI module in new hire onboarding process. HR Ongoing Ongoing The Office of DEI has updated the pronouns module in the onboarding process in collaboration with HR. The Office of DEI also participates in the Day of Welcome program.

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DEI Enhance Inclusive & Equitable
Workplace Environment 2.4
c. Provide DEI-related training for all staff of all levels (Council, Commission, Advisory Board, Directors,
Managers, Staff, etc.).

Admin-DEI/HR Ongoing FY27 Q4
The Office of DEI has contracted with two external professional experts to develop four DEI workshops that will be used across the organization to provide staff and leadership with the knowledge, tools, and skills needed to create a workplace culture that embraces diversity, equity, and inclusion.

DEI Enhance Inclusive & Equitable
Workplace Environment 2.4
d. Complete a planning study for gender-inclusive
restroom and sleeping facilities for Fire Stations 3 & 4.

Process with design work pending results of study.

Public Works/Fire Ongoing FY26 Q1
Study is complete and gender inclusivity is being incorporated into design of tenant improvements for Fire Station 3 & 4.

2.5 Community-based Policing & Restorative Practices
DEI Community-based Policing &
Restorative Practices 2.5 a. Promote DEI best practices in Police Department (PD) recruiting and hiring efforts. Admin-DEI/PD/HR Ongoing Ongoing The Office of DEI has met with PD staff multiples times to learn about their current recruitment process. The Office of DEI has made recommendations to improve the recruitment process, including updates to the PD website. This will be ongoing collaboration and has been operationalized into our workflows.

DEI Community-based Policing &
Restorative Practices 2.5
b. Work in partnership with Facilities and PD to ensure new public safety building design is equitable and
inclusive for the community and all department
employees.

Admin/PD/Public Works Ongoing Ongoing
Tenant improvements at 1106 Walnut and 1042 Walnut are
being prioritized at this time. Plans for the Public Safety Center will continue – but timing and location is unknown at this time.

DEI Community-based Policing &
Restorative Practices 2.5
c. Continue to work with community partners (PAC and
Roundtable) to give the community a voice in policing and that 21st Century Policing Recommendations are
implemented where possible.

PD Ongoing Ongoing
The Office of DEI is attending the PAC as well as collaborating with SLOPD on their strategic plan DEI efforts.

DEI Community-based Policing &
Restorative Practices 2.5 d. Use Community partnerships to help build a 5-year strategic plan to create transparency and legitimacy. PD Ongoing FY24 Q1 PD's 5-year Strategic Plan has been created, staff's work on objectives is ongoing.

2.6 Cal Poly & Cuesta Partnerships
DEI
Enhance and Expand Cal Poly & Cuesta
College Partnerships and Educational
Opportunities

2.6 a. Establish bimonthly collaborative and informative meetings with Cal Poly Office of University Diversity & Inclusion and Cuesta College Office of Student Equity & Special Programs to further explore partnerships around education and training.

Admin-DEI Ongoing Ongoing
The Office of DEI participates in the existing Diversity Partners Network meetings which meets on a monthly basis and includes the organizations listed here. At the end of the FY, the Office of DEI will present their annual report at this meeting. This has been operationalized moving forward.

DEI
Enhance and Expand Cal Poly & Cuesta
College Partnerships and Educational
Opportunities

2.6 b. Utilize the Assistant VP for Strategic Planning and Network at Cal Poly OUDI to research best practices,
grants for internships, programs, outreach, innovative
practices, etc.

Admin-DEI Ongoing Ongoing
The Office of DEI Manager and the Assistant VP for Strategic Planning Network at Cal Poly have meetings scheduled on a quarterly and reoccurring basis. This has been operationalized into the office's workflow.

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DEI
Enhance and Expand Cal Poly & Cuesta
College Partnerships and Educational
Opportunities

2.6 c. Host City/Cal Poly quarterly roundtable (City & Cal Poly leadership, DEI Employee Committee, HRC, Cal Poly
students, DEI Leaders, Cuesta College, etc.) regarding
community/student experience, relationship-building and partnership programs.

Admin-DEI Ongoing Ongoing
The Office of DEI continues to work with Cal Poly and Cuesta College to increase collaboration and partnership. Diversity Partners Network meetings are one of the ways that
collaboration occurs, in addition to the future development of a DEI Advisory Council in 2026. The DEI Advisory Council will be a collaborative iniative between the Office of DEI and Cal Poly's Office of Diversity and Inclusion. This will be a group of community advisors brought together twice a year to provide feedback and ideas on both organizations projects and iniatives.

DEI
Enhance and Expand Cal Poly & Cuesta
College Partnerships and Educational
Opportunities

2.6 d. Explore and develop shared multicultural programming, activities, and events with Cal Poly, Cuesta College, and Non-profit partners through a pilot and/or pop up
multicultural center experience.

Admin-DEI Ongoing Ongoing
The Community Belonging Series, which was a partnership with Cal Poly and other community partners, ran through FYs 2023-25 and held multicultural programming free for the community. The Office of DEI will be evaluating the outcomes of the series to determine next steps and how to incorporate the into continued work.

DEI
Enhance and Expand Cal Poly & Cuesta
College Partnerships and Educational
Opportunities

2.6 e. Contract to develop a feasibility study for a
multicultural center. Admin-DEI Ongoing Ongoing
Design study completed by Cal Poly students in March 2023. In 2024, work shifted to pilot events in different spaces throughout the community to better understand the need for a center. The Community Belonging Series with Cal Poly OUDI, hosted 8 events and concluded in June 2025. The final report and findings related to a potential center are being completed. Staff are moving forward with a new iteration of the Community Belonging Series, called the The Belonging Project that will continue to bring the community together to create space to discuss and learn about what brings us together. We will be offering a variety of workshops, cultural events, community dialues, and collaborative partnerships. This will continue to be operationalized into our Office's workflow.

2.7 Access, Inclusion, Support for Underrepresented
Communities
DEI
Strengthen Public Access and
Engagement through Transformational
Strategies

2.7 a. Support the development and implementation of the Broadband Strategic Plan to ensure access is equitable
and pursue funding to fill gaps.

Admin-DEI/IT Ongoing FY26 Q2
Phase 1 of the Broadband Plan will be completed in November 2026 with the completion of the City's Last Mile Federal Funding Account project. Staff expects plans to be complete and to Council for authorization to bid by December 2025.

DEI
Strengthen Public Access and
Engagement through Transformational
Strategies

2.7 b. Continue to provide Community Academy program in even numbered years including application outreach to
underserved/underrepresented communities.

Admin-DEI Ongoing Ongoing
The Office of DEI along with additional departments at the City will be hosting a Candidate Education Offering in November 2025 which will recur on a biennial basis, alternating with the Community Academy.

DEI
Strengthen Public Access and
Engagement through Transformational
Strategies

2.7 c. Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN) to ensure
diverse participation.

Admin-DEI Ongoing Ongoing
The Public Engagement and Noticing Manual has been updated and initial trainings completed. The training, which was reviewed by the Office of DEI, will continued to be offered by
Communications staff.

2.8 Community Education & Programming

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DEI Equity & Inclusion in Budgeting,
Planning, Programming & Policymaking 2.8
a. Review and embed DEI language into existing policies and procedures, codes of conduct within facilities, parks, programs, events, and rentals for services provided to the community.

Admin-DEI Ongoing Ongoing
The Office of DEI is utilizing their DEI Support Request Form to receive policy/procedure review requests. Thus far, the Office has reviewed four internal policies and has met with the Swim Center staff about their specific procedures and how to ensure inclusivity for all. This has been operationalized within the Office of DEI and will continue to be part of our ongoing work.

DEI Equity & Inclusion in Budgeting,
Planning, Programming & Policymaking 2.8
b. Include DEI Manager Financial Planning Steering
Committee meetings. Admin-DEI Ongoing Ongoing
DEI Manager has been included in Financial Planning Steering Committee meetings. Operationalized into workflow.

DEI Equity & Inclusion in Budgeting,
Planning, Programming & Policymaking 2.8
c. Edit existing and create new policies and procedures that reflect a DEI lens for internal processes to ensure all City Departments support the DEI MCG.

Admin-DEI Ongoing Ongoing
The Office of DEI is utilizing their DEI Support Request Form to receive policy/procedure review requests. Thus far, the Office has reviewed four internal policies and created new guidance documents for the use of pronouns and the City's Land
Acknowledgment. This has been operationalized within the Office of DEI and will continue to be part of our ongoing work.

DEI Equity & Inclusion in Budgeting,
Planning, Programming & Policymaking 2.8
d. Provide financial assistance to qualified families
through City funded scholarships for youth related
programs such as: before/after-school childcare, spring break & summer camps, swim lessons, and after-school
sport programs.

Parks & Rec Ongoing Ongoing
In FY 2024–25, the total fee reduction budget was $30,406, which included carryover from FY 2023-24. $33,500 in fee reduction scholarships were awarded to 38 qualifying children. $25,000 is included in the 2025–27 Financial Plan to continue supporting this program. This has been operationalized in partnership with Parks & Rec.

3.1 Implement Housing Element
HH Housing Element Implementation 3.1
d. Conduct a Study Session with the City Council to
identify needs and opportunities across the housing
spectrum, including various types of transitional and
supportive housing options.

CDD FY24 Q3 FY24 Q3
City Council Study Session was held on March 5, 2024
HH Housing Element Implementation 3.1
e. Develop a scope of work for possible funding as part of the 2023-25 Financial Plan Supplement to update the
City's parking requirements in consideration of best
practices that support housing production. Strategies may include lowering parking minimums, establishing parking maximums, reducing parking requirements in areas close
to services and transit facilities, and other proven
strategies.

CDD; PW Transportation;
PW Parking Services FY24 Q3 FY25 Q2
Staff developed a scope of work for a parking study as described and worked with several consultants to understand the budget needed. It was estimated that the project would cost more than $200,000. Due to this cost, the project did not move forward during the Financial Plan supplement process.

HH Housing Element Implementation 3.1
f. Implement Below Market Rate Housing best practices
including leveraging affordable housing fund revenues,
down payment assistance programs, streamlined
processing of loan documents, and updated policies and
procedures.

CDD; Attorney FY24 Q4 FY25 Q1
The City updated its Below Market Rate Housing Standards in June 2025. This udpate brought City processes more in-line with industry best practice to ensure Below Market Rate housing units are sold and rented to eligible buyers and renters. In addition, the City received Prohousing Incentive Funds from the State and have obligaged and provided direct assistance of these funds towards the Beacon Studios, Waterman Village and Monterey Senior housing projects.

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HH Housing Element Implementation 3.1
a. Initiate a missing middle housing program that enables "house-scale" multi-family housing opportunities (duplex, tri-plex, bungalow court, etc.) in neighborhoods where
existing infrastructure (e.g. arterial and collector streets) can support additional infill and intensification and
promote complete neighborhoods.

CDD; Attorney FY25 Q4 FY25 Q3
Ordinance amending Title 16 and Title 17 of the municipal code addressing state legislature updates on accessory and junior accessory dwelling units, and urban lot splits was adopted in March 2025. This ordinance was processed in order to facilitate the development of "missing middle" housing units.

HH Housing Element Implementation 3.1
b. Initiate an update to the Margarita Area Specific Plan to include more housing options of all types (affordable,
multi-family, mixed-use) on undeveloped land, and work
with property owners on a plan for the completion of the Prado Road extension to Broad Street.

CDD; PW Transportation FY25 Q4 FY25 Q4
An update to the MASP has been initiated. City staff continue to work with the consultant on updating the Margarita Area Specific Plan. Currently staff is reviewing potential residential density scenarios for the remaining developable areas within the MASP.

HH Housing Element Implementation 3.1
c. Initiate an update to the Airport Area Specific Plan to allow mixed-use residential development, where
appropriate and consistent with the County Airport Land Use Plan
CDD; Attorney FY25 Q4 FY25 Q4
City staff initiated and Council adopted an amendment to the Airport Area Specific Plan on June 17, 2025 that allows mixed-use development with a Minor or Conditional Use Permit based on specific findings.

3.2 Implement Inclusionary Housing Ordinance
HH Homelessness Response Strategic Plan
Implementation 3.2
a. Work collaboratively with County and key stakeholders to coordinate regional encampment and street outreach,
including an expanded hotel voucher program to ensure a bridge for temporary emergency shelter
CDD; Attorney FY24 Q4 FY25 Q4
A hotel voucher program is funded by the City and received expanded funding in the 25-27 Financial Plan. The program continues to be administered by CAPSLO to address overflow needs at the 40 Prado Homelessness Services Center.

Encampment outreach and cleanups are coordinated between the City, the County and Caltrans as well as for critical encampments on private property.

HH Homelessness Response Strategic Plan
Implementation 3.2
b. Increase homelessness response communications,
resource sharing, and education, including increased
public use of Ask SLO app
CDD; Admin FY24 Q4 FY25 Q4
The City continually communicates information to the public regarding current practice to address homeless encampments and consistency with June 2024 Supreme Court rulings and 2024 and 2025 orders by the California Governor. In June 2024, the City conducted a Community Forum and distributed a resource guide and FAQs found on the City's website. The Homelessness Response team continually responds to public inquiries via AskSLO.

HH Homelessness Response Strategic Plan
Implementation 3.2
c. Expand implementation of digital encampment
management tool internally and for potential countywide use or explore using other countywide systems shared
with other regional partners.

CDD; PW; P&R; PD; Fire FY24 Q4 FY25 Q4
The City implements Compassionate Assistance Mitigation and Prevention (CAMP) Standards as a framework to help reduce the negative impacts of homelessness and coordinates cleanup activities through an internal management tool (Survey 123).

Implementation of Licensed Psychiatric Technicians (LPT)s with CAT and MCU have improved access for City outreach workers with regional platforms in coordination with program goals.

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HH Homelessness Response Strategic Plan
Implementation 3.2
d. Leverage additional funding from other partner
agencies for Mobile Crisis Unit (MCU) program, and
Community Action Team (CAT) and service expansion;
develop sustainable safe parking programs; and pilot
additional transitional shelter programs with regional
partners
CDD; PD; Fire FY24 Q4 FY25 Q3
The City amended 40 Prado's Conditional Use Permit in January 2024 to allow increased capacity for their safe parking program from seven to twelve spaces. In late 2024, the City obtained homeless outreach funds from the County and paired those funds with opioid settlement funds to fund a Licensed Psychiatric Technician contracted from County Behavioral Health to assist the Community Action Team (CAT)'s efforts. In January of 2025, the City permitted a new rotating overnight safe parking pilot program administered by CAPSLO for twelve additional spaces at five host site locations, four in the City and one in the County unincorporated area.

HH Homelessness Response Strategic Plan
Implementation 3.2
e. Support County and regional partners in pursuing and implementing funding resources as appropriate given the City's role for services, and transitional and permanent supportive housing, including Encampment Resolution
Funding and Project Homekey grants
CDD; Admin FY24 Q4 FY25 Q4
The Calle Joaquin Homekey (PSHH partner) closed escow for acquisition on September 13, 2024 for 75 units of supportive housing and are in progress for tax credit financing award to further improve project amenities is projected to open 2026; and the supportive housing units at the Anderson Hotel that were atrisk of loss (HASLO partner), reopend in September 2024. The City continues collaboration with SLO County on transitional and supportive units. For example, the Welcome Home Village project, which broke ground fall of 2025.

HH Homelessness Response Strategic Plan
Implementation 3.2
f. Continue to develop the City's Safe Housing Outreach and Education Program, including preparation of a Council Memo on options for protecting renters, including
homelessness prevention strategies.

Attorney; CDD FY24 Q4 FY25 Q1
Public Memorandum on Renter Protections Published online.

HH Homelessness Response Strategic Plan
Implementation 3.2
g. Monitor and update the two-year Homelessness
Response Strategic Plan to align with Countywide Plan to Reduce Homelessness, other regional and state
opportunities, and in advance of next City financial plan CDD FY25 Q2 FY25 Q3
Council Agenda Report: Update on implementation of the
Homelessness Response and Strategic Plan. Adoption of the FY 2024-26 Strategic Plan.

3.3 Below Market Rate Portfolio Management
HH Environmental Clean-up in Creeks and
Open Space

3.3 a. Environmental clean-ups in creek and open space areas associated with abandoned personal property and trash.
(Funding approved on March 7, 2023)
P&R FY25 Q4 Ongoing
Regular encampment clean ups occur through coordination of homelessness response field team representatives,
implementation of the CAMP standards and responding to ASK SLO requests.

HH Environmental Clean-up in Creeks and
Open Space

3.3 b. Environmental clean-ups in City Parks and public spaces associated with abandoned personal property and trash.
(Funding approved on March 7, 2023)
PW FY25 Q4 Ongoing
Regular encampment clean ups occur through coordination of homelessness response field team representatives,
implementation of the CAMP standards and responding to ASK SLO requests.

3.4 Financial Management

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HH Public Safety 3.4
b. Implement the new Community Service Officer
program over the next fiscal year to ensure effectiveness and improvements in quality of life surrounding
homelessness issues in the downtown (funding approved
on March 7, 2023)
PD FY24 Q1 FY24 Q1
The department increased the total number of Community
Service Officers from three to six. Expanding the CSO program has enabled the department to provide additional focus efforts in the downtown and still provide ongoing support to the City. The department's CSO program is robust and an effective use of personnel to support Patrol, Traffic Safety and CAT.

HH Public Safety 3.4 a. Maintain SLOPD bike patrol program as staffing allows PD FY25 Q4 Ongoing The department has four bicycle officers and one sergeant assigned to downtown. Due to persistent staffing shortages due to retirements and long academy and field training timelines, many specialty positions at the department are vacant to maintain patrol officer staffing. The department has been able to maintain a consistent downtown bicycle staffing of three Officers and one Sergeant. This approach has affirmed the commitment of dedicated Officers downtown on bicycles, while still allowing one addiitonal Officer to be used for critical patrol staffing needs.

As additional Officers complete the academy and training programs, the department will look to fill the vacant bicycle Officer position.

4.1 Implement the Climate Action Plan and Lead by
Example 2023‐25 Work Plans
CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
h. Continue to monitor impacts to Municipal Code 8.11
(All-Electric New Buildings), and if necessary return to Council with an alternative approach to achieving the
City's climate action goals as they relate to new buildings.

Administration / CDD FY24 Q4 Complete
Residential and Non-residential Projects must comply with both the statewide energy code and local energy reach code. The compliance process for the clean energy program requirements on all projects submitting for permit on or after January 1st, 2023 are available online.

CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
j. Continue SB 1383 implementation by developing an
inspection and enforcement program and complying with
procurement requirements for organic waste and paper as called for in CAP Circular Economy task 1.1.A and 1.1.B.

Utilities Ongoing Ongoing
City staff and the IWMA continue to partner with SB1383 enforcement. The City is in compliance with the requirements and will continue to monitor compliance. This action is included as a task in the 2025-27 MCG.

CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
k. Continue to support the IWMA on facilitating the City's edible food recovery programs as called for in CAP
Circular Economy task 1.1.C, 1.2.A, and 1.3.A.

Utilities Ongoing Ongoing
The City continues to support the IWMA with establishing food recovery programs. This action is included as a task in the 2025- 27 MCG.

CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
a. Continue to install electric vehicle chargers and replace fleet vehicles as needed with all-electric alternatives as called for by CAP Lead by Example task 1.1.A .

Public Works Ongoing Ongoing
The City continues to install electric chargers as planned in the CIP and continue to purchase electric vehicles consistent with the City's vehicle purchasing policy. This action is included as a task in the 2025-27 MCG.

CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1 b. Continue to electrify the bus fleet as called for by CAP Lead by Example task 1.1.A. Public Works Ongoing Ongoing The City continues to procure, receive, and put into service electric buses and planned in the CIP and the Short Range Transit Plan. This work is operationalized as standard practice.

CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
c. Complete installation of solar panels at the City's Bus Yard, Fire Station 1, and Sinsheimer Pool as called for by CAP Lead by Example task 1.1.A.

Public Works /
Administration FY25 Q2 FY26 Q3
Staff anticipate completing the Cultural Arts District solar array in early 2026 and the remaining projects in mid-2026. More detail provided in associated write-up.

MCG Strategy
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Department(s)
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CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
e. Apply the "Sustainable SLO" mark to City infrastructure and assets and conduct a general awareness outreach
program as funding and staff resources allow, as called for by CAP Lead by Example task 1.1.B.

Administration Ongoing Ongoing
Staff continue to implement the Sustainable SLO mark and branding initiative, which is present and visible across a variety of City assets ranging from fleet vehicles, transit, and EV charging, to Open Space trailhead locations. This work is operationalized as standard practice.

CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
f. Provide ongoing support for Central Coast Community
Energy Policy and Operations Board Members, and
engage in staff level policy and program development, as called for by CAP Clean Energy task 1.1.A
Administration Ongoing Ongoing
Staff continued to support the City's Policy and Operations Board members during the first half of the fiscal year, including as the delegated alternative Operations Director, until the transition at the end of the calendar year to the City of Morro Bay, per the MOU. Staff continue to track board meeting agendas, meet regularly with the CEO, and interact at the staff-to-staff level on policy and program development, as well as pursue all program funding and incentives that the City is eligible for. This work is operationalized as standard practice.

CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
g. Pursue funding, and if feasible, create the "Green and Healthy Buildings” service to educate the community and connect building owners with resources, federal funding, incentives, financing, contractors, and streamlined
permitting as called for by CAP Green Buildings Task 2.1.B,

2.1.C, and 2.1.D, and CASE Program HE-4.7.

Administration / CDD Ongoing Ongoing
Staff are implementing the Department of Energy’s Buildings Upgrade Prize initiative, with a focus on mobile and
manufactured homes. In partnership with CAPSLO, four
households have already had water heating and space
conditioning systems electrified, and a white paper on the outcomes of this pilot will be published shortly. CAPSLO is now installing an additional 10–15 electric water heaters in mobile and manufactured homes. In parallel, the City is advocating to the California Energy Commission to establish a statewide mobile home electrification program in San Luis Obispo, which could scale retrofits to an additional 50–100 units. Staff are also advancing complementary measures to support electrification more broadly, contributing to the increasing number of retrofits highlighted in the July study session on building retrofit policy.

This action is included as a task in the 2025-27 MCG.

CA, OS, ST Implement the Climate Action Plan and
Lead by Example 2023-25 Work Plans 4.1
I. Conduct a study session, and pending Council direction, develop an equitable framework for cost effective
building electrification retrofit policies, with an initial focus on additions and alterations, as called for by CAP Green Buildings Task 2.1.E.

Administration / CDD Ongoing FY26 Q1
Study sessions conducted in 2023 and July 2025. Staff have received necessary feedback and are currently working on implementing Council's strategic direction.

4.2 Sustain, Manage, and Enhance the City's Greenbelt
and Make Progress on Planting 10,000 trees by 2035

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 a. Actively implement opportunities to purchase open space lands and permanent land conservation agreements
in furtherance of the City's Greenbelt Protection Program as called for by CAP Natural Solutions task 1.1.A.

Administration Ongoing Ongoing
Staff are actively pursuing priority land conservation
opportunities in accordance with Council direction. This action is included as a task in the 2025-27 MCG.

MCG Strategy
Strategic
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Department(s)
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Completion
Date
Updated
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CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 b. Complete installation of adopted trail systems at the Irish Hills Natural Reserve and at Miossi Open Space. Parks and Recreation Ongoing Ongoing The Bog Thistle extension and King Trail re-alignment and repair were completed. Additional new trails at both sites remains in accordance with the approved Conservation Plans for these properties. This action is included as a task in the 2025-27 MCG.

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 c. Identify and implement trail alignment revisions, if feasible, and other solutions to reduce erosion and wet weather closures and address trail user safety and
enjoyment at Reservoir Canyon Natural Reserve.

Parks and Recreation Ongoing Ongoing
The re-alignment of the Firefighter Trail is under construction and members of the public are currently able to use the lower elevation portions of the trail. Significant repair and stabilization work also occurred in response to the Lizzie Fire. This action is included as a task in the 2025-27 MCG.

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 d. Continue Open Space education activities including the "hikes with experts" series, Junior Ranger Camp, and
ongoing public information and programming, with
emphasis on equity and equitable access.

Parks and Recreation /
Administration Ongoing Ongoing
Junior Ranger Camp held two sessions during both summer seasons of the Financial Plan, as well as Ranger led educational hikes. This action is included as a task in the 2025-27 MCG.

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 e. Continue implementation by Ranger Service staff of all Open Space maintenance activities including establishing a replacement schedule for Open Space trailhead
improvements, as well as replacement or repair of Open
Space fencing currently in disrepair, all as set forth in the adopted Open Space Maintenance Plan
Parks and Recreation Ongoing Ongoing
Ranger Service continue to provide regular maintenance and repairs throughout the City's open space system. Two large bridge facilities were replaced at Irish Hills, and large erosion and drainage project was completed at Miossi Open Space, and resurfacing the main trail at Cerro San Luis at the Marsh Street trailhead was completed. This work is operationalized as standard practice.

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 f. Continue ongoing Ranger Service patrol of Open Space areas ensuring compliance with the City Open Space
regulations, the safety of users, and protection of natural resources values and functions.

Parks and Recreation Ongoing Ongoing
Regular Ranger Service patrol, monitoring, and education with members of the public was present throughout the financial plan period. This work is operationalized as standard practice.

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 g. Implement priority projects at Righetti Hill Open Space consistent with the Conservation Plan (if adopted in May 2023).

Parks and Recreation Ongoing Complete
Primary implementation of the Righetti Hill Open Space
Conservation Plan was completed with the creation of two trail systems, culminating with a ribbon cutting ceremony in May 2025.

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 h. Continue to work with community groups on tree
planting in creeks and open space areas toward the goal of 10,000 trees by the year 2035 as called for in CAP
Natural Solutions task 2.1.A.

Administration / Parks
and Recreation Ongoing Ongoing
Staff have continued to work with ECOSLO and Rotary de Tolosa to implement tree planting, as well as community volunteers.

Arbor Day at Sinsheimer Park also resulted in twenty new trees planted along the Railroad Safety Trail, as well as new community relationships. This action is included as a task in the 2025-27 MCG.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 i. Continue to expand climate-informed maintenance
practices in the Greenbelt through external funding and partnerships, and conduct ongoing monitoring on carbon
sequestration results and other co-benefits for existing and potential future projects, as called for in CAP Natural Solutions task 2.1.B.

Administration Ongoing Ongoing
Staff implemented a series of practices at Johnson Ranch Open Space utilizing grant funds from Point Blue Conservation Science and the California Wildlife Conservation Board; these included installation of series of "beaver dam analogs" in Dry Creek, native riparian tree and shrub installation, and native perennial bunchgrass restoration. Additional restoration projects include cultural burns and regenerative grazing. The City continues to actively pursue external funding to expand these efforts. This action is included as a task in the 2025-27 MCG.

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 j. Continue to implement rehabilitation efforts throughout the City's open space network where storm damage has
occurred to trails, access roads, and other open space
infrastructure.

Parks and Recreation /
Administration Ongoing Complete
Storm damage repairs throughout the open space system are complete , as well as repairs and replacements at Bowden Ranch where the Lizzie Fire occurred.

CA, OS, ST
Sustain, Manage, and Enhance the
City's Greenbelt and Make Progress on
Planting 10,000 trees by 2035

4.2 k. Continue partnership with City Farm SLO to install site security and access measures and to implement California Farmland Conservancy Program grant scope of work.

Administration / Parks
and Recreation Ongoing Complete
The California Farmland Conservancy Program grant scope of work was completed, including fencing, gates, irrigation, restoration and native planting along Prefumo Creek. All weather road surfacing was also completed allowing for four-season farming and site access / safety improvements.

4.3 Preserve and Enhance Convenient and Equitable
Alternative and Sustainable Transportation Options

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 a. Active Transportation Plan (ATP) Tier 1 Network - Higuera Complete Street Project: Complete final design
and construction of active transportation and safety
improvements along Higuera Street corridor from Marsh
St. to Los Osos Valley Rd.

Public Works FY25 Q3 FY27 Q4
Project is in final design phase and will be brought to Council early 2026 to approve design and advertise for construction.

Construction expected to begin summer 2026 and last up to one year

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 b. Active Transportation Plan (ATP) Tier 1 Network - South/King Crossing: Complete design and construction of a new protected bicycle/pedestrian crossing at the
intersection of South St. & King St., improving access to Meadow Park, Hawthorne Elementary, and existing active
transportation routes.

Public Works FY25 Q3 FY27 Q2
Project was brought to and approved by Council on 10/7/25, authorizing construction.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 c. Active Transportation Plan (ATP) Tier 1 Network - Foothill Complete Street Project: Continue design of active transportation and safety improvements along the Foothill Blvd. corridor between the western city limits and
California Blvd., with goal to have shovel-ready project for construction in FY2025-27.

Public Works FY25 Q1 FY27 Q2
Project delayed due to staffing vacancies and need for further review for emergency vehicle and evacuation considerations.

Public outreach phase planned to start late 2025, with final corridor plan targeted for City Council consideration by FY26Q2.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 d. Active Transportation Plan (ATP) Tier 1 Network - California/Taft Roundabout: Complete final design and
right-of-way acquisition for new roundabout at the
California Blvd. & Taft St. intersection, with goal to have shovel-ready project for construction in FY2025-27.

Public Works FY25 Q4 FY26 Q4
On September 16, 2025, City Council approved a Resolution of Necessity to initiate eminent domain proceedings to acquire necessary right-of-way for the project. Pending schedule with legal proceedings, project is targeted for summer 2026
construction start.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 e. Active Transportation Plan (ATP) Tier 1 Network - Paving Project Complete Street Elements: Implement
complete street and safety improvements as part of 2023 and 2024 summer paving projects as guided by the Active Transportation Plan and Traffic Safety/Vision Zero reports.

Public Works Ongoing Ongoing
2024 summer paving project complete, 2025 paving project currently in construction. This action is included as a task in the 2025-27 MCG.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 f. Active Transportation Plan (ATP) Tier 1 Network - Railroad Safety Trail (Orcutt to Tiburon) Connection:

Initiate design and environmental review for a project that will complete the gap in the Railroad Safety Trail in the Orcutt Area between Tiburon Dr. and Orcutt Rd., including replacement of the narrow culvert on Bullock Lane and
pedestrian/bicycle safety improvements at the Orcutt
Road/Union Pacific Railroad Crossing.

Public Works FY25 Q4 Deferred
Please see explanation in detailed write-up.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 g. Active Transportation Plan (ATP) Tier 1 Network - Foothill/California Railroad Crossing Improvements:

Complete design and initiate construction of federallyfunded pedestrian safety improvements at railroad crossing.

Public Works FY25 Q4 FY27 Q4
Project delays due to ongoing coordination and delayed
processing with UPRR and CPUC. Designs at 90% complete. With UPRR right-of-way agreements and utility relocations planned through 2026, construction start currently targeted for summer 2027.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 h. Active Transportation Plan (ATP) Tier 1 Network - Prado Creek Bridge Replacement: Complete design of new
bridge, including sidewalks, protected bike lanes, and
additional vehicular lanes to accommodate existing and
future traffic demand. Includes reconstruction of S.

Higuera/Prado intersection with additional capacity and protected intersection features to improve safety for
pedestrians and cyclists.

Public Works Ongoing Ongoing
Design at 90% complete, pending right-of-way acquisition and utility relocations. Construction start estimated at summer 2027.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 i. Active Transportation Plan (ATP) Tier 1 Network - Prado/US 101 Interchange: Complete project approval
and environmental document phase of project, and
initiate design phase for new interchange, which includes extension of Prado Road over US 101 to Froom Ranch
Way, with new northbound on/off-ramps, four auto lanes, center median/left turn lanes, sidewalks and protected
bike lanes. Includes realignment of Elks Lane and
signalization of the Prado/Elks intersection.

Public Works Ongoing Ongoing
Project in first phase of plans, specifications and estimate (PS&E) development, focusing on value analysis to identify cost-reducing strategies. Ability to advance project will depend on (a) ability to reduce scope/cost of project and (b) success with outside State/Federal grant pursuits. Council to review value engineering analysis in November 2025.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 j. Vision Zero Implementation - Update annual Traffic Safety Report to evolve into a 5-Year Vision Zero Action Plan and continue ongoing implementation of traffic
safety projects and programs, focusing efforts on the
City's high crash/injury network.

Public Works Ongoing Ongoing
Adoption of Final Vision Zero Action Plan delayed to Spring 2026 due to desire for additional analysis of emergency vehicle and evacuation considerations. Pending completion of Citywide Emergency Evacuation Study and analysis of current emergency response corridors and times, both led by SLO Fire.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 k. Transit Innovation Study Implementation: Begin
planning implementation of strategies recommended in
Final Transit Innovation Study, including incorporation of near-term strategies as part of planned SLO Transit/RTA Short Range Transit Plan update, as called for in CAP
Connected Community Task 4.2.A and in the APMP
Strategies 1.C.

Public Works /
Administration Ongoing Ongoing
All High-Priority recommendations of the Transit Innovation Study are in varying phases of implementation as well as several of the Medium-Priority recommendations. These
recommendations were also included in the Short-Range Transit Plan update that was approved by Council in April 2025.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 l. Reassess the viability of launching a citywide bikeshare system, with ongoing coordination with Cal Poly as called for in CAP Connected Communities Task 2.2.A and the
APMP strategy 1.B.1. Solicit potential bikeshare system operators if staffing resources allow and this can be done without diverting resources from delivering priority active transportation infrastructure projects.

Administration FY25 Q4 FY25 Q4
The City issued an RFP for a no-cost bike share but did not receive fully responsive "no cost to the City" proposals. Staff continue to monitor and evaluate options to deliver a bikeshare program in collaboration with Cal Poly.

CA, OS, ST
Preserve and Enhance Convenient and
Equitable Alternative and Sustainable
Transportation Options

4.3 m. Public EV Chargers - Enable public EV charger
deployment on City property, support EV charger
installation on private property, and deploy EV chargers in low-income areas of the City as called for in CAP
Connected Community Tasks 6.1.A, 6.1.B, and 6.1.D.

Administration Ongoing Ongoing
The City is in the process of installing 41 electric vehicle charging stations at the Cultural Arts District Parking Structure. In addition, the City, in a public-private partnership with Valta, has made 8 DC Fast Charging ports available on City property, with 8 more expected in 2026.

4.4 Increase Community Resilience
CA, OS, ST Increase Community Resilience 4.4
f. Initiate the development of Wildland-Urban-Interface Defensible Space and Home Hardening Program as called
for in CASE program FI-5.15.

Fire FY24 Q4 FY26 Q4
Due to the significant expansion of parcels in the Wildland-Urban Interface (WUI), the City is currently using its resources to prepare for adoption of the WUI Code, including the completion of a study session with Council on October 7, 2025, and introduction of the WUI Code ordinance in November 2025.

CA, OS, ST Increase Community Resilience 4.4
a. In coordination with Zone 9, convene a working group to assess the current creek flow monitoring system and
provide recommendations for enhancements, as called for in CASE program FL-3.13.

CDD / Utilities / Admin /
PW / Fire Ongoing Ongoing
County staff received grant funding for a new stream gage located at San Luis Bay Drive and installation will be with support from USGS beginning in 2026. City and County staff will also begin design work on a new stream gage at the Marsh Street Bridge. This gage will replace the current sonar gage and be more resilient under high flows.

CA, OS, ST Increase Community Resilience 4.4
b. Conduct a study session to consider options for funding stormwater and / or creek maintenance and flood
preparedness in support of CASE programs 3.9, 3.10, 3.11,

3.12, 3.13, and 3.14.

Utilities / Public Works /
Administration FY25 Q4 FY25 Q4
This item was proposed to occur in FY 2026 Q2. However, staff recommend modifying this timeframe to FY 2027 Q3 to better align with timelines for other projects.

CA, OS, ST Increase Community Resilience 4.4
d. Evaluate opportunities to integrate climate
considerations in the City's Engineering Standards and
Specifications as called for in CASE program MH-1.6.

Public Works Ongoing Ongoing
The City Standards will be updated in Fall 2025 to reference the most current version of the State of California construction standards and details. This will bring the City current with State's regulatory framework for climate action construction
specifications and details. For example, the new standards permit the use of low-carbon content concrete through increase limestone content in cement.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

CA, OS, ST Increase Community Resilience 4.4
e. Provide post-disaster recovery resources and
emergency preparedness education to vulnerable
community members as called for in CASE program MH1.10.

Fire / Community
Development Ongoing Ongoing
SLOFD staff have engaged the community through public
meetings, neighborhood information sessions, media interviews, and social media campaigns to promote disaster preparedness and response, with a focus on residents with health or mobility challenges and those on low or fixed incomes. Emergency Management is also partnering with local volunteer organizations to strengthen post-disaster response planning for residents, unhoused individuals, college students, and their pets. This work is operationalized as standard practice.

CA, OS, ST Increase Community Resilience 4.4
g. Monitor funding sources and if feasible pursue a
Climate Resilience Hub planning grant with community
partners, as called for in CASE program MH-1.8.

Administration Ongoing Ongoing
The City was not awarded funding via the primary statewide funding source for Resilience Hubs. A second round of funding is expected to open in early 2026.

CA, OS, ST Increase Community Resilience 4.4
h. In partnership with Zone 9, seek funding to initiate the Waterway Management Plan update to incorporate
climate-informed flood risk as called for in CASE program FL-3.7. Initial work in this Financial Plan period is
envisioned to include identifying and securing funding, developing a project scope, and drafting a request for
proposals.

Administration FY25 Q4 FY25 Q4
The updated reimbursement agreement for the Zone 9
partnership between the City and the County was approved by the City Council and County Board of Supervisors in August and September, respectively. Staff are developing a scope of work and procurement strategy for baseline studies and flood risk modeling to inform the Waterway Management Plan Volume 1 Update. This work effort will continue as a task in the 2025-27 Financial Plan Major City Goal Work Program.

CA, OS, ST Increase Community Resilience 4.4 i. Develop an Urban Creeks Vegetation Management Plan as called for in CASE program FL-3.10. Fire / Administration Ongoing Ongoing Grant funds from the State Coastal Conservancy have been received and staff are working with a consultant on the development of the Vegetation Management Plan, anticipated to be complete in early 2027.

CA, OS, ST Increase Community Resilience 4.4
j. Incorporate Traditional Ecological Knowledge into open space management decisions as called for in CASE
program OP-7.2.

Administration Ongoing Ongoing
The City continues to partner with the yak titʸu titʸu yak tiłhini to revive traditional ecological knowledge on City Open Space properties including the use of cultural fire (with burns occurring in November of 2025) and restoration of native grasslands. This action is included as a task in the 2025-27 MCG.

CA, OS, ST Increase Community Resilience 4.4 k. Implement the Mid-Higuera Bypass Project. Public Works / Administration Ongoing FY25 Q3
Mid-Higuera Bypass Project initial phases are complete, project wrap up is slated for Spring of 2026. This will be followed by ongoing maintenance and performance assessment.

CA, OS, ST Increase Community Resilience 4.4 l. Implement the Laguna Lake Dredging and Sediment Management Project.

Public Works /
Administration Ongoing Ongoing
Staff is working on environmental permitting and project construction was moved to Year 4 of the 10 Year CIP plan adopted with the 2025-27 Financial Plan.

CA, OS, ST Increase Community Resilience 4.4 m. Implement Silt Removal Projects from Priority Creek Locations.

Administration / Public
Works Ongoing Ongoing
Staff will be removing accumulated sediment at Larkspur and Goldenrod in 2026 while working with the permitting agencies to amend existing permits for expanded work areas.

CA, OS, ST Increase Community Resilience 4.4 n. Implement existing Community Wildfire Protection Plan and initiate focused update in 2024. Fire Ongoing FY25 Q4 Vegetation Management Plan is underway with an update to the CWPP being evaluated for viability under the existing agreement.

MCG Strategy
Strategic
Approach
#
Task/ Action Responsible
Department(s)
Original
Completion
Date
Updated
Completion
Date
Status
Notes

4.5 Continue to Build City and Community Capacity for
Transformational Climate Action

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 f. Conduct GHG Emissions Inventory and Biennial CAP and Lead by Example Progress Reports as called for in CAP
Administrative Action 2 and Lead by Example Plan
Administrative Action 2.

Administration FY24 Q3 FY24 Q4
The Lead by Example biennial progress report was completed and presented to Council in May 2024.
https://opengov.slocity.org/WebLink/DocView.aspx?id=193227& dbid=0&repo=CityClerk

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 i. Complete steps and present recommendations and
options to maximize the reuse of wastewater per the
"Road Map" presented to the City Council.

Utilities Ongoing FY23 Q3
Completed and presented to Council on February 7, 2023. Link to CAR:
https://opengov.slocity.org/WebLink/DocView.aspx?dbid=0&id= 172564&repo=CityClerk&utm_source=chatgpt.com&cr=1

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 a. Participate in the Cal Poly Climate Corps Fellowship program to build staff capacity as called for in the CAP.

Administration / CDD /
Public Works / Utilities Ongoing Ongoing
The City participated in the Fellowship program, with 10 total fellows participating in 2024-25 alone. This work is
operationalized as standard practice.

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 b. Manage the Green Team to Support Lead by Example, Climate Adaptation and Safety Element of General Plan,
and Climate Action Plan implementation, as called for in CASE program MH-1.11 and OP-7.9.

Administration Ongoing Ongoing
Staff conducted Green Team meetings as anticipated, including leveraging the Green Team to co-author the Lead by Example update. This work is operationalized as standard practice.

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 c. Continue to support and empower community
collaboration for climate action, including support for the Climate Coalition and the San Luis Obispo Climate Justice Collaborative, as called for in CAP task 3.1.A.

Administration Ongoing Ongoing
Staff continued to provide support to the Climate Coalition for educational events as outlined in the MOU between the Coalition and the City. This work is operationalized as standard practice.

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 d. Support regional efforts to develop the workforce required to implement the Climate Action Plan as called for in CAP task 2.2.A.

Administration Ongoing Ongoing
Staff continue to meet with local entrepreneurs, HVAC
technicians, and economic development organizations to
underscore the opportunities available in the clean energy transition. This work is operationalized as standard practice.

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 e. Initiate update to the Lead by Example plan to inform the 2025-27 Financial Plan as called for by CAP Lead by Example task 1.1.A and Lead by Example Plan
Administrative Action 1
Administration Ongoing Complete
The Lead by Example update was adopted on February 4, 2025.

The CAR is linked here:
https://www.slocity.org/government/departmentdirectory/public-works/programs-and-services/capitalimprovement-projects/cultural-arts-district-parking-structure

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 g. Continue to integrate climate action and resilience into the 2025-27 Financial Plan development process
consistent with Budget Policy A.6 and as called for by CAP Lead by Example task 1.1. and CASE Program MH-1.5.

Administration Ongoing Complete
The Sustainability Manager sat on the 2025-27 CIP Steering Committee and provided guidance on how to integrate climate considerations throughout the budget process. This work is operationalized as standard practice.

CA, OS, ST
Continue to Build City and Community
Capacity for Transformational Climate
Action

4.5 h. As authorized by City Council (December 13, 2022) and as called for in CAP Administrative Action 6, pursue grant and other external funding sources opportunistically and strategically.

Administration Ongoing Ongoing
Staff pursued grant funding opportunistically and strategically as described throughout this MCG report table. This work is operationalized as standard practice.

Major City Goals
Economic Resiliency, Cultural Vitality & Fiscal Sustainability | Business Support | Strategic Approach 1.2 | ProacƟvely evaluate and implement aŌer briefing Council on opportuniƟes to partner with Cal Poly, San Luis Coastal Unified School District and other major employers for employer supported childcare programs.

Responsible Departments: Parks and RecreaƟon
Original CompleƟon Date: Ongoing | Update CompleƟon Date: Deferred Status Update: Agency partners worked collaboraƟvely to idenƟfy potenƟal shared childcare facility(ies) for employee childcare support. A County-wide facility study resulted in potenƟal use of mulƟ-agency facility within city limits (Teach campus and COE building on Grand/Slack), however that opƟon was put on hiatus due to District needs for addiƟonal classroom space, Cal Poly properƟes needing significant upgrades to meet childcare licensing requirements, and all agencies experiencing limited financial resources. AddiƟonally, the UpliŌ Grant opportunity was unsuccessful. This goal has been deferred for the Ɵme being and communicaƟon with all agencies will conƟnue for future opportuniƟes.

Downtown Vitality, 1.3, Develop an implementaƟon plan for the recently adopted Access and Parking Management Plan and begin execuƟon of the plan
Responsible Departments: Public Works
Original CompleƟon Date: Ongoing | Updated CompleƟon Date: Ongoing Status Update: Between 2023 and 2025, several elements of the Access and Parking Management Plan (APMP) were advanced. During this Ɵme, staff also worked closely with stakeholders and the community to complete both a Parking Rate Study and a Downtown Parking Technology Roadmap, which built upon— and in some cases updated—the APMP. Key accomplishments include reducing downtown parking rates, implemenƟng a consistent gated entry system across all garages, opening a new parking lot in the upper Monterey area, and delivering several technology upgrades such as selecƟng a new citaƟon management vendor, rolling out digital garage permits, and consolidaƟng to a single mobile app.

Economic Resiliency, Cultural Vitality & Fiscal Sustainability | Ensuring Fiscal Responsibility and Sustainable City OperaƟons | Strategic Approach 1.5 | Conduct a Study Session on alternaƟve capital project delivery opƟons and determine whether Council wishes to proceed with a Charter Amendment.

Responsible Departments: Public Works / UƟliƟes
Original CompleƟon Date: Ongoing | Update CompleƟon Date: Deferred Status Update: This item was deferred to beƩer align with long-term planning and implementaƟon Ɵmeframes of major projects idenƟfied in the 10-year Capital Improvement Plan. Amending the City Charter requires a community vote, and consideraƟon of a potenƟal charter amendment to enable alternate capital project delivery methods will be Ɵmed to coincide with upcoming projects that could benefit from such flexibility, such as the verƟcal construcƟon of a new Public Safety Center.

Major City Goals
Diversity, Equity, and Inclusion | Community-based Policing & RestoraƟve PracƟces | Strategic Approach

2.5b | Work in partnership with FaciliƟes and PD to ensure new public safety building design is equitable and inclusive for the community and all department employees.

Responsible Departments: AdministraƟon/PD/Public Works
Original CompleƟon Date: Ongoing | Updated CompleƟon Date: Ongoing Status Update: Tenant improvements at 1106 Walnut and 1042 Walnut are being prioriƟzed at this Ɵme.

Plans for a new or replacement Public Safety Center will conƟnue – but Ɵming, scope, and locaƟon have yet to be determined. Funding is currently appropriated to the Public Safety Center Capital Project for a two-site analysis, with addiƟonal funding programmed in FY 2026–27 for further site analysis and programming. Future funding is forecast to begin in FY 2029–30 for enƟtlements and iniƟal design.

Climate AcƟon, Open Space, & Sustainable TransportaƟon | Implement the Climate AcƟon Plan and Lead by Example 2023-25 Work Plans | Strategic Approach 4.1c | Solar Panels on City FaciliƟes Responsible Departments: Public Works / AdministraƟon
Original CompleƟon Date: FY 2024-25 Q3 | Updated CompleƟon Date: FY 2025-26 Q4 Status Update: Solar projects at the Bus Yard, SLO Swim Center, and Fire StaƟon 1 were originally scheduled for compleƟon in 2025, with an addiƟonal project added at the Cultural Arts District Parking Structure. A surge in solar demand following changes to state Net Energy Metering laws prevented the City’s developer from compleƟng the work. Staff have since transferred the agreement and will pursue compleƟon with a new developer in 2026.

Climate AcƟon, Open Space, & Sustainable TransportaƟon | Preserve and Enhance Convenient and Equitable AlternaƟve and Sustainable TransportaƟon OpƟons | Strategic Approach 4.3a | AcƟve TransportaƟon Plan (ATP) Tier 1 Network – Higuera Complete Streets Project Responsible Departments: Public Works
Original CompleƟon Date: FY 2024-25 Q3 | Updated CompleƟon Date: FY 2026-27 Q3 Status Update: This project has been delayed to allow for further feasibility analysis and design refinement based on need for further coordinaƟon with SLO Fire, and community input requests to explore addiƟonal improvements on the Madonna Road Overpass and to refine traffic calming strategies in the Meadow Park Neighborhood. The project is on track to adverƟse for construcƟon by Q3 FY 2025-26, with compleƟon anƟcipated by Q3 FY 2026-27.

Climate AcƟon, Open Space, & Sustainable TransportaƟon | Preserve and Enhance Convenient and Equitable AlternaƟve and Sustainable TransportaƟon OpƟons | Strategic Approach 4.3b | AcƟve TransportaƟon Plan (ATP) Tier 1 Network – South / King Crossing Responsible Departments: Public Works

Major City Goals
Original CompleƟon Date: FY 2024-25 Q3 | Updated CompleƟon Date: FY 2025-26 Q4 Status Update: This project has been delayed due to staffing vacancies in the TransportaƟon PlanningEngineering Division, the need to revise curb ramp designs due to changes in accessibility design standards, and due to focused coordinaƟon with SLO Fire. The project is on track to adverƟse for construcƟon FY 2025-26 Q1, with compleƟon Q4 2025-26.

Climate AcƟon, Open Space, & Sustainable TransportaƟon | Preserve and Enhance Convenient and Equitable AlternaƟve and Sustainable TransportaƟon OpƟons | Strategic Approach 4.3f | AcƟve TransportaƟon Plan (ATP) Tier 1 Network – OrcuƩ to Tiburon Responsible Departments: Public Works
Original CompleƟon Date: FY 2024-25 Q4 | Updated CompleƟon Date: Deferred Status Update: The Railroad Safety Trail (OrcuƩ to Tiburon) project is being deferred due to the complexity of coordinaƟon and approvals required with Union Pacific Railroad (UPRR) and other project dependencies.

While this project was originally expected to be constructed in conjuncƟon with the Bullock Ranch development, delays with that private project, along with ongoing coordinaƟon with UPRR, have significantly impacted the Ɵmeline. UPRR has requested that addiƟonal off-site rail crossing improvements be completed on OrcuƩ Road as part of this trail project, adding further complexity to project scoping and design. Because coordinaƟon with UPRR is a highly constrained and lengthy process, advancing the project will require more than just funding and staffing—it will depend on successful negoƟaƟon and approval of necessary right-of-way agreements and rail safety improvements.

In the 10-year CIP included in the 2025–27 Financial Plan, the City prioriƟzed this AcƟve TransportaƟon Program (ATP) project and aligned staff and funding resources accordingly. Staff will conƟnue coordinaƟon efforts with UPRR and reassess project readiness, right-of-way status, and available resources during preparaƟon of the 2027–29 Financial Plan. The 10-year CIP currently forecasts $700,000 in Year 8 for design, right-of-way acquisiƟon, and environmental review, and $2.45 million in Year 10 for construcƟon.

Climate AcƟon, Open Space, & Sustainable TransportaƟon | Preserve and Enhance Convenient and Equitable AlternaƟve and Sustainable TransportaƟon OpƟons | Strategic Approach 4.3i | Citywide Bikeshare
Responsible Departments: AdministraƟon
Original CompleƟon Date: FY 2045-25 Q4 | Updated CompleƟon Date: Ongoing Status Update: With support from the AcƟve TransportaƟon Commission and City Council, staff issued an RFP for a no-cost bikeshare program. However, market condiƟons shiŌed during development, and providers could no longer offer such programs without a significant investment from the City. Staff conƟnue to monitor funding opportuniƟes and will noƟfy Council if a viable source emerges.

Climate AcƟon, Open Space, & Sustainable TransportaƟon | Increase Community Resilience | Strategic Approach 4.4f | IniƟate the development of Wildland-Urban-Interface Defensible Space and Home Hardening Program as called for in CASE program FI-5.15.

Major City Goals
Responsible Departments: Fire
Original CompleƟon Date: FY24 Q4 | Updated CompleƟon Date: FY26 Q4 Status Update: A comprehensive educaƟon plan for homeowners has been created. Staff applied for a grant to assist with funding and received noƟficaƟon of the award offer, which will provide a very modest amount of funding to support this work. While this increases capacity, compleƟon will be delayed beyond FY26 due to the recently updated and expanded maps that now include 9,000 more parcels.

Climate AcƟon, Open Space, & Sustainable TransportaƟon | Increase Community Resilience | Strategic Approach 4.4g | Resilience Hub Funding
Responsible Departments: AdministraƟon
Original CompleƟon Date: Ongoing | Updated CompleƟon Date: Ongoing Status Update: The City applied for a compeƟƟve grant to fund resilience hub planning and design but was not selected. No significant new funding sources have since become available, though staff conƟnue to monitor opportuniƟes.

Open Space, Climate AcƟon and Resilience | Increase Community Resilience | Strategic Approach 4.4b | Conduct a study session to consider opƟons for funding Stormwater and/ or creek maintenance and flood preparedness in support of CASE programs 3.9, 3.10, 3.11, 3.12, 3.13, and 3.14.

Responsible Departments: UƟliƟes / Public Works / AdministraƟon Original CompleƟon Date: FY 25 Q4 | Updated CompleƟon Date: FY 26 Q2 Status Update: Due to compeƟng prioriƟes and Ɵming of related projects, as well as a recogniƟon that the likely funding opƟons would result in addiƟonal financial burdens for property owners at a Ɵme of overall fiscal uncertainƟes and impacts for residents, staff recommends modifying the compleƟon date of this task. Staff recommends modifying this Ɵmeframe to FY 2026 Q2 to beƩer align with Ɵmelines for other projects. Deferring this item will allow Staff more Ɵme to prepare and complete outreach with stakeholders and will not put the City at risk in fulfilling any current regulatory obligaƟons.

Federal Funding Summary
As of October 1, 2025
As of October 1, 2025, Congress did not reach an agreement to pass a funding bill for the next fiscal year and the Federal Government has entered a shutdown. Recent shutdowns occurred in 2013, 2018, and 2019, and have lasted between 3 and 35 days. Some critical services will continue to operate, including the Postal Service, Social Security, and Medicare. Many other departments will halt operations and furlough employees until funding is restored.

The City has historically utilized Federal funding for programs throughout its operations as detailed in the table below:

As shown above, the Transit Fund is the primary beneficiary of Federal funding. The General Fund also budgeted for a US Department of Justice Grant to hire two additional police officers and received another grant from the Department of Energy for its Buildings UP program. The General Fund also awaits approximately $8.7M in reimbursement for Winter 2023 storms that FY 2023-24 FY 2024-25 FY 2025-26
Federal Funding Summary Actual Actual Budget YTD Actuals Remainder General Fund
US DOJ Federal Grants - $ - $ 88,873 $ - $ 88,873 $
Other Federal Grants 171,362 369,573 173,727 173,727 -
FEMA - COVID 58,406 393,948 - - -
FEMA - Jan 2023 Storms - 11,411 - 166,418 (166,418)
FEMA - Mar 2023 Storms - 103,754 - 680,630 (680,630)
Law Enforcement Fund
US DOJ Federal Grants 16,271 13,747 13,000 983 12,017
CBDG Fund
Other Federal Grants 417,368 - - - -
Infrastructure Investment Fund
Federal Stimulus Grants 9,094,894 105,106 - - -
Affordable Housing Fund
Federal Stimulus Grants 1,264,467 - - - -
Water Fund
Other Federal Grants - 15,000 - - -
Sewer Fund
Other Federal Grants - 5,000 - - -
Parking Fund
Other Federal Grants - 5,000 - - -
Transit Fund
FTA 5307 (Capital) 684,498 798,943 2,693,785 - 2,693,785 FTA 5307 (Preventative Maintenance) - 211,296 210,765 - 210,765 FTA 5307 (Operating) - - 2,647,775 - 2,647,775
Other Federal Grants 2,802,275 7,135,073 2,701,956 (742) 2,702,698 Total Federal Funding 14,509,542 $ 9,167,851 $ 8,529,881 $ 1,021,016 $ 7,508,865 $

was budgeted for in FY 2024-25 and is currently either obligated for reimbursement or pending final review from the Federal Emergency Management Agency.

In prior years the City also received significant funding from the American Rescue Plan Act and other programs that are critical for important projects, including the following federally funded projects:

In addition to the direct exposure, the City partners with other agencies and organizations to fulfill its service mission. These agencies, including the Community Action Partnership of San Luis Obispo (CAPSLO), Transitions-Mental Health Association (TMHA), the County of San Luis Obispo, the State of California, and many more, depend on federal funding to fulfill their missions.

This government shutdown was widely anticipated, and staff were directed to draw down on all funding beforehand to the greatest extent possible. If this shutdown is brief, as is typically the case, staff expect limited impact to City operations.

While the majority of City operations are not supported by Federal funding, many of the City’s partners including the County and many non-profit organizations rely heavily on Federal funding to provide important services to the community. While many “safety net” programs are funded in advance of services being provided, and the State has indicated that it will support some programs with its own reserves, the impacts to members of the community will be more severe the longer the shutdown lasts.

For City operations, the impact of a prolonged shutdown would be most acute for the Transit Fund, despite the fact that staff anticipates no immediate impact to SLO Transit operations. On September 30, 2025, the U.S. Department of Transportation released a plan for operations during a lapse in annual appropriations. The plan states that the Federal Transit Administration’s (FTA) operations will continue as normal during a lapse in appropriations and that the FTA has sufficient funds to support several months of reimbursements for active grants. However, execution of new grant awards dependent on annual appropriations will be delayed. If the shutdown extends Project Name Project Budget Remaining Budget Anticipated funding 2 Battery Electric Buses and
Associated Infrastructure 370,800 370,800
3 Battery Electric Buses and 1
Cutaway Bus 6,314,035 6,314,035
Broadband Plan 600,000 - 6,794,215
California & Foothill Railroad
Crossing Upgrade 384,799 52,117 800,000
Higuera Widening at 50 Higuera 297,316 67,500
ATP-South Broad Street Corridor 400,000
Transit Fleet Replacement: 2 Bus
Replacements 2,709,371 534,835
Transit Fleet Replacement: New
Protera/Flyer Buses 785,373 135,909
Building Electrification 75,000 75,000
Prado Road Bridge Widening 8,065,000 8,065,000
Grand Total 19,601,694 15,615,196 7,994,215

beyond the available FTA funds, then Transportation Development Act fund reserves could sustain operations for at least one year.

City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: November 4, 2025
TO: Mayor and Council
FROM: Scott Collins, Assistant City Manager
Prepared By: Matt Horn, Major City Projects Manager
VIA: Whitney McDonald, City Manager
SUBJECT: ITEM #6b - PRADO INTERCHANGE AND BRIDGE VALUE

ENGINEERING
Staff received the following questions, regarding the Prado Interchange Project. The questions are below with staff’s response shown in italics:
1) Why does Prado Road remain four lanes between the overpass and Higuera if the overpass is two lanes?
The traffic sensitivity analysis (October 2025) evaluated both 2-lane and 4-lane bridge configurations. It found that a 2-lane overcrossing would still require four lanes east of the ramps to Higuera because reducing lanes in that section caused “significant congestion and delays” and was therefore dropped from consideration.

This is due to the heavy westbound PM peak-hour demand (1,600–1,900 vehicles) between the northbound ramps, Elks Lane, and Higuera Street—queueing extended through multiple intersections in modeling scenarios.

In short, even if the overpass narrows to two lanes to reduce bridge costs, the approaches must expand back to four lanes east of the ramps to maintain acceptable intersection operations and prevent backups into US 101. This expansion from 2 to 4 lanes at the approaches is cost neutral as this is the current design included the Preferred Alternative.
2) Why does the Prado Creek Bridge need to accommodate six lanes, and can that be revisited?
The Bridge Project has been designed to accommodate forecasted traffic volumes consistent with the City’s General Plan Buildout, including the completion of both the Prado Road Interchange and Road Extension Projects.

Item 6b - Prado Interchange and Bridge Value Engineering Page 2 The current project scope includes: replacement of the existing Prado Road Bridge over San Luis Obispo Creek; roadway improvements along Prado Road from the Water Resource Recovery Facility to Serra Meadows, installation of protected intersection improvements at Prado Road and Higuera Street; and replacement and undergrounding of utilities within the project limits, including portions of Higuera Street.

Specifically, the proposed Prado Road Bridge replacement is designed to provide the following features:
 Four travel lanes
 Two turn lanes
 Two sidewalks
 Two-direction protected bike lanes
 Two on-street bike lanes
 Removal and replacement of the existing Bob Jones Trail shared-use path bridge
The estimated cost to construct all these improvements is $45.5 million.

Opportunities to reduce overall project costs may be explored through value engineering, and a potential recommendation reflecting this approach is included in the Prado Interchange staff report as Alternative 3. 3) Why would the ATC alternatives (Figures 13 & 14) include both Class II and Class IV bike lanes?
Figures 13 and 14 reflect staff’s interpretation of the Active Transportation Committee’s (ATC) recommendations in conjunction with Caltrans design requirements. Both figures correspond to Segment 1 as identified in the staff report and illustrate a roadway section that includes a Class II bike lane (roadway shoulder) and a Class IV separated bikeway. The Class II Lane is primarily intended for bicycle use, but may also be utilized by vehicles when necessary.

The ATC expressed support for the inclusion of Class IV facilities, and as a result, both Figures 13 and 14 incorporate these lanes. Staff also supports maintaining the proposed shoulder width within Segment 1, as it enhances multimodal functionality and provides space for vehicles to safely pull out of the travel lane in the event of mechanical issues. This design approach helps maintain traffic flow through this constrained segment of Prado Road and reduces the potential for congestion. Since publishing of the staff report, we have received correspondence from several members of the ATC, clarifying the intent of their direction. This will be addressed through a separate agenda correspondence.

Item 6b - Prado Interchange and Bridge Value Engineering Page 3 4) Were sidewalks on both sides of the street considered in any of the segments (1, 2, or 3) as an alternative to having both a bike lane and a separate multi-use path on the south side?
Both the current Preferred Alternative shown in Figure 6 of the staff report and the Figure 14 Alternative include sidewalks on both sides of Prado Road, designated exclusively for pedestrian use, throughout all three segments. 5) On California Blvd, at the end of the Pepper Street Bike Bridge, the city used metal fencing as the separator between car traffic and the shared use path.

Would this be a potential material, rather than the k-rail pictured in the plans, for the separator on the whole stretch of the shared use path in this project? Figures 8 and 9 of the staff report show a concrete K-rail serving as a barrier between the southerly shared-use path and the roadway. If the Council ultimately accepts staff’s recommendation to reduce the design speed on Prado Road from 45 mph to 35 mph, current shared-use path design standards would no longer require installation of a physical barrier.

The Active Transportation Committee (ATC) expressed support through discussion (not a formal motion) to eliminate the barrier due to concerns that bicycle handlebars could come into contact with it. If the Council prefers to retain some form of separation, a metal fence could be considered as an alternative to the concrete K-rail.

Below are two additional figures not included in the staff report that represent what Segment 1 and Segment 2 might look like using an elevated share use path along the south side of Prado Road and removing the barrier.

Figure 15 – Segment 1 without barrier and with elevated shared-use path

Item 6b - Prado Interchange and Bridge Value Engineering Page 4 Figure 16 – Segment 2 without barrier and with elevated shared-use path 6) With regard to the on-street-bike lanes, is there any buffer planned between the cars and the bike lane?
There are currently no plans to install buffered bike lanes within Segments 1, 2, or

3. The staff report includes a rough order of magnitude cost estimate indicating that each additional foot of bridge width would cost approximately $500,000. If the Council wishes to provide a buffer between travel modes, this figure can be used as a general cost factor for evaluating potential modifications in Segments 1 and

2. Segment 3, however, presents additional challenges, as available space is constrained by the existing City right-of-way and the design interfaces with both Segment 2 and the Prado Creek Bridge. Segment 3 serves as the transition area between the Interchange Project and the Bridge Project. 7) The one-way bike lane for Segment 3 is elevated, almost to sidewalk level.

However, this layout is not noted in any of the other segments. Would there be additional expense in elevating the one-way bike lanes in any of the sections to be more similar to that proposed in Segment 3? Yes, elevated bike lanes in Segments 1 and 2 would result in additional costs. As noted in Question 3, the Class II bike lanes in these segments serve a dual purpose as both roadway shoulders and bicycle lanes. These shoulder/bike lane areas cannot be replaced by elevated facilities and therefore would require widening the bridge structure, which would increase overall project costs due to the additional bridge width required.

City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: November 4, 2025
TO: Mayor and Council
FROM: Scott Collins, Assistant City Manager
Prepared By: Matt Horn, Major City Project Manager
VIA: Whitney McDonald, City Manager
SUBJECT: ITEM #6b – PRADO INTERCHANGE AND BRIDGE VALUE

ENGINEERING
Staff would like to clarify the recommendations made by the Active Transportation Committee (ATC) at its October 23rd meeting. As noted in the staff report, the ATC unanimously supported the following items, with clarifications italicized:

1. An elevated Class I bikeway (shared-use pedestrian/bicycle path) on south side of Prado through entire length of project.

2. A one-way bike lane on each side of the roadway throughout the entire length of the project in addition to the shared-use path on the south side of Prado.

3. The use of elevated Class IV (protected) one-way bike lanes in place of Class II (paint only) bike lanes throughout the project, where feasible.

4. Overall support for the value analysis alternative with the refinements noted above.

As noted above, the ATC prefers that the bike lanes be raised protected (Class IV) throughout the corridor (Segments 1, 2 and 3) wherever feasible. However, this may not be possible in all locations due to physical constraints and design challenges. For example, within the Caltrans right-of-way where Prado Road crosses over U.S. 101, Caltrans design standards require a minimum 5-foot clear shoulder on both sides. If Class IV bike lanes were constructed in this segment, as shown in Figure 13 of the staff report, the bridge would need to be widened—adding approximately $4 million to project costs.

To avoid the need for additional bridge width, the Committee voiced their support to the use of painted (Class II) bike lanes on this segment in lieu of Class IV protected bike lanes. The figure below illustrates a recommended cross section for the Prado Road overcrossing with Class II bike lanes that generally reflects ATC’s recommendations.

ITEM # 6b – PRADO INTERCHANGE AND BRIDGE VALUE ENGINEERING Page 2 While staff will continue to incorporate the ATC’s recommendations wherever feasible, accommodating both a Class I shared-use path and elevated Class IV bike lanes along both sides of Prado Road may not be achievable in certain areas due to design limitations and cost constraints, which will be discussed at the November 4, 2025, City Council meeting.

Item 6b
Department: Public Works
Cost Center: 5009
For Agenda of: 11/4/2025
Placement: Business
Estimated Time: 90 minutes
FROM: Scott Collins, Assistant City Manager
Prepared By: Matt Horn, Major City Projects Manager
SUBJECT: PRADO INTERCHANGE AND BRIDGE VALUE ENGINEERING

RECOMMENDATION

1. Receive an update on the Prado Road Interchange Project Value Analysis phase; and,

2. Direct staff to implement the Prado Road Interchange Project Value Analysis project changes that will reduce construction costs by approximately $8,000,000; and

3. Direct staff to implement the Prado Road Interchange Project travel lane reduction cost components that will reduce construction costs by approximately $12,000,000; and

4. Direct staff to implement a shared use path along the south side of Prado Road through the Prado Road Interchange Project and to Higuera Street.

REPORT-IN-BRIEF
The Prado Road Interchange Project (Interchange Project) is a long-planned regional mobility improvement that will extend Prado Road over US 101 to Dalidio Drive, realign Elks Lane, and add a northbound auxiliary lane to Madonna Road. Together with the adjacent Prado Creek Bridge Replacement Project (Bridge Project) and future Prado Road Extension Project (Road Extension Project), will complete a critical multimodal east–west connection across the City, improving congestion, safety, and access for all travel modes.

In 2023, the City Council approved the Preferred Alternative (Attachment A) for the Interchange Project and awarded the Plans, Specifications, and Estimate (PS&E) design phase to Consor Engineering in February 2025. During the discussion on the design phase contract with Consor, Council expressed concern over escalating project costs, now estimated at $147 million, with roughly $110 million still unfunded, and directed staff to pursue additional cost-reduction strategies and regional funding opportunities.

Consor Engineering’s Value Analysis work determined that several refinements to the Interchange Project are feasible that collectively reduce estimated construction costs by about $8 million while maintaining multimodal functionality. These include using cast-indrilled-hole (CIDH) columns instead of driven piles, long-span precast girders to avoid falsework over US 101, reducing bridge design speed and deck width, and increasing use of recycled materials. Further evaluation of traffic lane width reductions and traffic lane

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reductions and a consolidated shared-use path on the south side of Prado Road could yield an additional $12 million in savings (Attachment B).

To implement these refinements, Consor divided Prado Road into three segments, tailoring cross-sections to context. The segments are visual shown in this report in Figure 7 and described below:
 Segment 1 connects to the San Luis Ranch area at Dalidio Drive and goes over US 101 and ends at the US 101 northbound on and off ramps. This segment is planned to reduce the overpass width from over 103 feet to 63 feet;  Segment 2 connects to Segment 1 at the US 101 northbound on and off ramps and ends at the new location of the Elks at Prado Road intersection. This segment widens to 85 feet to accommodate the northbound on and off ramps for US 101; and
 Segment 3 connects to Segment 2 at the new location of the Elks at Prado Road intersection. This segment transitions Prado Road and its multimodal design to the upcoming Bridge Project improvements. Extending the proposed shared-usepath design through the Bridge Project and to Higuera Street could reduce costs for the Bridge Project and provide corridor-wide consistency.

Staff, in coordination with San Luis Obispo Council of Governments (SLOCOG), Caltrans, and Consor, are preparing the project for competitive grant cycles such as the Federal Rebuilding American Infrastructure with Sustainability and Equity (RAISE) and State SB 1 Solutions for Congested Corridors (SCCP) programs and exploring “bundling” the Interchange Project with adjacent corridor projects to improve funding competitiveness.

The Active Transportation Committee (ATC) reviewed this item on October 23, 2025, and that input is included with this report.

Staff is seeking direction from Council on whether to implement:
 The Value Analysis recommendation to reduce cost of the Interchange Project by approximately $8,000,000; and
 The travel lane reductions to reduce the costs of the Interchange Project by approximately $12,000,000; and
 The proposed shared use path on the southerly side of Prado Road until Higuera that could reduce construction cost of the Bridge Project.

Staff is recommending this project alternative, which is referred to later within this report as the Preferred Alternative Value Analysis with Lane Reduction (PA VA + Lane Reduction).

POLICY CONTEXT
The Interchange Project and the Bridge Project support the Major City Goals for Infrastructure and Sustainable Transportation. The Land Use and Circulation Element (LUCE) of the General Plan and the 2021 Active Transportation Plan identifies a lack of multi-modal east-west connections across the City, which these projects propose to construct.

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Additionally, the General Plan also identifies the Interchange Project as essential in facilitating recent and future growth in the southern portion of the city. Many of the trips generated from existing uses, as well as proposed and previously approved development projects will use the Interchange Project as a primary east-west link. Approved environmental documents for numerous private housing development projects in this area of the city, including San Luis Ranch, Avila Ranch, Froom Ranch Specific Plan, and the Margarita Area Specific Plan, identify construction of the Interchange Project as essential infrastructure necessary to address current and future traffic congestion and circulation deficiencies.

Funding for the Interchange Project has been significantly supported through contributions required under the San Luis Ranch Development Agreement (DA). As part of the DA, San Luis Ranch was obligated to provide bond proceeds to the City specifically for the Interchange Project. The Prado Interchange is identified as a reimbursable facility within the City’s Transportation Impact Fee (TIF) Program, which collects proportional contributions from new development to fund transportation infrastructure.

DISCUSSION
Background
The Interchange Project is a long-planned regional mobility improvement that will extend Prado Road over US 101 to Dalidio Drive, realign Elks Lane, and add a northbound auxiliary lane to Madonna Road. Together, these improvements will relieve congestion, strengthen multimodal connectivity, and improve emergency access across the southern portion of the City.

On September 5, 2023, the City Council reviewed several different alternatives for the Interchange Project and selected the Preferred Alternative and approved the Project Report. The total current and future cost to implement the Preferred Alternative is anticipated to be $147 million of which $110 million has yet to be secured and is anticipated to be funded by both grants and debt financing.

On February 18, 2025, the City Council awarded the Plans, Specifications & Estimate phase of the project to Consor Engineering and expressed significant concern regarding the total cost of the project, the anticipated amount of debt financing the City would be required to take on, and expressed a strong desire to obtain additional regional funding for the project. At that same time, the City Council approved of the planned value analysis work to identify potential project cost savings through alternative designs.

Project Background
The Interchange Project has been identified in City and Regional Transportation Plans to address east–west connectivity constraints created by the US 101 and how the City has developed around the US 101. Current crossings at Los Osos Valley Road (LOVR) and Madonna Road are at capacity, and regional growth is projected to degrade operations on both US 101 and local streets. Completed housing projects, such as San Luis Ranch and future planned housing development in the Margarita Area and adjacent to Tank Farm Road are dependent upon completion of this project.

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Both the Preferred Alternative and the Value Analysis alternative for the Prado Interchange Project will:
 Extend Prado Road over US 101 to Dalidio Drive, creating a continuous east–west arterial connection.
 Reconstruct the northbound on/off-ramps and add a northbound auxiliary lane between Prado and Madonna.
 Realign Elks Lane behind the RTA facility and 40 Prado Homeless Services Center to connect with Prado Road at a new signalized intersection.  Widen Prado Road between Elks Lane and South Higuera Street with sidewalks and bikeways.

These improvements will reduce citywide vehicle miles traveled (VMT) by approximately

0.5% (≈ 2,700 miles per day), relieve congestion at neighboring interchanges, and complete a critical multimodal corridor identified as a Tier 1 priority in the 2021 Active Transportation Plan.

Figure 1 – Plan View of the Preferred Alternative
Figure 2 – Interchange Renderings (US
101 Northbound)
Figure 3 – Interchange Renderings (US
101 Southbound)

Item 6b
Related Projects – Prado Corridor Connectivity Projects The Interchange Project is one of three coordinated projects that together will create a critical east–west connection linking Broad Street to Madonna Road. This continuous multimodal corridor will provide improved access for vehicles, bicycles, pedestrians, and transit, relieving congestion on existing interchanges and enhancing connectivity between key employment, residential, and commercial areas in the southern portion of the City.

The three related projects are shown below in Figure 4 and include:

Bridge Project
Located west of South Higuera Street, this separate bridge replacement is required due to structural deficiencies of the bridge and will proceed before the Interchange Project.

This project will reconstruct the Prado Road and Higuera Street intersection, replace the existing Prado Road Bridge at San Luis Creek, improve Prado Road from Higuera Street westerly to the beginning of the City’s Water Resource Recovery Facility, and provide bicycle facilities on Prado Road east of Higuera Street to the Serra Meadows Roundabout. Coordination between both projects is ongoing to ensure design consistency and minimize disruption.

Road Extension Project
The City has a long-range plan to extend Prado Road east to Broad Street to complete the corridor connecting Broad to Madonna. Timing of this future project will depend on private development participation and right-of-way dedication.

It is the intent of both the Interchange Project and the Bridge Project to size and construct the planned improvements to facilitate a future connection to Broad Street.

Figure 4 – Related Project Vicinity Map

Item 6b
Interchange Project Delivery Process – Caltrans Delivery Process The Interchange Project is a partnership between the City and Caltrans. Caltrans is assisting the City with project delivery and will eventually assume maintenance of portions of this facility (as Caltrans current does with the LOVR and Madonna Road interchanges).

Throughout the process (from planning to construction), Caltrans staff review and approve major deliverables to ensure compliance with Caltrans standards. Once the Interchange Project is constructed, Caltrans will assume maintenance for the bridge structure, ramps, and operation of the Prado Road/US 101 Northbound Ramps traffic signal. All improvements within Caltrans Right-of-Way must be designed to Caltrans Standards.

The Caltrans interchange delivery process is divided into four phases which are as follows:

1. Project Study Report – Project Development Support (PSR-PDS): This is the project initiation phase which outlines the transportation problem and potential solutions. This phase for the Interchange Project was completed in 2018.

2. Project Approval & Environmental Document (PA/ED): This phase of work develops several alternatives, completes the necessary environmental review and clearance, and upon completion the selection of the Preferred Alternative for further design in the next phase. Due to the anticipated project cost, a value analysis was completed in order to reduce costs where appropriate. The PAED phase of work was completed in 2024.

3. Plans, Specifications & Estimate (PS&E): This phase of work will complete the value analysis work that was started in the PAED phase and complete the plans for the Interchange Project to a state in which the City will be able to publicly bid the project for a contractor to construct the Interchange Project. This is the current phase of the project which is anticipated to be complete in 2029.

4. Construction: This phase of work will construct the design improvements.

Construction is anticipated to start in 2029 dependant upon project funding.

Value Analysis and Alternatives to Reduce Project Cost
A formal five-day Value Analysis workshop was completed in March 2023. Through this process, staff and consultants evaluated opportunities to reduce project costs and improve constructability while maintaining multimodal goals. Recommendations from this work included:

1. Use cast-in-drilled-hole columns instead of driven piles.

2. Use long-span precast girders to increase the speed of construction.

3. Reduce the bridge design speed from 45 mph to 35 mph, which will reduce structure size and cost.

4. Reduce lane and shoulder widths to reduce deck area.

5. Increase recycled content (aggregate, steel, fly ash) in the concrete design to lower cost and emissions.

Item 6b
Both City and Caltrans staff agreed that these recommendations warranted additional analysis and decided to conduct that evaluation as one of the first tasks in the next phase of the project (PS&E phase). This information was included in the staff report that was presented to Council on September 5, 2023.

On September 5, 2023, City Council reviewed several different alternatives for the Prado Interchange Project and selected the Preferred Alternative. The Preferred Alternative for the Interchange Project is shown in Figure 1 of this report and includes the following improvements:
 Tight-diamond partial interchange with northbound ramps.  Two travel lanes each direction on Prado Road with median/turn lane.  Protected sidewalks and bikeways on both sides of the bridge.  Elevated roadway segments supported by columns to avoid floodplain impacts.  Elks Lane realignment and new signalized intersection.  Space reserved for potential future southbound ramps.

Since that time, however, the costs for construction of the project have escalated by approximately $34.2 million. The total current and future cost to implement the Preferred Alternative is anticipated to be $147 million of which $110 million has yet to be secured and is anticipated to be funded by both grants and debt financing.

On February 18, 2025, City Council awarded the Plans, Specifications & Estimate (PS & E) phase of the project to Consor Engineering and expressed concern regarding the total cost of the project and approved the planned value analysis work to fully evaluate the possible cost reductions from the potential design changes identified in the above referenced March 2023 value analysis workshop. Given this concern, Consor Engineering’s first action was to evaluate how these cost reduction-strategies could be integrated into the final design for Council’s consideration.

Consor Engineering’s Value Analysis Work
Following award of the PS&E contract, Consor Engineering evaluated the 2023 value analysis recommendations to confirm which recommendations could be integrated into final design to improve constructability, reduce cost, and maintain multimodal functionality consistent with Caltrans standards and the City’s design objectives.

Consor Engineering’s review confirmed that the following key recommendations from the 2023 workshop are technically sound and should be incorporated into the project:

1. Cast-in-Drilled-Hole (CIDH) Columns: Replacing driven piles with large-diameter CIDH shafts reduces construction noise, minimizes vibration impacts to nearby facilities such as 40 Prado and the Regional Transit Authority (RTA) campus, and reduces the need for large underground pile caps. This approach also shortens construction time and simplifies foundation work within constrained utility and floodplain areas.

2. Long-Span Precast Bridge Girders: Utilizing longer precast girders eliminates the need for falsework over U.S. 101, which reduces traffic impacts, improves safety, and lowers required bridge elevation. The reduced profile shortens overall bridge length and results in substantial material and cost savings.

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3. Reduced Design Speed and Roadway Width: Lowering the bridge design speed from 45 to 35 miles per hour allows for tighter horizontal and vertical geometry and, in combination with slightly narrower lane and shoulder widths, reduces the bridge deck area. This smaller footprint supports the City’s target speed objectives and lowers construction and right-of-way costs while maintaining acceptable traffic operations.

4. Increased Use of Recycled and Reclaimed Materials: The design will maximize the reuse of existing pavement and base materials from Elks Lane, Prado Road, and the freeway ramps. These materials can be incorporated into new asphalt and concrete, reducing greenhouse gas emissions and material costs.

The combination of these refinements is estimated to reduce total project construction costs by approximately $8 million. In addition to cost savings, these changes provide environmental and community benefits by reducing noise, lowering construction duration, and maintaining access for nearby facilities.

The same value analysis also highlighted that traffic lane and shoulder widths could be reduced to further reduce project costs. In addition to these reductions, Consor Engineering looked at the context of the corridor. The project is essentially abutting two existing but separate shared use bike and pedestrian paths that are not currently planned to be connected. See Figure 5 below:

Figure 5 – Location of San Luis Ranch and Bob Jones path terminuses

Item 6b
Consor Engineering is recommending implementation of the traffic lane width reductions identified in the 2023 Value Analysis to reduce overall construction costs while maintaining multimodal connectivity. In addition, Consor Engineering proposes consolidating bicycle and pedestrian facilities into a single shared-use path along the southerly side of Prado Road, rather than providing separate on-street striped bike lanes and sidewalk-level one-way protected bike lanes on both sides of Prado Road. This approach reduces the total bridge width and is anticipated to reduce project costs by approximately $12 million while still meeting the City’s multimodal objectives (in addition to the other $8 million in cost savings identified by Consor). Consor Engineering’s design philosophy emphasizes providing on-street bicycle facilities for strong and confident riders, while also incorporating a protected shared-use path on one side of the street for users who prefer greater separation from vehicle traffic. These proposed modifications are discussed in the next section.

Consor Engineering’s Value Analysis Lane Reductions
Along Prado Road, the Preferred Alternative design provides two travel lanes in each direction, a center lane used for turning movements or median, and paved shoulders on both sides of the roadway. The design also includes one-way sidewalk-level protected bicycle lanes and sidewalks on both sides to accommodate multimodal travel. To support this cross section, the bridge portion of the project spanning US 101 would have to be constructed with a width exceeding 103 feet. Based on current market conditions, each additional foot of bridge width adds approximately $500,000 to the total construction cost.

Figure 6 below illustrates a typical cross section of the Preferred Alternative proposed roadway.

Figure 6 – Typical Roadway Section for the Preferred Alternative along Prado Road Given the significant cost associated with bridge construction, Consor Engineering focused on strategies to reduce the overall bridge width while still meeting the project’s transportation and multimodal goals. To achieve this, the design team divided Prado Road into three functional segments, as illustrated in Figure 7.

Item 6b
 Segment 1 connects to the San Luis Ranch area at Dalidio Drive and goes over US 101 and ends at the US 101 northbound on and off ramps. This segment is planned to reduce the overpass width from over 103 feet to 63 feet;  Segment 2 connects to Segment 1 at the US 101 northbound on and off ramps and ends at the new location of the Elks at Prado Road intersection. This segment widens to 85 feet to accommodate the northbound on and off ramps for US 101; and
 Segment 3 connects to Segment 2 at the new location of the Elks at Prado Road intersection. This segment transitions Prado Road and its multimodal design to the upcoming Bridge Project improvements. Extending the shared-use-path design through Bridge Project and to Higuera Street could further reduce costs on the Bridge Project and provide corridor-wide consistency.

By separating the roadway into these segments, Consor was able to tailor the cross section and structural design for each segment—narrowing travel lanes, adjusting median widths, and varying structural support types where appropriate—to minimize bridge width and associated construction costs while maintaining safety, access, and multimodal continuity across the corridor.

Figure 7 – Prado Road Segments
Segment 1 value engineering reduces the overpass bridge width from more than 103 feet down to approximately 63 feet by providing a more efficient cross section consisting of one vehicle travel lane in each direction, a center lane used for turning movements or as a median and space for emergency vehicles to bypass traffic, on-street bike lanes, a sidewalk on the north side of the bridge, and a shared-use path on the south side. This configuration maintains multimodal access while significantly reducing bridge width and overall Interchange Project construction cost.

Item 6b
Figure 8 – Segment 1 – Limits Completely with Interchange Project

Segment 2 widens the bridge from approximately 63 feet in Segment 1 to about 85 feet to accommodate the northbound on- and off-ramps connecting Prado Road to US 101.

Although this represents an increase over Segment 1, it remains approximately 18 feet narrower than the bridge width included in the Preferred Alternative. The added width provides two additional travel lanes to improve ramp operations and traffic flow through the interchange area. This segment also extends the shared-use path along the south side of Prado Road and includes two travel lanes in each direction with a center turn lane or median. The configuration enhances safety and accessibility for all users while providing direct access to the realigned Elks Lane and the City’s Water Resource Recovery Facility (WRRF).

Figure 9 – Segment 2 - Limits Completely with Interchange Project Segment 3 provides the transition between the Segment 2 improvements and the planned Bridge Project improvements. Approximately half of this segment is included in the Interchange Project and the other half in the Bridge Project. The design includes two travel lanes in each direction, a center turn lane or median, a sidewalk and protected bike path on the north side of the roadway, and a shared-use path on the south side. This segment connects to the future improvements at the Prado Road/South Higuera Street intersection and advances the City’s long-term goal of creating a continuous east–west multimodal corridor from Broad Street to Madonna Road.

Item 6b
Figure 10 – Segment 3 – Shared Improvements between Interchange & Bridge projects Bridge Project Value Engineering
Figures 11 and 12 below illustrate the planned improvements for the Bridge Project. This project is currently designed to provide six travel lanes, on-street shoulders/bike lanes, one-way sidewalk-level protected bike lanes on each side of the street, sidewalks, for the intersection of Prado and Higuera, and includes relocation of the existing Bob Jones Trail bridge to accommodate the widened roadway. The current estimated cost of the Bridge Project is approximately $45.5 million.

Figure 11 – Plan View of Bridge Project

Item 6b
Figure 12 – Prado Road Section for the Bridge Project
If the previously discussed bicycle and pedestrian configuration from Segments 1 and 2 featuring a shared-use path on the south side and consolidated multimodal facilities were extended through the Bridge Project, there is an opportunity to achieve consistency across the corridor and may reduce overall costs for this project. Additionally, with this change there may be more opportunities to reduce costs of this Bridge Project by connecting to the existing Bob Jones Trail and negating the need to remove and replace the existing bridge that services this trail exclusively. There also could be other cost saving opportunities if Council wishes to proceed with a value analysis for Bridge Project.

Safety of Shared Use Paths
Shared-use paths provide complete separation between bicyclists, pedestrians, and motor vehicles, greatly reducing exposure to serious conflicts. The City of San Luis Obispo designs these facilities in accordance with both Caltrans and National Association of City Transportation Officials (NACTO) standards. National research shows that shareduse paths reduce bicycle crash rates compared to on-street conditions (FHWA, 2019).

These design and operational practices make shared-use paths among the safest and most comfortable multimodal facilities for users of all ages and abilities.

Beyond safety, maintaining a consistent shared-use path along Prado Road, matching the adjacent facilities on Madonna Road and Froom Ranch Way, simplifies navigation for users, reduces potential conflict points at the Elks Lane and northbound on-ramp intersections, and lowers costs by minimizing roadway width and streamlining intersection design and operations.

Cost Comparison
Table 1 presents a comparison of Interchange Project costs by phase. The column labeled PA represents the cost of implementing the Preferred Alternative selected by City Council in 2023. The column labeled PA VA reflects the same Preferred Alternative that incorporates the Value Analysis recommendations (use of cast-in-drilled-hole columns, long-span precast girders, reduced bridge design speed, and increased use of recycled materials). The column labeled PA + Lane Reduction includes the Value Analysis recommendations and additional cost savings associated with narrower travel lane and lane reductions (which is staff’s recommended alternative).

It is assumed that costs for other project phases, including design, right of way acquisition, utility relocation, construction administration, and construction management, will remain largely unchanged regardless of which construction cost reductions are implemented.

Because a large portion of the project cost is anticipated to be debt financed, the table

Item 6b
also identifies the corresponding annual debt service savings that would be realized over a 30-year repayment period under each reduced cost alternative.

Table 1 – Cost Comparison
Phase PA PA VA PA VA + Lane
Reduction
Design $10,045,780 $10,045,780 $10,045,780
Right of Way $2,000,000 $2,000,000 $2,000,000
Utilities Relocation $2,000,000 $2,000,000 $2,000,000
Construction Admin $2,000,000 $2,000,000 $2,000,000
Construction Management $11,000,000 $11,000,000 $11,000,000 Construction $119,000,000 $111,000,000 $99,000,000
Project Total1 $147,545,780 $139,545,780 $127,545,780
Annual Debt Payment
Savings (for 30 years)
2 - $490,664 $1,222,660
Debt service payments for projects included in the City’s Capital Improvement Plan are funded through future allocations from the 10-Year Capital Improvement Plan budget. As a result, any reduction in the total project cost directly increases the City’s future capacity to deliver other capital improvements. Conversely, higher project costs would reduce the amount of funding available over the next 30 years for other public improvements such as roadway rehabilitation, sidewalk replacement, ADA improvements, park development, large City facility construction such as a new Public Safety Center, City fleet purchases, and active transportation projects.

Future Grant Possibilities
Staff, in coordination with SLOCOG and Consor Engineering, are actively monitoring several federal and state funding programs that align with the Interchange Project. The most competitive opportunities are anticipated to include the Federal Rebuilding American Infrastructure with Sustainability and Equity (RAISE) program and the State SB 1 Solutions for Congested Corridors (SCCP) program, both of which prioritize multimodal connectivity, safety, and climate-resilient infrastructure.

In addition, there may be opportunities to enhance overall grant competitiveness by bundling the Interchange Project with complementary corridor improvements, such as the Bridge Project and future active transportation connections. This bundling approach has been successfully utilized within the region to secure SB 1 funds for the US 101 South County Mobility Improvement Project. Lastly, the City is also exploring the Affordable Housing and Sustainable Communities (AHSC) potential grant opportunity with Community Action Partnership of San Luis Obispo County (CAPSLO) to fund supportive housing and transportation needs that could fund a portion of this project.

1 Inflationary cost is estimated to be 5% per year and matches what was presented to Council on February 18, 2025.
2 Debt service savings assumes the interest rate of funds received is 4.6% which is consistent with the debt service calculation presented in the 2025-27 Financial Plan. Any project savings realized through value analysis work was assumed to reduce the amount of funding borrowed.

Item 6b
Staff will continue coordination with SLOCOG, Caltrans, CAPSLO and Consor to position the project for upcoming funding cycles and to maximize external grant contributions, thereby reducing the City’s future debt obligations associated with the Interchange Project construction.

Consistency with the Active Transportation Plan
The City’s Active Transportation Plan (ATP), adopted by City Council on February 2, 2021, is a 20-year blueprint to make walking, bicycling, and other human-powered travel safe, connected, and accessible for people of all ages and abilities. Replacing the 2013 Bicycle Transportation Plan, it supports the City’s Climate Action Plan and General Plan Circulation Element goals to reduce vehicle use and carbon emissions. The ATP includes a prioritized network of new and improved bikeways, sidewalks, and crossings; design guidelines aligned with state and national best practices; and programs to encourage and educate residents about active travel.

In the vicinity of US 101, the ATP’s Figure 18 on Page 99 proposes bike and pedestrian improvements shown in Table 2 below.

Table 2 – Related ATP Areas
Roadway ATP Identified Improvements
Prado Road Protected Bike Lanes
Los Osos Valley Road Protected Bike Lanes
Madonna Road Shared Use Path & Protected Bike Lanes
California Shared Use Path
Ultimately, the tangible changes from an active transportation perspective proposed with the Value Analysis (VA) + Lane Reduction Alternative are relatively limited but meaningful. The changes include:

1. Eliminating a one-way protected bike lane on the north side of Prado Road for a portion of the corridor,

2. Consolidating pedestrian and bicycle facilities on the south side of the street as a shared-use path, and

3. Allowing two-way bicycle travel on the south side of the street.

Pros: The proposed modification would lower overall project cost, improving the likelihood that the interchange can be built. It would also create a more intuitive and convenient twoway bicycle connection between the San Luis Ranch shared-use paths and the Bob Jones Trail, reducing the likelihood of wrong-way cycling behavior.

Cons: Pedestrians would need to share space with bicycles along the south side of the corridor, which can increase potential conflicts at intersections and driveways compared to the previously proposed one-way bikeway configuration.

Item 6b
Impacts to Vehicle Travel from Lane Reduction
The consultant team prepared a Traffic Sensitivity Analysis (Attachment C) to compare traffic operations and emissions for the Interchange Project’s design alternatives. The purpose of the analysis was to ensure that the City, Caltrans, and the community could compare whether the four-lane Preferred Alternative provides operational benefits that justify its higher cost relative to the two-lane Value Analysis alternative.

The analysis determined that both the four-lane and two-lane configurations would operate at Level of Service (LOS) D or better at all intersections, indicating comparable overall performance. Average vehicle delay for the two-lane alternatives was only one to three seconds higher, well within acceptable LOS D thresholds, and queueing was generally contained within available storage for both options. Under the two-lane configuration, westbound queues may approach Elks Lane due to signal control, though this could be mitigated through a free-flow turn movement.

Greenhouse gas (GHG) emissions modeling found slightly lower peak-hour CO₂ emissions for the two-lane alternatives (approximately 19.9–20.7 tons) compared to the four-lane design (20.2–21.3 tons), with the narrower two-lane configuration producing a smaller carbon footprint due to reduced idling and shorter travel distances.

Overall, the four-lane alternative offers only marginal operational advantages at a significantly higher cost. The two-lane alternative achieves equivalent LOS, lowers GHG emissions, maintains multimodal connectivity, and minimizes construction and environmental impacts.

Next Steps
Following Council direction, the consultant team will prepare a Supplemental Project Report (SPR) for Caltrans review and approval. All value analysis modifications located within Caltrans right-of-way will require formal Caltrans approval through this SPR process. City and Caltrans staff continue to work collaboratively on the project and remain supportive of implementing cost-saving measures identified through the value analysis process.

If the Council’s selected direction differs from the improvements identified in the City’s adopted Active Transportation Plan (ATP), staff will return to Council with a resolution amending the ATP to ensure consistency with the updated project scope along Prado Road.

The Council’s next anticipated action on this project will be to review and approve the Supplemental Project Report, following Caltrans’ review, in early 2026. Construction is currently projected to begin in 2029. Prior to that time, Council will consider several related actions, including Bridge Type Selection, grant applications, right-of-way acquisitions, maintenance agreements with Caltrans, and authorization to advertise the Interchange Project for construction bids.

Item 6b
Active Transportation Committee Feeback
On October 23, 2025, the Active Transportation Committee (ATC) reviewed this item.

The ATC was specifically asked to provide input on:

A. Does the proposed Value Analysis Alternative provide the appropriate level of service for bicycle and pedestrian travel?
B. Should the same multimodal design standard be extended east to South Higuera Street and integrated into the Prado Creek Project to ensure corridor continuity and reduce project costs?
By unanimous vote of all members present, the ATC provided the following recommendations:

1. ATC supports an elevated shared use path on south side of Prado through entire length of project.

2. ATC supports a one-way bike lane on each side of the roadway throughout the entire length of the project.

3. ATC supports the use of Class 4 bike lanes throughout the project.

4. ATC supports the value analysis alternative with the added additions of the previous motions.

Based on the ATC’s input, Consor Engineering developed updated cross sections and preliminary cost estimates for the proposed design refinements.

Figure 13 below illustrates the ATC’s preferred configuration, which includes protected one-way bike lanes on both sides of the roadway while maintaining a shared-use path on the south side of Prado Road. Implementing this configuration across the Interchange Project segments is estimated to increase total project costs by approximately $4 million and may require additional right-of-way acquisition along Prado Road at an additional cost to the overall project (more information to be presented to City Council at the November 4, 2025 City Council meeting).

Figure 13 – Protected one-way bike lanes and shared-use path

Item 6b
Figure 14 illustrates an alternate configuration preferred by some ATC members, which includes protected one-way bike lanes on both sides of the roadway but removes the shared-use path on the south side. Implementing this configuration is not anticipated to increase or decrease total project costs.

Figure 14 – Protected one-way bike lanes and sidewalks – no shared-use path It should be noted that ATC’s recommendations were noted by staff but the formal approved minutes of this meeting will not be available until November 20, 2025.

Previous Council or Advisory Body Action
Interchange Project
The Interchange Project is included in the City’s 1992 Circulation Element of the City’s General Plan.

On July 17, 2018, City Council approved the Supplemental Environmental Impact Report (SEIR) for the San Luis Ranch Development (Staff Report, Minutes). The SEIR detailed the impacts of the development and need for the Interchange Project, but did not cover the project itself, necessitating separate CEQA and NEPA documents.

The Active Transportation Plan was adopted by Council on February 2, 2021.

On August 16, 2022, Council Authorized Staff to seek VA services and PS&E services (Staff Report, Minutes).

On September 5, 2023, Council recommended approval of the Initial Study – Mitigated Negative Declaration (IS-MND) to Caltrans, declared Alt 3 as the City’s preferred interchange type, and recommended that Caltrans Administration approve the Project Report. (Staff Report, Minutes)

Item 6b
On February 18, 2025, Council awarded the PS&E design contract to Consor Engineering (Staff Report, Minutes).

On October 23, 2025, the Active Transportation Committee reviewed this item and the results of that meeting are included in above.

Bridge Project
On August 20, 2013, Council authorized the advertisement an RFP for advanced technical studies for the Bridge Project. (Staff Report, Minutes) On October 21, 2014, Council reviewed several bridge types and selected the bridge type to replace the existing Prado Creek Bridge. (Staff Report, Minutes) On October 4, 2022, and October 18, 2022, an undergrounding ordinance was introduced, and a second reading of that ordinance occurred to place existing overhead utilities underground in connection with the project. (Staff Report, Minutes, Staff Report, Minutes)
Public Engagement
Interchange Project
There were extensive opportunities for public engagement on the project through previous planning efforts, including the 2014 General Plan Land Use and Circulation Element (LUCE) update, during review of the San Luis Ranch development proposal and Environmental Impact Report, approved in 2018, and through public input on the City’s capital project prioritization during the past several budget cycles.

On February 15, 2023, a focused workshop was held to solicit input on the latest Interchange Project’s details and draft environmental document. This meeting included a presentation on project background, overview of design alternatives considered, discussion of traffic impacts, summary of environmental analysis and mitigation recommendations, latest project cost estimates and schedule. The meeting was advertised via legal ads, via City email and social media notifications, and via direct mailers sent to businesses and residents located within one half mile of the project limits.

Caltrans representatives were in attendance to help field questions from the public.

The IS/MND was circulated for public review February 2 through March 6, 2023. The Notice of Availability/Notice of Intent to Adopt the IS/MND was advertised in the local newspaper and included information about and invitation to the February 15, 2023 public meeting. Following the public review period, Caltrans and City staff recorded and jointly responded to 10 comment letters from members of the public and 1 from a local agency.

These responses have been reviewed by staff and approved by Caltrans and are included at the end of the IS-MND.

Bridge Project
A public meeting was held at the City’s Corporation Yard (25 Prado, San Luis Obispo) on July 26, 2022. Prior to the public meeting, postcards were distributed to affected property owners inviting the public to the meeting. No comments or concerns were received.

Item 6b

CONCURRENCE
The Fire Department expressed support for the Interchange Project and the proposed Value Analysis modifications, emphasizing that improved east–west connectivity will significantly enhance emergency access to the southern portion of the City. The new overcrossing will improve response capability from Station 4 and help the department move closer to achieving its four-minute travel time goal identified in the City’s Climate Adaptation and Safety Element. Current response times have declined in recent years due to increasing call volumes and continued growth in the southern area of the City; therefore, the Prado overpass is anticipated to enhance emergency response, strengthen the Effective Firefighting Force (EFF) through faster multi-unit arrivals, and improve overall safety for pedestrians and cyclists.

The Fire Department also expressed support for the proposed shared-use path on the south side of Prado Road connecting the Bob Jones Trail to San Luis Ranch, noting that this linkage could reduce the need for other types of protected bicycle facilities that may otherwise impact emergency response times.

The Police Department expressed support for the proposed modifications as well, recognizing the immediate benefit of an additional crossing over U.S. 101 while noting potential long-term concerns regarding vehicle capacity over the life of the project. The Department considers the reduced design speed acceptable given the improved east– west connectivity and supports the proposed shared-use path on the south side of Prado Road.

Both departments emphasized the importance of maintaining emergency-vehicle signal preemption throughout the project area and at adjacent intersections to ensure efficient emergency response, particularly where only a single through lane is provided.

ENVIRONMENTAL REVIEW
Both the Interchange Project and Bridge Project have completed and approved environmental documents in compliance with the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA). Under CEQA, the City of San Luis Obispo served as the lead agency and prepared Initial Study/Mitigated Negative Declarations (IS/MNDs) for both projects. Under NEPA, Caltrans served as the lead agency and determined that both projects qualified for Categorical Exclusions.

For the Bridge Project, Council approved the IS/MND on October 4, 2022 by Resolution Number 11368 (2022). Caltrans approved the NEPA document on January 11, 2023.

For the Interchange Project, Council approved the IS/MND on September 5, 2023 by Resolution Number 11447 (2023). Caltrans approved the NEPA document on October 8, 2024.

Item 6b

FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-30
Funding Identified: Yes
Table 3 – Standard Financial Table
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ 0 $ 0 $ 0 $ 0
State $ 0 $ 0 $ 0 $ 0
Federal $ 0 $ 0 $ 0 $ 0
Total $ 0 $ 0 $ 0 $ 0
Fiscal Analysis:

Both the Interchange Project and the Bridge Project are included in the City’s 2025-27 Financial Plan. The Interchange Project appears on page 384 of the plan. The Bridge Project appears on page 379 of the plan.

Below is a breakdown of both projects anticipated costs and funding plan.

Interchange Project
Table 4 –Interchange Project’s Anticipated Costs (Current Preferred Alternative) Phase Current 2027-28 2028-29 2029-30
Design $11,545,780
Phase1 $3,049,853
Phase 2 $5,901,488
Phase 3 $94,439
Contingencies $1,000,000
Third Party Review $1,500,000
Right of Way $2,000,000
Utilities Relocation $2,000,000
Construction Admin $2,000,000
Construction
Management
$11,000,000
Contract $10,000,000
Contingency $1,000,000
Construction $119,000,000
Contract $99,166,667
Contingency $19,833,333
Total $11,545,780 $2,000,000 $2,000,000 $132,000,000
Grand Total $147,545,780

Item 6b
Table 5 –Interchange Project’s Funding Plan from the 2025-27 Financial Plan Funding Source Current 2027-28 2028-29 2029-30
Local Funds: $15,261 $75,000,000
Capital Outlay (LRM) $15,261
Debt Finance $75,000,000
Regional Funds: $1,435,260
Regional Grant (County) $1,435,260
Developer Funds: $10,483,063 $2,000,000 $2,000,000 $11,000,000 Capital Outlay (SLR) $9,967,681 $2,000,000 $2,000,000 $11,000,000 Airport Area Impact Fee $79,205
Transportation Impact Fee $436,177
Grants: $35,000,000
Grant (SLOCOG) $10,000,000
Grant (Future) $25,000,000
Total $11,933,584 $2,000,000 $2,000,000 $121,000,000
Grand Total $136,933,584
Securing debt financing for the Interchange Project would likely require the City to pledge City-owned properties as collateral. However, most of the City’s high-value assets are already pledged to existing debt issuances, limiting the availability of unencumbered properties. Preliminary estimates indicate the City could assemble enough collateral to support a bond of up to approximately $75 million, though this would likely require leveraging a broad portfolio of properties.

To better define available collateral and overall bonding capacity, staff will begin obtaining broker opinions of value for key City facilities. In addition, the City has retained Kosmont Companies, a financial advisory firm, to evaluate alternative funding strategies and financing instruments for the project.

It should be noted that the anticipated project costs shown in Table 4 exceed the current funding plan presented in Table 5. The funding plan in Table 5 was developed as part of the 2025–27 Financial Plan and assumes that Council would implement some portion of the Value Analysis recommendations. If Council elects to proceed with the Value Analysis option identified in Table 1 as “PA VA + Lane Reduction,” (which is staff’s recommendation) the total project cost would be reduced to approximately $127,545,780.

Table 6 below presents a potential funding plan to meet this revised funding need.

Item 6b
Table 6 –Interchange Project’s Funding Plan for the PA VA + Lane Reduction Funding Source Current 2027-28 2028-29 2029-30
Local Funds: $15,261 $65,612,196
Capital Outlay (LRM) $15,261
Debt Finance $65,612,196
Regional Funds: $1,435,260
Regional Grant (County) $1,435,260
Developer Funds: $10,483,063 $2,000,000 $2,000,000 $11,000,000 Capital Outlay (SLR) $9,967,681 $2,000,000 $2,000,000 $11,000,000 Airport Area Impact Fee $79,205
Transportation Impact Fee $436,177
Grants: $35,000,000
Grant (SLOCOG) $10,000,000
Grant (Future) $25,000,000
Total $11,933,584 $2,000,000 $2,000,000 $111,612,196
Grand Total $127,545,780
Bridge Project
Table 7 – Bridge Project’s Anticipated Costs
Phase Current 2026-27 2027-28
Design $250,000
Right of Way $1,000,000
Utilities Relocation $1,750,000
Construction Admin $400,000
Construction Management $4,500,000
Construction $33,100,000
Construction Contingency $4,500,000
Total $1,250,000 $44,250,000
Grand Total $45,500,000
Table 8 – Bridge Project’s Funding Plan
Funding Source Current 2026-27 2027-28
Local Funds: $7,636,760 $3,500,000 $15,358,406
Capital Outlay (IIF) $ 4,749,972 $3,500,000 $11,158,406 Capital Outlay (LRM) $ 2,277,019 $ 3,000,000
Capital Outlay $ 609,768
Developer Funds: $2,224,173 $0.00 $0.00
Airport Area Impact Fee $ 135,490
Transportation Impact Fee $ 2,088,683
Grant Funds: $2,065,000 $0.00 $15,915,661
Earmark $ 2,065,000 $58,676.00
Highway Bridge Program $15,856,9853
Total $11,925,933 $3,500,000 $30,074,067
Grand Total $45,500,000

3 Pending Highway Bridge Program programming request to address cost escalation and reimbursable portions of project. Current funding amount is $13,861,673.

Item 6b
The Highway Bridge Program (HBP) is a federally funded safety program administered by Caltrans and financed through the Federal Highway Administration (FHWA). The program provides financial assistance to local agencies for the replacement or rehabilitation of publicly owned highway bridges that are structurally deficient or functionally obsolete.

Caltrans evaluates bridge conditions and determines eligibility based on structural inspections and sufficiency ratings. Once a bridge is accepted into the HBP inventory, federal funds may be used to cover eligible bridge-related construction costs such as deck replacement, widening to meet standards, or seismic retrofits. Federal participation typically covers up to 88% of eligible costs, with the remaining 12% funded by the local agency.

The City is requesting an increase in HBP funding to address both construction cost escalation and expansion of the participating bridge width to support multimodal improvements. This request is consistent with the City’s Active Transportation Plan (ATP), which provides strong justification for these added facilities. It should be noted that HBP funding levels fluctuate based on the eligible scope—if project elements are reduced or deemed ineligible, the corresponding federal participation amount will also decrease.

ALTERNATIVES

1. Implement Value Analysis Recommendations (Estimated $8M Savings). Council could direct staff to proceed with the Interchange Project’s Preferred Alternative incorporating the Value Analysis recommendations, including use of cast-in-drilledhole columns, long-span precast girders, a reduced bridge design speed, and increased use of recycled materials. This option would reduce the project’s estimated construction cost by approximately $8 million while maintaining all planned transportation, flood protection, and multimodal infrastructure benefits of the Preferred Alternative. No changes to the Bridge Project would be evaluated under this option.

2. Implement Value Analysis plus Lane Reduction Modifications (Estimated $20M Savings). Council could direct staff to proceed with the Interchange Project’s Preferred Alternative incorporating all Value Analysis recommendations as well as additional modifications to reduce travel lane widths and the number of lanes on the Prado Road overpass. This option would reduce the project’s estimated construction cost by approximately $20 million (which incorporates the $8 million savings identified in the above alternative). This represents staff’s recommended alternative for the Prado Interchange Project. This alternative would also provide Council with the choice of whether to extend the shared-use path on the southerly side of Prado Road to Higuera Street or to terminate it at the Elks / Prado intersection.

3. Conduct a Value Analysis for the Bridge Project. Council could direct staff to complete a value analysis for the Bridge Project to identify potential opportunities for cost reduction. Staff anticipate this effort could be completed relatively quickly but may cost up to $100,000. If Council chooses to proceed, it may also wish to delegate authority to the City Manager to execute the necessary contract amendments and budget adjustments to complete the work.

Item 6b

4. Council could provide alternate direction to staff. This could the alternative recommended by the ATC at their October 25, 2025 ATC meeting. This alternative would provide more pedestrian and bicycle facilities, at a cost of at least $4 million more than the alternative recommended by staff (plus additional unknown right of way purchase costs). Staff will provide more information on this alternative at the November 4, 2025 Council meeting.

ATTACHMENTS
A - Preferred Alternative
B - Proposed VA Refined Design
C - Traffic Analysis

SECTION A-A Page 244 of 365
SECTION B-B Page 245 of 365

SENSITIVITY ANALYSIS
DATE: October 23, 2025
TO: Dace Morgan | Consor
FROM: Jim Damkowitch | DKS
Joel Rabinovitz, PE | DKS
SUBJECT: US 101 and Prado Road Interchange Project #24989-000

INTRODUCTION
The following traffic analysis was completed to support the US 101 Prado Road Interchange Project.

The relative performance of various design elements of the proposed project were analyzed under AM/PM peak hour 2050 future year conditions and compared across the following four performance metrics:
 Vehicular Level of Service (based on Highway Capacity Manual 7th Edition – HCM 7 grades using static and simulation delay results)
 Vehicular Delay (using both static and simulation modeling)  Vehicular 95th Percentile Queue (based on simulation modeling)  Carbon Footprint (based on simulation results and composite EMFAC emission rates) The peak hour volume sets used for these operational determinations were based on the most recent travel demand modeling developed by the City of San Luis Obispo. All demand profiles reflect future mode shifts to transit. Pursuant to NCHRP Report 765 Analytical Travel Forecasting Approaches for Project-Level Planning and Design, 2014, travel demand model outputs were post-processed using traffic counts collected in May 2025. The traffic counts include pedestrians and bicyclists. For the future year (2050) build condition these ped/bike counts were manually adjusted to reflect the anticipated increase in pedestrian/bicycle activity to result from the project (i.e., overcrossing connectivity and planned bicycle and pedestrian facilities in the proposed project).

STUDY AREA
The focus of the analysis is on Prado Road at the following two intersections:

1. Prado Road / US 101 NB Ramps

2. Prado Road / Elks Lane

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 2 Currently Elks Lane and the US 101 NB ramps intersect at an all-way-stop. With the extension of Prado Road to Froom Ranch Way (Figure 1), Elks Lane would be realigned with the City's new Water Resource Recovery Facility (WRRF) and Corporation Yard entrance.

FIGURE 1: STUDY AREA

PROJECT ALTERNATIVES

NO BUILD
The No Build alternative assumes the current all-way stop-controlled intersection at the US 101 NB off-/on-ramp / Prado Road / Elks Lane intersection, with no realignment of Elks Lane, and no overcrossing of US 101.

BUILD
A total of five alternatives were included in the Build analysis: two alternatives assuming a 4-lane bridge over US 101 and three alternatives with a 2-lane bridge. The Four-Lane Alternative assumed signals at the two study intersections (Figure 2), while the Two-Lane Alternative assumed either signals (Figure 3) or roundabouts (Figure 4) at the two study intersections.

For each overcrossing alternative, several geometric alternatives were analyzed, as described below:

Prado Road Extension Elks Lane Realignment
1 2

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 3

FOUR-LANE OVERCROSSING
Both alternatives assume a 4-lane overcrossing, with the four lanes extending from Froom Ranch Way to Higuera Street, signals at the US 101 NB ramps and Elks Lane intersections, and bike lanes and sidewalks on both sides of Prado Road. The lane configuration at both intersections is identical between alternatives, with the only difference being the treatment of the westbound right-turn at the US 101 NB ramps intersection, as described below.

Alternative 1a: The westbound right-turn lane at the US 101 NB ramps would be a 200-foot storage lane, controlled at the intersection, with an approximate 100-foot long crosswalk across the east leg (Figure 2).

Alternative 1b: The westbound right-turn lane would be channelized at the US 101 NB ramps (similar to Alternative 3 shown in Figure 4), have 200 feet of storage, be signalized (only for the pedestrian crossing), and include a lane add for that movement and a merge with the eastbound left and northbound thru movements (similar to Alternative 3). The crosswalk length across the east leg would be approximately 75 feet.

TWO-LANE OVERCROSSING
All alternatives assume a 2-lane overcrossing, with four lanes extending from east of the US 101 NB ramps to Higuera Street, bike lanes and sidewalks on both sides of Prado Road, and a two-way mixed-use path on the south side. It should be noted that options for reducing traffic lanes east of the US 101 NB ramps was initially considered, but due to the significant congestion and delays that would cause was not included in the two-lane overcrossing alternatives. Alternative 2 includes signals at the US 101 NB ramps and Elks Lane intersections, with identical lane configuration at both intersections, with the only difference being the treatment of the westbound right-turn at the US 101 NB ramps intersection, as described below. Alternative 3 would be roundabouts at Elks Lane and the US 101 NB ramps.

Alternative 2a: The westbound right-turn lane at the US 101 NB ramps would be a drop lane (i.e., the rightmost lane drops to the on-ramp rather than continue through the intersection), controlled at the intersection (Figure 3).

Alternative 2b: The westbound right-turn lane would be channelized at the US 101 NB ramps (similar to Alternative 3 shown in Figure 4), be signalized (only for the pedestrian crossing), and include a lane add for that movement and a merge with the eastbound left and northbound thru movements (similar to Alternative 3).

Alternative 3: Alternative 3 would include a 2-lane roundabout at Elks Lane with single-lane approaches on the side street and a single-lane roundabout at the US 101 NB ramps (teardrop configuration) with a northbound right-turn lane for the off-ramp as shown in Figure 4. The westbound right at the US 101 NB ramps would be channelized, free, and include a lane add for that movement and a merge with the eastbound left and northbound thru movements.

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 4 FIGURE 2: ALTERNATIVE 1A

FIGURE 3: ALTERNATIVE 2A
FIGURE 4: ALTERNATIVE 3

ANALYSIS METHODOLOGY
The methodologies used for the purpose of analyzing the various design elements of the proposed project alternatives are described below. Two forms of analysis were applied: static and stochastic.

The static analysis is primarily based on methods described in the Highway Capacity Manual (HCM).

Static analysis uses a fixed data input set along with a set of equations to develop a deterministic result versus stochastic analysis which uses a set of inputs with multi-run variance to derive a set of measured rather than calculated results (i.e., microsimulation). The SYNCHRO and SIDRA modeling software were applied for static analyses while the VISSIM modeling software was applied for stochastic operational determinations.

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 5

HIGHWAY CAPACITY MANUAL ANALYSIS
The operation or performance of roadway facilities is commonly described in terms of Level of Service (LOS). LOS is a qualitative measure of effectiveness describing traffic operations based on such factors as speed, travel time, delay, and freedom to change lanes for all vehicles. Six levels are defined from LOS A, as the best-operating conditions, to LOS F, or the worst operating conditions.

LOS E represents “at-capacity” operations. Study intersections were analyzed to determine their LOS based on the definitions and formulas presented in the Highway Capacity Manual 7th Edition (HCM 7) as implemented by the SYNCHRO (v12) and SIDRA (v10) analysis software. Table 1 presents the LOS criteria for intersections in accordance with the HCM 7 methodology.

TABLE 1: INTERSECTION LEVEL OF SERVICE CRITERIA
Notes:

A. HCM 7, Chapter 19 (Signalized Intersections)
B. Chapter 22 (Roundabouts)

MICROSIMULATION ANALYSIS
Microsimulation analysis was conducted using the VISSIM modeling software to better reflect the effects of the close intersection spacing as well as lane utilization that the HCM methodologies do not specifically address. The models were developed, and analysis was conducted in accordance with the FHWA guidelines for microsimulation analysis1.

It should be noted that the VISSIM models used for this analysis were not calibrated to existing conditions. However, the VISSIM models can still be used to compare alternative results to help inform decisions for a preferred alternative. Additionally, the Existing configuration (no overcrossing, all-way stop) and future configuration (with overcrossing, signal or roundabout) are different enough that much of the calibration for the Existing condition (e.g., how drivers yield at the stop sign) would not be useful for the Future Build conditions (signal or roundabout). The driver behavior and other 1 Traffic Analysis Toolbox Volume III: Guidelines for Applying Traffic Microsimulation Modeling Software. Federal Highway Administration (FHWA). August 2003.

LEVEL OF SERVICE (LOS)

TOTAL DELAY PER VEHICLE (SECONDS)

SIGNALIZED A UNSIGNALIZED B
A < 10 < 10
B > 10 and < 20 > 10 and < 15
C > 20 and < 35 > 15 and < 25
D > 35 and < 55 > 25 and < 35
E > 55 and < 80 > 35 and < 50
F > 80 > 50

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 6 model parameters were based on previous models developed by DKS for similar facilities. Delay results from the microsimulation analysis are compared to HCM LOS criteria for intersections for the purpose of consistency with other analysis in this report.

QUEUING
95th percentile queue results are defined as the length of the queue which is exceeded five percent of the time during the analysis time period. The 95th percentile queue is useful in determining the appropriate storage requirements such as length of turn pockets but is not representative of what an average driver would experience during their commute.

SYNCHRO was used to identify the average and 95th percentile vehicle queues for approaching traffic for the future peak volumes. The 95th percentile queue in SYNCHRO is a calculation of the maximum back of queue with 95th percentile traffic volume, and not an actual observed queue.

VISSIM was also used to estimate the average and 95th percentile vehicle queues for approaching traffic for each study intersection for the one-hour system peak hour. To calculate 95th percentile queues, queue length data was collected from VISSIM using queue counters on critical approaches with a 120-second interval to reflect queues that form while traffic flow is impeded. The average and 95th percentile queue was then calculated using a percentile function in Excel.

DKS considers micro-simulation as a superior approach for queuing analysis given its ability to more accurately reflect the operational interaction of adjacent intersections and in particular, closely spaced intersections. It is also better at reflecting the interactions of pedestrians and bicyclists at intersections of all control types and in particular those with roundabout control.

FUTURE FORECASTS
The peak hour volume sets used for these operational determinations were based on the most recent travel demand modeling developed by the City of San Luis Obispo. All demand profiles reflect future mode shifts to transit. Pursuant to NCHRP Report 765, travel demand model outputs were postprocessed using traffic counts collected in May 2025. The traffic counts include pedestrians and bicyclists. For the future year build condition these ped/bike counts were manually adjusted to reflect the anticipated increase in pedestrian/bicycle activity to result from the project (i.e., overcrossing connectivity and planned bicycle and pedestrian facilities in the proposed project).

Additionally, future forecasts included the completion of the Prado Creek Bridge project and related Higuera Street / Prado Road intersection improvements, as well as the planned extension of Prado Road east to Broad Street.

Future (Year 2050) forecasts for the AM and PM peak hours for the 4-lane and 2-lane overcrossing, as shown in Figure 5 and Figure 6, respectively.

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 7 FIGURE 5: FUTURE (YEAR 2050) INTERSECTION VOLUMES – 4-LANE OVERCROSSING FIGURE 6: FUTURE (YEAR 2050) INTERSECTION VOLUMES – 2-LANE OVERCROSSING

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 8

OPERATIONAL ANALYSIS RESULTS
The following section describes the intersection operations for Future Year (2050). The delay, LOS and queue results for SYNCHRO and VISSIM can be found in the Appendix.

LEVEL OF SERVICE (LOS)
The analysis results for the intersection performance for the Future Year (2050) AM and PM peak hours are provided in Table 2. As shown, under No Build conditions, the Prado Road / US 101 NB / Elks Lane intersection is projected to operate at LOS F during the PM peak hour with significant delay (> 2 minutes). Under Build conditions, all intersections under all scenarios and time periods would operate at LOS D or better. The 4-lane alternatives generally operate better than the 2-lane alternatives (although only by a few seconds overall), with Alternative 1B operating better of the 4- lane alternatives and Alternative 3 generally operating better of the 2-lane Alternatives.

When comparing results from SYNCHRO and SIDRA (deterministic) and VISSIM (microsimulation), they are generally similar between time periods and scenarios, showing that even though the VISSIM models were not calibrated to existing conditions, the assumptions made for driver behavior are consistent with the output from SYNCHRO and SIDRA. The only exception is the NB Ramps intersection in the AM peak under Alternative 3, where the VISSIM model shows more average delay (27 seconds) for the off-ramp than SIDRA (10 seconds). This is due to a much higher delay modeled for the off-ramp in VISSIM than SIDRA. It should be noted that the circulating flow and approach flow are approximately 1,600 vph, which is the threshold at which not only dual approach lanes are necessary, but dual circulating lanes should also be considered.

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 9 TABLE 2: FUTURE YEAR (2050) INTERSECTION PERFORMANCE – DELAY AND LOS Note:

A. Average delay in seconds per vehicle. Bold indicates the LOS exceeds the City’s mobility standard.

B. SYNCHRO is a deterministic model and VISSIM a microsimulation model. While the results may be similar, SYNCHRO does not consider downstream queue spillback, while VISSIM does.

C. The Prado Rd / Elks Ln intersection does not exist in the No Build. Elks Ln intersects Prado Rd D. Roundabout results from SIDRA. LOS based on unsignalized criteria.

QUEING ANALYSIS
The Future (2050) average and 95th percentile queue lengths for each intersection for the AM and PM peak hours are presented in Table 3 through Table 6. Also shown are queue lengths from SYNCHRO/SIDRA and VISSIM, with VISSIM queues generally longer than queues from SYNCHRO/SIDRA. It should be noted (and described above), the SYNCHRO/SIDRA queue lengths are calculated using equations while VISSIM queue lengths are calculated from observed queue lengths.

However, the results between SYNCHRO and VISSIM are consistent in identifying movements that could experience queues in the future.

INTERSECTION SOFTWARE B

DELAY A (LOS)
NO OC 4-LANE OC 2-LANE OC
NO
BUILD C ALT 1A ALT 1B ALT 2A ALT 2B ALT 3 D

AM PEAK

PRADO RD / US
101 NB RAMPS
SYNCHRO 23 (C) 13 (B) 13 (B) 17 (B) 17 (B) 10 (A/B)
VISSIM 19 (C) 13 (B) 12 (B) 20 (B/C) 18 (B) 26 (D)

PRADO RD /

ELKS LN
SYNCHRO - 17 (B) 17 (B) 16 (B) 16 (B) 7 (A)
VISSIM - 15 (B) 15 (B) 14 (B) 14 (B) 5 (A)

PM PEAK

PRADO RD / US
101 NB RAMPS
SYNCHRO 130 (F) 16 (B) 16 (B) 19 (B) 19 (B) 13 (B)
VISSIM 202 (F) 19 (B) 11 (B) 19 (B) 13 (B) 8 (A)

PRADO RD /

ELKS LN
SYNCHRO - 26 (C) 19 (B) 21 (C) 21 (C) 10 (A/B)
VISSIM - 31 (C) 27 (C) 26 (C) 24 (C) 6 (A)

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 10

AVERAGE QUEUE LENGTH
As shown in the tables, average queue lengths (i.e., the queue experienced on average by a driver) are expected to be contained within the available storage and do not extend back to upstream intersections, except for the following:

No Build
 Westbound at Prado Road / US 101 NB Ramps (PM peak)
While the No Build westbound average queue does not extend to Higuera Street during the PM peak, it is within 100 feet of the intersection, meaning that at any given time during the PM peak queues are expected to extend from the US 101 NB ramps back to nearly Higuera Street. This is consistent with the high delay for this movement shown in Table 2.

Alternative 1A
 Westbound right-turn at Prado Road / US 101 NB Ramps (PM peak) The westbound right average queue under Alternative 1A at the Prado Road / US 101 NB Ramps intersection exceeds the storage during the PM peak hour. The main reason this queue exceeds available storage is that the movement is signalized, meaning that during the eastbound left and northbound phases the movement would be red. The westbound right could therefore experience a red phase nearly 50% of the cycle (assumed 105 second cycle). While the westbound green time could be increased, it would result in longer queues for the eastbound left and northbound off-ramp. 95TH PERCENTILE QUEUE LENGTH
As shown in the tables, several 95th percentile queue lengths are expected to exceed available storage or extend back to upstream intersections during both the AM and PM peak hours, as described below:

No Build
 Westbound at Prado Road / US 101 NB Ramps (PM peak)
During the PM peak, under No Build conditions, westbound queues are projected to extend back to Higuera Street.

Alternative 1A
 Westbound right at Prado Road / US 101 NB Ramps (PM peak)  Westbound through at Prado Road / US 101 NB Ramps (PM peak)  Westbound through at Prado Road / Elks Lane (PM peak) The heavy westbound demand (1,800 to 1,900) during the PM peak hour results in westbound queues extending back from the US 101 NB Ramps (both in the right and through lanes) intersection to the Elks Lane intersection, and then back to the Higuera Street intersection.

Alternative 1B
 Westbound right at Prado Road / US 101 NB Ramps (PM peak)  Westbound through at Prado Road / Elks Lane (PM peak)

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 11 Similar to Alternative 1A, the westbound right-turn exceeds available storage. However, since the westbound right-turn is only stopped when there is a pedestrian, the westbound queues don’t extend all the way to the Elks Lane intersection. The heavy demand at Prado Road / Elks Lane still results in the queue extending to the Higuera Street intersection.

Alternative 2A
 Eastbound at Prado Road / US 101 NB Ramps (AM peak)
 Northbound right at Prado Road / US 101 NB Ramps (AM peak)  Westbound right at Prado Road / US 101 NB Ramps (PM peak)  Westbound through at Prado Road / US 101 NB Ramps (PM peak)  Westbound through at Prado Road / Elks Lane (PM peak) During the AM peak hour under Alternative 2A, eastbound 95th percentile queues at the Prado Road / US 101 NB Ramps would extend back toward Froom Ranch Way (2/3 of the way there in SYNCHRO and exceeding it in VISSIM). Additionally, the northbound right-turn queue (in VISSIM) would exceed available storage (200 feet) but does not result in queues back onto the US 101 NB mainline.

The heavy westbound demand (1,600 to 1,700) during the PM peak hour results in westbound queues extending back from the US 101 NB Ramps (both in the right and through lanes) intersection to the Elks Lane intersection, and then back to the Higuera Street intersection.

Alternative 2B
 Eastbound at Prado Road / US 101 NB Ramps (AM peak)
 Northbound right at Prado Road / US 101 NB Ramps (AM peak) Similar to Alternative 2A, during the AM peak hour the eastbound 95th percentile queue at the Prado Road / US 101 NB Ramps would extend back toward Froom Ranch Way, and the northbound rightturn queue (in VISSIM) would exceed available storage but not back onto the US 101 NB mainline.

Similar to Alternative 2A, during the PM peak hour westbound queues extend back from the US 101 NB Ramps (both in the right and through lanes) intersection to the Elks Lane intersection, and then back to the Higuera Street intersection.

Alternative 3
 Northbound at Prado Road / US 101 NB Ramps (AM peak)
The VISSIM results show northbound approach queues to the roundabout could extend back to the US 101 mainline during the AM peak hour. The reason for the queuing is that the eastbound through movement is not impeded by any other movement, and at 1,050 vehicles (100 left and 950 through) results in insufficient gaps (1 vehicle every 3-4 seconds) for northbound vehicles.

Similar to Alternative 2, during the PM peak hour westbound queues extend back from the US 101 NB Ramps (both in the right and through lanes) intersection to the Elks Lane intersection. However, unlike Alternative 2, queues do not extend back to the Higuera Street intersection.

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 12 TABLE 3: FUTURE (2050) AM PEAK HOUR QUEUE LENGTHS – AVERAGE

ALTERNATIVE SOFTWARE

QUEUE LENGTH (FT) A

EASTBOUND WESTBOUND NORTHBOUND SOUTHBOUND

L T R L T R L T R L T R
PRADO RD / US 101 NB RAMPS

NO BUILD (NO OC)

SYNCHRO B - - - - -
VISSIM - - 225 40 20
ALT 1A (4-LANE OC)
SYNCHRO 30 115 - - 90 0 70 50 - - -
VISSIM 60 140 - - 115 85 130 85 - - -
ALT 1B (4-LANE OC)
SYNCHRO 30 115 - - 90 0 70 50 - - -
VISSIM 55 135 - - 115 30 120 85 - - -
ALT 2A (2-LANE OC)
SYNCHRO 40 275 - - 130 0 90 45 - - -
VISSIM 75 410 - - 160 105 135 140 - - -
ALT 2B (2-LANE OC)
SYNCHRO 40 275 - - 130 0 90 45 - - -
VISSIM 70 395 - - 155 20 130 135 - - -
ALT 3 (2-LANE OC)
SIDRA 0 - - 25 0 25 40 - - -
VISSIM 0 - - 55 0 235 555 - - -

PRADO RD / ELKS LN

NO BUILD (NO OC)

SYNCHRO - - - -

VISSIM - - - -
ALT 1A (4-LANE OC)
SYNCHRO 10 95 5 110 5 5 10 5
VISSIM 30 265 15 185 10 5 30 25
ALT 1B (4-LANE OC)
SYNCHRO 10 95 5 110 5 5 10 5
VISSIM 30 255 20 180 10 5 30 25

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 13 Note:

All queues are rounded to nearest 5’.

A. L = Left. T = Thru. R = Right. B. SYNCHRO does not calculate the average queue for all-way stop intersections.

ALTERNATIVE SOFTWARE

QUEUE LENGTH (FT) A

EASTBOUND WESTBOUND NORTHBOUND SOUTHBOUND

L T R L T R L T R L T R
ALT 2A (2-LANE OC)
SYNCHRO 10 75 5 40 5 5 10 5
VISSIM 30 235 20 150 10 5 30 25
ALT 2B (2-LANE OC)
SYNCHRO 10 75 5 40 5 5 10 5
VISSIM 30 235 20 150 10 5 30 25
ALT 3 (2-LANE OC)
SIDRA 35 15 5 5
VISSIM 70 35 15 25

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 14 TABLE 4: FUTURE (2050) AM PEAK HOUR QUEUE LENGTHS – 95TH PERCENTILE

ALTERNATIVE SOFTWARE

QUEUE LENGTH (FT) A

EASTBOUND WESTBOUND NORTHBOUND SOUTHBOUND

L T R L T R L T R L T R
PRADO RD / US 101 NB RAMPS

NO BUILD (NO OC)
SYNCHRO - 235 70 10
VISSIM - 475 120 60
ALT 1A (4-LANE OC)
SYNCHRO 85 200 - - 160 50 165 155 - - -
VISSIM 130 235 - - 240 245 235 185 - - -
ALT 1B (4-LANE OC)
SYNCHRO 85 200 - - 160 50 165 155 - - -
VISSIM 135 260 - - 260 145 240 190 - - -
ALT 2A (2-LANE OC)
SYNCHRO 90 525 - - 250 50 185 135 - - -
VISSIM 140 865 - - 360 295 255 330 - - -
ALT 2B (2-LANE OC)
SYNCHRO 90 525 - - 250 50 185 135 - - -
VISSIM 140 865 - - 350 105 250 330 - - -
ALT 3 (2-LANE OC)
SIDRA 0 - - 55 0 65 95 - - -
VISSIM 0 - - 175 0 910 1365 - - -

PRADO RD / ELKS LN

NO BUILD (NO OC)

SYNCHRO - - - -

VISSIM - - - -
ALT 1A (4-LANE OC)
SYNCHRO 60 430 35 250 25 20 60 50
VISSIM 80 470 45 355 35 20 80 65
ALT 1B (4-LANE OC)
SYNCHRO 60 430 35 250 25 20 60 50
VISSIM 85 515 60 355 40 25 85 75
SYNCHRO 55 345 35 190 20 20 55 45

US 101 AND PRADO ROAD INTERCHANGE • SENSITIVITY ANALYSIS • OCTOBER 2025 15 Note:

All queues are rounded to nearest 5’. BOLD indicates the queue exceeds the storage length or extends back to the next upstream intersection.

A. L = Left. T = Thru. R = Right.

ALTERNATIVE SOFTWARE

QUEUE LENGTH (FT) A

EASTBOUND WESTBOUND NORTHBOUND SOUTHBOUND

L T R L T R L T R L T R
ALT 2A (2-LANE OC) VISSIM 80 585 50 315 45 25 90 70 ALT 2B (2-LANE OC) SYNCHRO 55 345 35 190 20 20 55 45
VISSIM 80 585 20 150 45 25 90 70
ALT 3 (2-LANE OC)
SIDRA 85 40 5 10
VISSIM 130 115 50 90