Agenda packet — San Luis Obispo City Council, June 16, 2026 (part 2 of 5)

EXHIBIT “ A”
The City maintains a separate Family and Medical Leave Administration Policy consistent with the City’s legal obligations to provide Family Medical Leave Act and California Family Rights Act, among other forms of leaves. This policy can be accessed in the Forms and Policies section on SharePoint.

Upon termination of employment by death or retirement, the employee or beneficiary may choose:

A. A payout of the employee’s accumulated sick leave balance based on years of service according to the following schedule; or
B. To convert the remaining employee’s sick leave balance to service credit in accordance with CalPERS regulations; or
C. A combination of these two options:
i. Death – 25%
ii. Retirement and actual commencement of CalPERS benefits:
a. After ten years of continuous employment – 10%
b. After twenty years of continuous employment – 15%
Section K Bereavement Leave
Bereavement Leave
At each employee’s option, sick leave or vacation leave may be used to be absent from duty due to the death of an employee’s family member as defined in Labor Code section 245.5(c), provided such leave as defined in this section shall not exceed five (5) days (no more than 40 hours) for each incident. The leave days may be taken non-consecutively as needed. The employee may be required to submit proof of relative's death before being granted sick leave pay. False information concerning the death or relationship may result in discipline up to and including termination.

Reproductive Loss Leave
Employees experiencing a miscarriage, failed adoption, failed surrogacy, stillbirth, or unsuccessful assisted reproduction are entitled to up to five (5) days (no more than 40 hours) of leave following the qualifying loss. The leave days may be taken nonconsecutively as needed. Employees may utilize sick leave or vacation leave to be paid during reproductive loss leave. To utilize this leave, the employee may confidentially report the qualifying event to whomever in their chain of command they feel most comfortable, including their supervisor, manager, or Human Resources.

Section L Workers’ Compensation Leave
An employee who is absent from duty because of on-the-job injury in accordance with State workers’ compensation law and is not eligible for disability payments under Labor Code Section 4850 shall be paid the difference between their base salary and the amount provided by workers’ compensation during the first ninety (90) business days of such temporary disability absence. Eligibility for workers’ compensation leave requires an accepted workers’ compensation claim.

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EXHIBIT “ A”
If an employee is eligible for Total Temporary Disability benefits after exhausting 4850 or salary continuation as defined in the paragraph above, the employee will receive such payment directly from the City’s workers’ compensation administrator and will only be able to supplement one-third pay with accrued sick leave.

Section M Temporary Upgrade Assignment
For the purposes of this Section, a temporary upgrade assignment is the full-time assignment to a higher-level classification ( with a higher salary). An employee assigned in writing by management to a temporary upgrade assignment shall receive temporary upgrade pay of no less than five percent ( 5%) or be placed at the bottom of the higher range, whichever is greater, but in no case more than the top salary of the higher range, in addition to their regular base rate commencing on the eleventh ( 11th) consecutive workday of the temporary upgrade assignment. In order to receive temporary upgrade pay, an employee must be working in the temporary upgrade assignment and may not have a leave of absence longer than two ( 2) consecutive weeks, unless otherwise approved.

The temporary upgrade assignment will be evaluated after three (3) and six (6) months.

If there is an operational need to have an employee work in the temporary upgrade assignment more than six (6) months, the temporary upgrade pay will be increased to at least the first step of the higher classification and/or up to an additional five percent (5%), for a total of at least ten percent ( 10%) special pay, upon the recommendation of the supervisor and approval of the department head.

Section N Bilingual Pay
Employees certified as bilingual in Spanish and assigned to use their Spanish speaking skills shall receive a bilingual payment of thirty-five ($35) dollars per pay period. Employees are eligible for this incentive the first full pay period following qualification. Additional languages may be approved by the City based upon demonstrated need. Regardless of certification and payment, all employees shall use any language skills they possess to the best of their ability.

Section O Vehicle Assignment
The Fire Chief and Police Chief will be provided a City vehicle for emergency response during off-duty time. Other department heads shall receive a car allowance of $236 per month, paid semi-monthly.

The use of a personal automobile for City business will be eligible for mileage reimbursement in accordance with standard City policy.

Section P Uniform Allowance
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EXHIBIT “ A”
The Fire Chief, Deputy Fire Chief, and Fire Marshal shall receive $1,300 per year uniform allowance paid on a biweekly basis.

The Police Chief shall receive $1,300 per year uniform allowance issued in the amount of $650 on the first paycheck in December and June. New hires will receive a prorated amount on a biweekly basis. Uniform allowance will not be prorated upon separation from employment.

For “Classic Members” as defined by CalPERS, uniform allowance shall be reported to CalPERS as special compensation.

Section Q Payday
Payroll will be disbursed on a biweekly schedule. Payday will be every other Thursday.

This disbursement schedule is predicated upon normal working conditions and is subject to adjustment for cause beyond the City's control.

Section R Appointed Officials
The benefits outlined in this exhibit for department heads apply to appointed officials, except where they have been modified by City Council resolution.

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EXHIBIT “ A”
Appendix A Classifications
Employees in the classifications listed below, in alphabetical order, are covered by this Exhibit.

Accountant
Active Transportation Manager
Assistant City Attorney I
Assistant City Attorney II
Assistant City Manager Community Services
Building Permit Services Supervisor
Business Analyst
Capital Improvement Program Administrative Manager
City Attorney
City Biologist
City Clerk
City Manager
Code Enforcement Supervisor
Construction Engineering Manager
Construction Engineering Manager Professional Engineer
Data Analyst
Deputy City Attorney I
Deputy City Attorney II
Deputy City Attorney III
Deputy City Manager
Deputy Director of Community Development Chief Building Official Deputy Director of Community Development City Planner
Deputy Director of Finance City Controller
Deputy Director of Public Works City Engineer
Deputy Director of Public Works Maintenance Operations
Deputy Director of Public Works Mobility Services
Deputy Director of Utilities Engineering and Planning
Deputy Director of Utilities Wastewater
Deputy Director of Utilities Water
Deputy Fire Chief*
Director of Community Development
Director of Finance
Director of Human Resources
Director of Parks and Recreation
Director of Public Works
Director of Utilities
Diversity Equity and Inclusion Manager
Economic Development Analyst
Economic Development and Tourism Manager
Emergency Manager
Facilities Maintenance Supervisor
Financial Analyst
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EXHIBIT “ A”
Fire Chief*
Fire Marshal
Fleet Maintenance Supervisor
Golf Supervisor
Homelessness Response Manager
Human Resources Analyst
Human Resources Manager
Information Services Supervisor
Information Technology Manager
Laboratory Manager
Legal Analyst
Maintenance Superintendent
Maintenance Supervisor
Mobility Services Business Manager
Network Services Supervisor
Parking Enforcement Supervisor
Parking Operations Supervisor
Parking Program Manager
Parks Maintenance Supervisor
Payroll Analyst
Police Chief*
Police Public Affairs Manager
Policy and Project Manager
Principal Budget Analyst
Principal Planner
Public Communications Manager
Recreation Manager
Recreation Supervisor
Risk and Benefits Manager
Safety Manager
Senior Accountant
Senior Business Analyst
Senior Civil Engineer
Senior Financial Analyst
Senior Human Resources Analyst
Senior Legal Analyst
Senior Payroll Analyst
Senior Planner
Solid Waste and Recycling Program Manager
Stormwater Program Manager
Streets Maintenance Supervisor
Supervising Building Inspector
Supervising Civil Engineer
Sustainability and Natural Resources Analyst
Sustainability and Natural Resources Official
Sustainability Manager
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EXHIBIT “ A”
Technology Project Manager
Tourism and Community Promotions Manager
Transportation Manager
Transportation Manager Professional Engineer/Traffic Engineer Utilities Business Manager
Utilities Special Projects Manager
Utilities Special Projects Manager Professional Engineer Wastewater Collection System Supervisor
Water Distribution System Supervisor
Water Resource Recovery Facility Supervisor
Water Resources Program Manager
Water Treatment Plant Supervisor
Whale Rock Reservoir Supervisor
Denotes Sworn classifications
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Amended Unrepresented Management Employees Resolution
Exhibit AB
Table of Contents
Exhibit A Sections
Section A Pay for Performance................................................................................. 3 Section B Medical, Dental, Vision ............................................................................. 3 Section C Health Flex Contribution ........................................................................... 3 Section D Life and Disability Insurance..................................................................... 5 Section E Retirement................................................................................................ 5 Section F Supplemental Retirement ......................................................................... 7 Section G Vacation ................................................................................................... 7 Section H Administrative Leave ................................................................................ 8 Section I Holidays.................................................................................................... 9 Section J Sick Leave.............................................................................................. 10 Section K Bereavement Leave ............................................................................... 11 Section L Workers’ Compensation Leave .............................................................. 11 Section M Temporary Upgrade Assignment............................................................ 12 Section N Bilingual Pay........................................................................................... 12 Section O Vehicle Assignment................................................................................ 12 Section P Uniform Allowance.................................................................................. 12 Section Q Payday ................................................................................................... 13 Section R Appointed Officials.................................................................................. 13 Section S Individual Employment Contracts for Department Heads ....................... 13 Appendix A Classifications ........................................................................................ 15 Section A Pay for Performance................................................................................. 3 Section B Medical, Dental, Vision ............................................................................. 3 Section C Health Flex Contribution ........................................................................... 3 Section D Life and Disability Insurance..................................................................... 5 Section E Retirement................................................................................................ 5 Section F Supplemental Retirement ......................................................................... 7 Section G Vacation ................................................................................................... 7 Section H Administrative Leave ................................................................................ 8 Section I Holidays.................................................................................................... 9

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EXHIBIT “A”
Section J Sick Leave.............................................................................................. 10

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EXHIBIT “AB”
Section A Pay for Performance
In 1996 the City Council established the Management Pay for Performance System for department heads and management employees. The system is designed to recognize and reward excellent performance by department heads and managers and to provide an incentive for continuous improvement and sustained high performance. Instead of step increases, the department heads and management employees move through their salary range solely according to accomplishment of objectives and job-related behavior. Further information about the Management Pay for Performance System is found in the Management Pay for Performance System Guide.

Section B Medical, Dental, Vision
The City shall establish and maintain medical, dental, and vision insurance plans for appointed officials, department heads, management employees and their dependents.

The City reserves the right to choose the method of insuring and plans to be offered.

Section C Health Flex Contribution
Employees electing medical coverage in the City’s plans shall receive a health flex contribution and shall purchase such coverage through the City’s Section 125 Plan “Cafeteria Plan.” To be eligible for the health flex contribution in a particular pay period, an employee must be paid for more than half of their regularly scheduled hours, unless the employee is on an approved FMLA/CFRA leave of absence or receiving temporary disability benefits through workers’ compensation. Less than full-time employees shall receive a prorated share of the City’s contribution.

The City will contribute directly to CalPERS, on behalf of each employee, the statutory minimum monthly employer contribution required under the Public Employee’s Medical and Hospital Care Act (PEMHCA), as set annually by CalPERS. For 2025, the PEMHCA minimum contribution is $158 per month. The City will provide a contribution through its cafeteria plan, which combined with the City's PEMHCA contribution, will equal the total health flex contribution in the amounts listed below.

The monthly health flex contribution is listed below, along with the updated contribution that will take effect the first paycheck in September 2025.

Level of Coverage 2025 Monthly
Contribution
Monthly
Contribution
Effective
September 2025
Employee Only $670 $735
Employee Only “Legacy” $790 $790
Employee Plus One $1,323 $1,470
Family $1,792 $1,911

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EXHIBIT “AB”
Employees hired prior to September 1, 2008, who elect employee only medical coverage will receive the health flex contribution listed above for employee only “legacy” coverage until such amount is less than the Employee Only (non-Legacy) contribution amount. As of January 1, 2015, if an employee who is receiving Employee Only or Opt-out “legacy” coverage changes their level of coverage, they will be eligible to return to the “legacy” coverage in a future year.

If the premium cost for medical coverage is less than the health flex contribution, the employee shall not receive any unused health flex in the form of cash or purchase additional benefits.

Effective for the 2026, 2027, and 2028 premiums, the City’s total contribution for group medical coverage shall be increased by an amount equal to one-half of the average percentage change for family coverage in the CalPERS health plans available in San Luis Obispo County. In any event, the City’s contribution will not be decreased. For example:
if three plans were available and the year-to-year changes were +10%, +20%, and -6% respectively, the City’s contribution would be increased by 4% ((10% + 20% + -6%) ÷ 3 = 8% x 1/2). The employee only “legacy” amount will not adjust.

The City agrees to continue its health flex contribution or conditional opt-out amount as described below for one full pay period in the event that an employee has exhausted all paid time off, including paid leave donated through the catastrophic leave program, and leave approved under the federal Family and Medical Leave Act (FMLA) and the California Family Rights Act (CFRA). That is, the employee shall receive the regular City health flex contribution or conditional opt-out amount for the first full pay period following the pay period in which the employee's paid leave balances reach zero (0) and FMLA/CFRA leave has been exhausted. This continuation of the City health flex contribution is available once per rolling 12-month period, per employee.

Conditional Opt-out
Employees may receive a monthly opt-out incentive (Cash-in-Lieu) instead of the health flex contribution and medical coverage through the City’s medical plans if the following conditions are met:

1. The employee completes an attestation form during initial enrollment or during the annual open enrollment period;

2. The attestation form verifies that the employee and all individuals for whom the employee expects to claim a personal exemption deduction (Tax Family) have alternative minimum essential coverage;

3. Coverage in the individual market or individual coverage through Covered California does not meet the requirement of alternative minimum essential coverage for the employee and the employee’s Tax Family.

The monthly conditional opt-out (Cash-in-Lieu) incentives are:

Opt-out $200

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EXHIBIT “AB”
“Legacy” Opt-out $790 (hired before September 1, 2008)
The Cash-in-Lieu shall be taxable income to the employee. The employee must notify the City within 30 days of the loss of alternative minimum essential coverage. The conditional opt-out payment shall no longer be payable if the employee and family members cease to be enrolled in alternative minimum essential coverage. The City will not pay Cash-in-Lieu if the City knows or has reason to know that the employee or an individual in the employee’s Tax Family does not have the required alternative coverage. The conditional opt-out incentive will cease as described above one full pay period after the employee exhausts unpaid leave or FMLA/CFRA, whichever is later.

Employees receiving the conditional opt-out amount will also be assessed $16.00 per month to be placed in the Retiree Health Insurance Account. This account will be used to fund the City's contribution toward retiree premiums and the City's costs for the Public Employees’ Contingency Reserve Fund and the Administrative Costs. However, there is no requirement that these funds be used exclusively for this purpose nor any guarantee that they will be sufficient to fund retiree health costs, although they will be used for negotiated employee benefits.

Dental and Vision Insurance/Dependent Coverage
Employee participation in the City's dental and vision plans is optional. Employees who elect coverage shall pay the dental and/or vision premium(s) by payroll deduction(s) on a pre-tax basis through the City’s Cafeteria Plan.

Section D Life and Disability Insurance
The City shall provide the following special insurance benefits:

1. Long-term disability insurance providing 66 2/3% of gross salary (maximum benefit $15,000 per month) to age 65 for any sickness or accident, subject to the exclusions in the long-term disability policy, after a 30-day waiting period.

The City is exploring the possibility of enrolling in State Disability Insurance or an alternative employee-funded enhanced disability program. If approved by a majority vote of management employees, the City will implement the program as soon as administratively possible.

2. In addition to $4,000 term life insurance purchased by the employee, the City provides a $100,000 term life insurance, including accidental death and dismemberment through the City’s Cafeteria Plan.

Section E Retirement
A. CalPERS Contracts. Non-sworn employees are classified as Miscellaneous. All employees work twelve (12) months per year.

1. “Classic Members First Tier” non-sworn and sworn employees hired before December 6, 2012.

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EXHIBIT “AB”
The City agrees to provide the Public Employees' Retirement System’s (CalPERS)

2.7% at age 55 plan to all non-sworn employees and the 3% at 50 plan to all sworn employees. The 2.7% at 55 plan includes the following amendments: 1959 Survivor’s Benefit – Level Four, conversion of unused sick leave to additional retirement credit, one-year final compensation, Military Service Credit, and PreRetirement Optional Settlement 2 Death Benefit. The 3% at age 50 plan includes the following amendments: Post-Retirement Survivor Allowance, conversion of unused sick leave credit to additional retirement credit, 1959 Survivor’s BenefitLevel Four, one-year final compensation, Military Service Credit, and PreRetirement Optional Settlement 2 Death Benefit. Employees will pay the entire 8% (first tier miscellaneous) or 9% (safety) member contribution, as applicable. In addition, employees will pay 3% of the employer contribution as cost sharing under Government Code section 20516(a) for a total employee contribution of 11 or 12%, as applicable.

2. “Classic Members Second Tier” non-sworn and sworn employees hired on or after December 6, 2012.

The City agrees to provide the CalPERS 2% at 60 plan for non-sworn employees using the highest three-year average as final compensation. The second-tier formula for non-sworn employees will include the following amendments: 1959 Survivor’s Benefit – Level Four, conversion of unused sick leave to additional retirement credit, Military Service Credit, and Pre-Retirement Optional Settlement 2 Death Benefit. Employees hired under this plan will pay the full member contribution required under the plan, presently seven percent (7%).

For sworn “Classic Members” hired on or after December 6, 2012, the City will provide the CalPERS 3% at 55 plan for sworn Fire employees and 2% at 50 plan for sworn Police employees using the highest three-year average as final compensation. The second-tier formula for sworn employees will include the following amendments: Post Retirement Survivor Allowance, conversion of unused sick leave to additional retirement credit, the 1959 Survivor’s Benefit – Level Four, Military Service Credit, and Pre-Retirement Optional Settlement 2 Death Benefit.

Employees will pay the entire 7% (second tier miscellaneous) or 9% (safety) member contribution, as applicable. In addition, employees will pay 3% of the employer contribution as cost sharing under Government Code section 20516(a) for a total employee contribution of 10 or 12%, as applicable.

3. “New Members Third Tier” non-sworn and sworn employees hired after January 1, 2013. CalPERS determines who are “New Members” within the meaning of the California Public Employees’ Pension Reform Act (PEPRA).

The City will provide the CalPERS 2% at 62 plan for non-sworn employees and

2.7% at 57 plan for sworn employees, using the highest three-year average as final compensation.

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EXHIBIT “AB”
Employees will pay 50% of total normal cost of the retirement benefit, as determined by CalPERS. In addition, employees will pay 3% of the employer contribution as cost sharing under Government Code section 20516(a).

Member contributions are made on a pre-tax basis as permitted under IRS Code Section 414(h)(2).

Section F Supplemental Retirement
The City shall contribute one percent (1%) of salary for department heads to a defined contribution supplemental retirement plan established in accordance with sections 401(a) and 501(a) of the Internal Revenue Code of 1986 and California Government Code sections 53215-53224. Department heads and managers are eligible to make elective contributions to this plan.

Section G Vacation
Vacation leave is governed by Section 2.36.440 of the Municipal Code, except that it may be taken after the completion of the sixth calendar month of service from the benefit date or earlier with department head, or their designee, authorization. Employees shall accrue vacation leave at the following rates for completed years of service with the City. Parttime employees will accrue a prorated amount of vacation leave.

Management Employees
Years of Completed
Service
Annual
Vacation
Accrual Days*
Annual
Vacation
Accrual Hours
Less than 5 years 12 days 96 hours
5 to less than 10 years 15 days 120 hours
10 to less than 20 years 18 days 144 hours
20+ years 20 days 160 hours
Appointed Officials & Department Heads
Years of Service
Annual
Vacation
Accrual Days*
Annual
Vacation
Accrual Hours
Less than 10 years 15 days 120 hours
10 to less than 20 years 18 days 144 hours
20+ years 20 days 160 hours
*One day is equivalent to eight (8) hours for a 40-hour per week position.

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EXHIBIT “AB”
Employees are eligible for a year-for-year accelerated vacation accrual based on prior public sector and military experience. For example, if an employee has ten (10) years of public sector experience prior to working for the City of San Luis Obispo, their vacation accrual will be advanced by ten (10) years.

Vacation leave shall be accrued as earned biweekly. Vacation time balances shall not exceed twice the annual accrual rate. If an employee reaches the maximum at any time throughout the year, the employee will stop accruing vacation leave.

Vacation schedules for management employees shall be based upon the needs of the City and then, insofar as possible, upon the wishes of the employee.

Vacation Cash Out
Employees are eligible to request payment for up to forty (40) hours of unused vacation leave subject to following conditions:

1. The employee must make an irrevocable election in the month of December in the prior calendar year;

2. The cash out shall be issued in December of the year following the irrevocable election;

3. Employees must have eighty (80) hours of accrued vacation leave to be eligible for cash out at the time of the irrevocable election; and

4. Late irrevocable election forms will not be accepted, nor can they be changed after the established deadline.

Emergency Vacation Cash Out
Notwithstanding the requirement for an irrevocable election for the cash out of vacation for the upcoming calendar year, an employee may cash out vacation in an existing year, subject to the following conditions:

1. The employee may cash out no more than the forty (40) hours of vacation (including any cash out previously elected); and

2. The amount cashed out pursuant to this subdivision must be in whole-hour increments with a minimum cash out of twenty (20) hours and shall be subject to a twenty percent (20%) penalty. That is, if an employee cashes out 40 hours of emergency cash out, the penalty shall be 20% of the amount cashed out. For example, if an employee wishes to cash out forty (40) hours due to an emergency but failed to make an irrevocable election, the employee will receive the cash value of thirty-two (32) hours, but forty (40) hours will be removed from the employee’s accrued balance.

Vacation Accrual Cap Cash Out
If an employee reaches the annual accrual cap before December, the employee will be able to request vacation payment one additional time during the calendar year, in addition to the December cash out. However, no more than 40 hours of unused vacation leave will be paid out in any calendar year.

Section H Administrative Leave

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EXHIBIT “AB”
Administrative leave provided to exempt management employees is paid time off in recognition of the extended work hours and the lack of eligibility for overtime compensation associated with their positions. Administrative leave is not accrued based on hours worked and is not compensable upon separation from the City.

Appointed officials and department heads shall be advanced 80 hours of administrative leave the pay period that January 1
st falls into.

Deputy directors and other positions, as designated by the department head, required to regularly work night meetings shall be advanced 64 hours of administrative leave the pay period that January 1st falls into.

Other management employees shall be advanced 48 hours of administrative leave the pay period that January 1st falls into.

Administrative leave hours shall be pro-rated on a pay period basis when an employee is appointed or leaves employment during the calendar year. The employee’s final check will be adjusted to reflect the pro-rated hours, however there is no provision to receive cash payment for unused administrative hours. Unused administration leave will not be carried over year-to-year but can be taken through December 31st of each year.

Appointed officials, department heads, and management employees are considered exempt from the overtime provisions of the Fair Labor Standards Act (FLSA) and not eligible for overtime payment. In general, management employees are expected to work the hours necessary to successfully carry out their duties and frequently must return to work or attend meetings and events outside their normal working hours. However, in the event a state of emergency is called for the City of San Luis Obispo by the City Council, County of San Luis Obispo, State of California, or Federal Government, employees can be paid at the rate of time-and-one-half for the hours worked in excess of forty (40) hours per week on activities related to disaster management and recovery that are reimbursable by state or federal funding. Approved employees can be similarly compensated when rendering aid to other agencies in an emergency declaration situation where overtime is reimbursable by the requesting agency upon approval by their Department Head or their designee.

Section I Holidays
Employees shall receive eleven (11) fixed plus two (2) floating holidays per year. The following days of each year are designated as paid holidays:
 January 1 – New Year’s Day
 Third Monday in January – Martin Luther King Jr. Day
 Third Monday in February – Presidents’ Day
 Last Monday in May – Memorial Day
 July 4 – Independence Day
 First Monday in September – Labor Day

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EXHIBIT “AB”
 November 11 – Veteran’s Day
 Fourth Thursday in November – Thanksgiving Day
 Friday after Thanksgiving
 One half day before Christmas Day
 December 25 – Christmas Day
 One half day before New Year’s Day
 Two floating holidays
For employees who are not regularly scheduled to work on weekends, when a holiday falls on a Saturday, the preceding Friday shall be observed. When a holiday falls on a Sunday, the following Monday shall be observed. For employees on a compressed work schedule, when a holiday falls on the employee’s flex day, holiday hours must be observed on another scheduled workday within the same work week. A holiday shall be defined as eight (8) hours of paid time off for regular full-time employees and prorated for part-time employees.

The City reserves the right to close non-essential City services and offices on weekdays between the Christmas Day and New Year’s Eve holidays. Employees scheduled to work during this time in non-essential functions are required to use appropriate personal leave.

Essential City services and functions are determined at the discretion of the department head. The City will notify employees of the closure of non-essential City services and offices no later than October 31st of the same year in order to provide employees with ample time to plan accordingly.

The two floating holidays (16 hours) will be provided in a floating holiday leave bank the pay period that January 1st falls within and will be prorated on a pay period basis if an employee starts later in the year. Employees will have the ability to use floating holiday leave hours at any point during the calendar year. Unused floating holiday leave will not be carried over year-to-year but can be taken through December 31st of each year. If an employee terminates for any reason, having taken off hours in excess of their biweekly prorated share of the floating holiday, the value of the overage will be deducted from the employee’s final check; however, there is no provision to receive cash payment for unused floating holiday hours.

Section J Sick Leave
Sick leave is governed by Section 2.36.420 of the Municipal Code. An employee shall accrue sick leave with pay at the rate of twelve (12) days, or the prorated shift equivalent, per year of continuous service since the benefit date. An employee may take up to 48 hours per calendar year of sick leave if required to be away from the job to personally care for a member of their immediate family. A family member for this purpose is any relationship listed in Labor Code 245.5(C). However, if the family member is part of the employee’s household and is hospitalized, the employee may take up to 56 hours (rather than 48 hours) of sick leave per year to care for their family member. The employee shall submit written verification of such hospitalization.

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EXHIBIT “AB”
The City maintains a separate Family and Medical Leave Administration Policy consistent with the City’s legal obligations to provide Family Medical Leave Act and California Family Rights Act, among other forms of leaves. This policy can be accessed in the Forms and Policies section on SharePoint.

Upon termination of employment by death or retirement, the employee or beneficiary may choose:

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EXHIBIT “AB”
If an employee is eligible for Total Temporary Disability benefits after exhausting 4850 or salary continuation as defined in the paragraph above, the employee will receive such payment directly from the City’s workers’ compensation administrator and will only be able to supplement one-third pay with accrued sick leave.

Section M Temporary Upgrade Assignment
For the purposes of this Section, a temporary upgrade assignment is the full-time assignment to a higher-level classification (with a higher salary). An employee assigned in writing by management to a temporary upgrade assignment shall receive temporary upgrade pay of no less than five percent (5%) or be placed at the bottom of the higher range, whichever is greater, but in no case more than the top salary of the higher range, in addition to their regular base rate commencing on the eleventh (11th) consecutive workday of the temporary upgrade assignment. In order to receive temporary upgrade pay, an employee must be working in the temporary upgrade assignment and may not have a leave of absence longer than two (2) consecutive weeks, unless otherwise approved.

The temporary upgrade assignment will be evaluated after three (3) and six (6) months.

If there is an operational need to have an employee work in the temporary upgrade assignment more than six (6) months, the temporary upgrade pay will be increased to at least the first step of the higher classification and/or up to an additional five percent (5%), for a total of at least ten percent (10%) special pay, upon the recommendation of the supervisor and approval of the department head.

The use of a personal automobile for City business will be eligible for mileage reimbursement in accordance with standard City policy.

Section P Uniform Allowance

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EXHIBIT “AB”
The Fire Chief, Deputy Fire Chief, and Fire Marshal shall receive $1,300 per year uniform allowance paid on a biweekly basis.

For “Classic Members” as defined by CalPERS, uniform allowance shall be reported to CalPERS as special compensation.

Section Q Payday
Payroll will be disbursed on a biweekly schedule. Payday will be every other Thursday.

This disbursement schedule is predicated upon normal working conditions and is subject to adjustment for cause beyond the City's control.

Section R Appointed Officials
The benefits outlined in this exhibit for department heads apply to appointed officials, except where they have been modified by City Council resolution.

Section S Individual Employment Contracts for Department Heads To enhance the City’s ability to recruit and retain high-level executive talent, the City Manager is authorized to negotiate and execute individual employment contracts for employees within the Department Head classifications, as determined by the City Manager to be appropriate and in the best interests of the City. Individual employment contracts may vary from the standard provisions set forth in this Resolution, or may establish other provisions, without further approval of Council, including, but not limited to:
 One-Time Lump Sum Hiring Bonus: A one-time hiring bonus, not to exceed one (1) month’s base salary.
 Relocation Reimbursement: Total relocation reimbursement not to exceed $30,000.
 Leave Balances: Advanced vacation and/or sick leave credits upon hire, provided such credits do not exceed four (4) weeks.
 Separation: Specific severance terms and conditions with severance pay not to exceed four (4) months’ compensation.

However, individual employment contracts with Department Heads may not provide compensation (including base salary, ongoing pay incentives, deferred compensation, or health insurance contributions), allowances (including vehicle or technology allowances), or any form of compensation that is reportable to CalPERS as special compensation, beyond what is otherwise authorized in this Resolution without Council approval.

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EXHIBIT “AB”
Compensation or benefits negotiated under an individual employment contract must also be contained within the existing budget allocations previously approved by the City Council. Individual employment contracts shall be subject to review and approval as to form by the City Attorney. In the event of a conflict between the terms of an individual employment contract and the general provisions of this Resolution, the terms of the individual employment contract shall prevail for the specific employee covered by that contract.

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EXHIBIT “AB”
Appendix A Classifications
Employees in the classifications listed below, in alphabetical order, are covered by this Exhibit.

Accountant
Active Transportation Manager
Assistant City Attorney I
Assistant City Attorney II
Assistant City Manager Community Services**
Building Permit Services Supervisor
Business Analyst
Capital Improvement Program Administrative Manager
Chief Building Official
City Attorney***
City Biologist
City Clerk
City Manager***
Code Enforcement Supervisor
Construction Engineering Manager
Construction Engineering Manager Professional Engineer
Data Analyst
Deputy City Attorney I
Deputy City Attorney II
Deputy City Attorney III
Deputy City Manager**
Deputy Director of Community Development Chief Building Official Deputy Director of Finance City Controller
Deputy Director of Public Works City Engineer
Deputy Director of Public Works Maintenance Operations
Deputy Director of Public Works Mobility Services
Deputy Director of Utilities Engineering and Planning
Deputy Director of Utilities Wastewater
Deputy Director of Utilities Water
Deputy Fire Chief*
Director of Community Development**
Director of Finance**
Director of Human Resources**
Director of Parks and Recreation**
Director of Public Works and Utilities**
Director of Utilities
Diversity Equity and Inclusion Manager
Economic Development Analyst
Economic Development and Tourism Manager
Emergency Manager
Facilities Maintenance Supervisor
Financial Analyst

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EXHIBIT “AB”
Fire Chief*, **
Fire Marshal
Fleet Maintenance Supervisor
Golf Supervisor
Homelessness Response Manager
Human Resources Analyst
Human Resources Manager
Information Services Supervisor
Information Technology Manager
Laboratory Manager
Legal Analyst
Maintenance Superintendent
Maintenance Supervisor
Mobility Services Business Manager
Network Services Supervisor
Parking Enforcement Compliance Supervisor
Parking Operations Supervisor
Parking Program Manager
Parks Maintenance Supervisor
Payroll Analyst
Police Chief*, **
Police Public Affairs Manager
Policy and Project Manager
Principal Budget Analyst
Principal Planner
Public Communications Manager
Recreation Manager
Recreation Supervisor
Risk and Benefits Manager
Safety Manager
Senior Accountant
Senior Business Analyst
Senior Civil Engineer
Senior Financial Analyst
Senior Human Resources Analyst
Senior Legal Analyst
Senior Payroll Analyst
Senior Planner
Solid Waste and Recycling Program Manager
Stormwater Program Manager
Streets Maintenance Supervisor
Supervising Building Inspector
Supervising Civil Engineer
Sustainability and Natural Resources Analyst
Sustainability and Natural Resources Official
Sustainability Manager

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EXHIBIT “AB”
Technology Project Manager
Tourism and Community Promotions Manager
Transportation Manager
Transportation Manager Professional Engineer Traffic Engineer Utilities Business Manager
Utilities Special Projects Manager
Utilities Special Projects Manager Professional Engineer Wastewater Collection System Supervisor
Water Distribution System Supervisor
Water Resource Recovery Facility Supervisor
Water Resources Program Manager
Water Treatment Plant Supervisor
Whale Rock Reservoir Supervisor
*Denotes Sworn classifications
**Denotes Department Head Classifications
*** Denotes Appointed Officials

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Exhibit A

SAMPLE CONTRACT OF EMPLOYMENT WITH
[EMPLOYEE NAME] DEPARTMENT HEAD

XX DEPARTMENT
THIS CONTRACT, is entered into as of the XX day of [MONTH], [YEAR], by and between the CITY OF SAN LUIS OBISPO, State of California, a municipal corporation and charter city (hereinafter referred to as "CITY"), and XX, a contract employee (hereinafter referred to as “EMPLOYEE”);
WITNESSETH:

WHEREAS, CITY Charter Section 703 provides that the CITY MANAGER shall be the administrative head of the CITY, and
WHEREAS, CITY Charter Section 701 provides that department heads of the CITY shall be appointed by and may be removed by the CITY MANAGER, and WHEREAS, CITY Charter Section 709 provides that the CITY COUNCIL shall, by ordinance or resolution, prescribe the hiring, discharge, and performance standards of appointees, department heads, and other appointive officials, and WHEREAS, CITY Charter Section 711 provides that the compensation of all CITY officials and employees shall be fixed by ordinance or resolution, and WHEREAS, by Resolution [##], CITY COUNCIL has outlined the parameters of compensation and benefits for department heads and has authorized the CITY MANAGER to negotiate and enter into individual employment contracts with department heads within and subject to the parameters outlined in Resolution [##], and
WHEREAS, the CITY desires to (hire or continue the employment of) XX as department head of the XX department, subject to the terms and conditions of employment set forth in this CONTRACT, and EMPLOYEE has agreed to (accept or continue) the position of department head of the XX department, subject to the terms and conditions of employment set forth in this CONTRACT.

NOW, THEREFORE, the parties do mutually agree as follows:

Section 1. Effective Date.

A. The appointment of EMPLOYEE as department head of the XX department pursuant to the terms and conditions of this CONTRACT is effective [DATE].

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B. Nothing in this CONTRACT shall prevent, limit, or otherwise interfere with the right of the CITY MANAGER to terminate the services of EMPLOYEE as department head of the XX department at any time, subject only to the provisions set forth in Section 13 of this Contract.

C. Nothing in this CONTRACT shall prevent, limit or otherwise interfere with the right of EMPLOYEE to resign at any time from their position with the CITY, subject only to the provision set forth in Section 14 of this CONTRACT.

Section 2. Acknowledgement of At-Will Status.

A. It is recognized and agreed that EMPLOYEE, as a department head, is an at-will employee and may be discharged from employment with the CITY or removed from their position as department head of XX department at any time, with or without cause, as determined by the CITY MANAGER in their sole discretion, subject only to the terms and conditions of this CONTRACT and, if applicable, the Firefighter Bill of Rights for a Fire Chief or the Police Officer Bill of Rights for a Police Chief.

B. As an at-will employee, EMPLOYEE shall have no right of appeal, grievance, or other claim regarding any decision to discharge XX from employment with the CITY or to remove EMPLOYEE from their position as department head of XX department, subject only to the terms and conditions of this CONTRACT, and, if applicable, the Firefighter Bill of Rights for a Fire Chief or the Police Officer Bill of Rights for a Police Chief.

Section 3. Duties and Salary.

A. CITY agrees to employ EMPLOYEE as full-time department head of the XX department to perform the functions and duties specified in the CITY Charter and Municipal Code and to perform such other legally permissible and proper duties and functions as the CITY MANAGER may from time-to-time assign.

B. It is recognized EMPLOYEE is an exempt employee but is expected to engage in those hours of work that are necessary to fulfill the obligations of the department head position. EMPLOYEE is authorized, with appropriate notification to CITY MANAGER, to from time to time modify their regular work schedule in order to take time off with pay, subject to otherwise applicable leave policies and within available leave balances, while ensuring appropriate coverage of their duties as a department head. Leave pursuant to this provision shall not be used in lieu of vacation or administrative leave, which leave balances shall be utilized where the hours spent performing

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duties of the department head are less than forty (40) hours in a given work week.

C. CITY agrees to pay EMPLOYEE for their services rendered pursuant hereto, an annual base salary of $XX, payable in installments at the same time as the other management employees of the CITY are paid. In addition, CITY agrees to increase the base salary of EMPLOYEE annually by the cost-of-living adjustment approved by the COUNCIL for all CITY management employees under any successor Management Compensation Resolutions.

Section 4. Benefits.

A. In addition to the salary set forth in Section 3 of this CONTRACT, and except as otherwise specifically set forth herein, EMPLOYEE shall be entitled to the same benefits as those offered by the CITY for all management employees, in accordance with the Management Compensation Resolution, Resolution 11580 (2025 Series) and any amended or successor resolutions.

B. CITY will provide EMPLOYEE a hiring incentive of $XX payable as a one-time lump sum on their first paycheck. Failure to continue in City service for three years due to voluntary resignation will result in the need to repay a proportional amount of the hiring incentive, calculated on a biweekly basis. If EMPLOYEE is terminated, repayment will not be required.

C. CITY will provide EMPLOYEE with reimbursement of transitional expenses up to $XX to relocate their permanent residence to the San Luis Obispo area within their first year of employment. Failure to continue in City service for three years due to voluntary resignation will result in the need to repay a proportional amount of the relocation incentive, calculated on a biweekly basis. If EMPLOYEE is terminated, repayment will not be required. Reimbursement procedures can be found in the Recruitment, Referral, and Retention Incentive Program.

D. CITY will provide EMPLOYEE with a one-time starting [sick or vacation] leave bank of XX hours [not to exceed 4 weeks’ worth of leave]. [Sick or Vacation] leave accrual is outlined in the Management Compensation Resolution, Resolution 11580 (2025 Series) and any amended or successor resolutions.

Section 5. Performance Evaluation.

A. By [DATE], CITY MANAGER and EMPLOYEE shall establish mutually agreeable written goals, performance objectives, and

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priorities for the performance period ending April 30, [XXXX]. An annual formal performance evaluation of EMPLOYEE will be conducted by the CITY MANAGER in April of [XXXX] in accordance with the City's Management Evaluation Process. Consistent with the schedule outlined above, based on the Management Evaluation Process, and subject to performance as assessed by the CITY MANAGER, EMPLOYEE’s compensation shall be reviewed by CITY MANAGER in April [XXXX] consistent with the Management Pay-forPerformance System in place at that time.

B. Each calendar year thereafter, CITY MANAGER shall review and evaluate the performance and compensation of EMPLOYEE in accordance with the adopted Management Evaluation Process.

Section 6. Outside Activities, Conduct and Behavior.

A. EMPLOYEE shall not engage in teaching, consulting, or other nonCITY connected business without the prior approval of CITY MANAGER.

B. EMPLOYEE shall comply with all local and state laws, regulations, and requirements regarding conflicts-of-interest.

Section 7. Dues and Subscriptions.

CITY agrees to budget for and to pay for professional dues and subscriptions of EMPLOYEE necessary or beneficial for their continuation and full participation in national, regional, state, and local associations, as determined by the CITY MANAGER in the CITY MANAGER’s sole discretion, that are necessary or desirable for their continued professional participation, growth, and advancement, and for the good of and in the best interests of the CITY.

Section 8. Professional Development.

A. CITY hereby agrees to budget for and to pay for travel and subsistence expenses of EMPLOYEE for professional and official travel, meetings, and occasions adequate to continue the professional development of EMPLOYEE and to adequately pursue necessary official functions for the CITY, including but not limited to meetings and conferences, and such other national, regional, state, and local governmental organizations, groups and/or committees.

B. CITY also agrees to budget for and to pay for travel and subsistence expenses of EMPLOYEE for short courses, institutes, and seminars that are necessary or beneficial for their professional development and for the good of and in the best interests of the CITY as

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determined by the CITY MANAGER in the CITY MANAGER’S sole discretion.

C. Other professional development may be agreed upon from time to time between the CITY MANAGER and EMPLOYEE.

Section 9. General Expenses.

CITY recognizes that certain expenses of a non-personal and job-affiliated nature will be incurred by EMPLOYEE in the performance of their duties for the CITY, and hereby agrees to authorize the Finance Director to reimburse or to pay said expenses, consistent with CITY policies, upon receipt of duly executed expense or petty cash vouchers, receipts, statements or personal affidavits. In the event there is a question whether an anticipated expense is within the scope of CITY policy, EMPLOYEE shall consult with and obtain the confirmation from the Director of Finance and, if necessary, the City Attorney, whether the anticipated expense is within the scope of CITY policy prior to incurring any such expense. In the event that EMPLOYEE incurs any expense without prior confirmation, EMPLOYEE agrees that any expenses later determined by the Director of Finance and/or City Attorney to be inconsistent with CITY policy will be reimbursed by EMPLOYEE to the CITY within thirty (30) days of receipt of notice of such disallowed expense.

Section 10. Indemnification.

Pursuant to and in accordance with the requirements and conditions of state and local law, CITY shall defend, save harmless, and indemnify EMPLOYEE from and against any and all claims, demands, causes of actions, losses, damages, expenses (including but not limited to attorney’s fees as may be authorized against public entities or officers consistent with state law) or liability of any kind whether stated in or arising from tort, professional liability or any other legal action or equitable theory, whether groundless or otherwise, arising out of an alleged act or omission occurring in the performance of EMPLOYEE‘s duties as a Department Head with the CITY to the fullest extent permitted by law. CITY may compromise and settle any such claim, demand, or suit, and shall pay the amount of any settlement or judgment rendered thereon to the fullest extent permitted by law.

This Section shall survive termination of this CONTRACT.

Section 11. Other Terms and Conditions of Employment.

The CITY MANAGER, in consultation with EMPLOYEE, shall fix any such other terms and conditions of employment, as the CITY MANAGER may determine from time to time, in their sole discretion, relating to the performance of EMPLOYEE, provided such terms and conditions are not inconsistent with or in conflict with the provisions of this CONTRACT, the CITY Charter, the Unrepresented Management Employees Resolution adopted by CITY COUNCIL

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that is in effect at the time, the CITY Personnel Regulations, or any other applicable law or regulation.

Section 12. No Reduction of Pay and/or Benefits.

CITY shall not at any time during the term of this CONTRACT, reduce the salary, compensation or other financial benefits of EMPLOYEE, except to the degree of such a reduction across-the-board for all employees of the CITY or if EMPLOYEE provides written consent to the reduction.

Section 13. Termination and Severance Pay.

A. In the event EMPLOYEE’s employment is terminated by the CITY without cause, or if EMPLOYEE resigns at the request of the CITY MANAGER during such time that EMPLOYEE is otherwise willing and able to perform the duties of a department head for the XX department of CITY, and if EMPLOYEE signs, delivers to the CITY MANAGER, and does not revoke, the General Release Agreement, in a form to be approved by the City Attorney, the CITY shall pay EMPLOYEE a lump sum cash payment equal to XX (XX) months’ [not to exceed four (4) months] compensation based on
EMPLOYEE’s then current compensation. Compensation shall include base salary, car allowance, City contribution to deferred compensation, and City contribution to health insurance at time of separation.

B. In the event that EMPLOYEE is terminated for “good cause,” CITY shall have no obligation to pay the lump sum severance payment provided in section A above. For the purpose of this CONTRACT, “good cause” shall mean any of the following:
(1) Malfeasance, dishonesty for personal gain, willful violation of law, corrupt misconduct, or conviction of any felony. (2) Conviction of a misdemeanor arising directly out of EMPLOYEE’s duties pursuant to this CONTRACT.
(3) Willful abandonment of duties outlined in this CONTRACT. “Good cause” shall not mean a mere loss of support of, or confidence in, EMPLOYEE by CITY MANAGER.

C. Any termination of employment shall be done consistent with the limitations established in the City Charter Section 709, which shall be interpreted to exclude termination for “good cause” as set forth above. Additionally, the CITY shall provide a minimum of thirty (30)

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days prior written notice to EMPLOYEE of the intent to terminate this CONTRACT.

D. In the event the CITY and EMPLOYEE agree to a separation from employment, for any reason or no reason, the CITY and EMPLOYEE agree that no member of the COUNCIL, the CITY MANAGER, no member of City Management staff, nor EMPLOYEE, shall make any written, oral or electronic statement to any member of the public, the press, or any CITY employee concerning EMPLOYEE’s termination except in the form of a joint press release or statement, the content of which is mutually agreeable to by the CITY and EMPLOYEE. The joint press release or statement shall not contain any text or information that is disparaging to either party. Either party may verbally repeat the substance of the joint press release or statement in response to an inquiry. Nothing herein shall be construed to prevent the CITY from referring to or responding to inquiries about third party or outside agency investigations or actions pertaining to the official performance of EMPLOYEE.

Section 14. Resignation.

In the event EMPLOYEE voluntarily resigns their position with the CITY, they shall give the CITY MANAGER at least thirty (30) days’ advance written notice.

Section 15. General Provisions.

A. The text herein shall constitute the entire CONTRACT between the parties.

B. This CONTRACT shall be binding upon the parties and upon and inure to the benefit of the heirs at law, administrators, and executors of the parties.

C. It is the intent of the CITY that this CONTRACT and the appointment of EMPLOYEE as a department head with the CITY are in
accordance with the requirements and provisions of the CITY Charter. Wherever legally enforceable, the provisions of this CONTRACT shall be construed in a manner consistent with the CITY Charter. If any provision of this CONTRACT conflicts with the CITY Charter, the Charter shall control to the fullest extent legally enforceable.

D. If any provision, or any portion thereof, contained in this CONTRACT is held to be unconstitutional, void, invalid or unenforceable by a court of competent jurisdiction, the remainder of this CONTRACT, or

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portion thereof, shall be deemed severable, shall not be affected, and shall remain in full force and effect.

IN WITNESS WHEREOF, CITY and EMPLOYEE have executed this CONTRACT on the day and year first set forth above.

EMPLOYEE:
________________________________ ____________________

XX DATE
CITY:

By:__________________________________ _____________________

XX DATE

CITY MANAGER
APPROVED AS TO FORM:
_____________________________ ____________________
J. CHRISTINE DIETRICK DATE

CITY ATTORNEY

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City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: June 16, 2026
TO: Mayor and Council
FROM: Randy Harris, Interim Fire Chief
VIA: Whitney McDonald, City Manager
SUBJECT: ITEM #7a – APPROVE THE 2025 LOCAL HAZARD MITIGATION PLAN

FOR SAN LUIS OBISPO
Staff received the following question regarding the 2025 SLO County Multi-Jurisdictional Hazard Mitigation Plan (LHMP). The question is below with staff’s response shown in italics:
1) Does the LHMP identify new projects that would be added to the Capital Improvement Plan?
Potentially; Mitigation Action Number SL27 in Table G-29 of annex G recommends the City create climate resilience hubs by collaborating with internal and external stakeholders to protect vulnerable populations during extreme climate events. For instance, if the community desired City operated cooling centers, a CIP project may be needed to make facility improvements. Staff are also currently pursuing grant funds for a potential resilience hub project. Most of the other mitigations have little to no cost or are already identified in current or future CIP projects.

Proposed CIP projects over $25,000 would follow the City’s Capital Plan during the FY27-29 budget process unless otherwise directed by Council.

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Item 7a
Department: Fire
Cost Center: 8599
For Agenda of: 6/16/2026
Placement: Business
Estimated Time: 60 Minutes
FROM: Randy Harris, Interim Fire Chief
Prepared By: Joe Little, Emergency Manager
SUBJECT: ADOPT THE MULTI-JURISDICTIONAL HAZARD MITIGATION PLAN

RECOMMENDATION
Adopt a draft Resolution entitled “A Resolution of the City Council of the City of San Luis Obispo, California, Approving the County of San Luis Obispo Multi-Jurisdictional Hazard Mitigation Plan 2025 Update.” (Attachment A)

REPORT-IN-BRIEF
The proposed action adopts the San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP), which updates and replaces the City’s 2019 Local Hazard Mitigation Plan (LHMP) with the 2025 LHMP which is incorporated in the MJHMP as Annex G and ensures compliance with the Disaster Mitigation Act of 2000 (DMA 2000).

Adoption is required to maintain eligibility for Federal Emergency Management Agency (FEMA) and California Office of Emergency Services (CalOES) hazard mitigation funding and reflect updated risk assessments, public outreach, and City-specific mitigation actions developed through a County-led, grant-funded, multi-jurisdictional effort. The action has no additional fiscal impact beyond previously budgeted matching funds.

The 2025 update to the City’s LHMP, also known as “Annex G” of the San Luis Obispo County MJHMP, builds upon the 2019 Plan by incorporating updated risk data, recent disaster experience, and revised hazard assessments, while maintaining consistency with the General Plan. Although the 2014 mitigation plan was not integrated into the City’s General Plan, the updated 2019 version was successfully incorporated, and the 2025 version is also planned for inclusion. Key differences include an updated parcel-level and critical facilities analysis that increased the estimated value of assets at risk from approximately $7 billion to $11 billion, and refined hazard evaluations reflecting current conditions. These refinements include upgrades to the assessed severity or probability of extreme heat, landslides and debris flow, and wildfire, informed by updated modeling, climate trends, changes to State Fire Severity Zone maps, and recent events such as the January 2023 flooding that caused approximately $30 million in damage to City facilities and infrastructure.

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Item 7a

POLICY CONTEXT
Adoption of the San Luis Obispo County MJHMP and its annexes (A-J & K-U) supports the City of San Luis Obispo’s Major City Goals of Cultural Vitality, Economic Resilience, and Fiscal Sustainability by reducing disaster-related risks to residents, businesses, cultural assets, and public infrastructure, and by strengthening the City’s ability to withstand, respond to, and recover from natural and human-caused hazards.

In consultation with the City Attorney’s Office, staff determined that replacement of Appendix C of the Climate Adaptation and Safety Element (CASE) with Annex G (the LHMP) as part of the MJHMP adoption does not in itself trigger a General Plan amendment. Under the CASE’s existing framework, the City updates the LHMP every five years. As a result, the LHMP may proceed through its own review and approval process independently and does not need to be processed in conjunction with a General Plan update. Adoption of a Hazard Mitigation Plan is a federal policy requirement, pursuant to the DMA 2000, 44 CFR §201.644, and CFR §201.6, to maintain eligibility for FEMA and CalOES disaster assistance and hazard mitigation funding. While the City is not mandated to adopt specific mitigation actions, failure to adopt the plan would result in loss of eligibility for key federal and state funding programs, including the Hazard Mitigation Grant Program (HMGP), Building Resilient Infrastructure and Communities (BRIC), Flood Mitigation Assistance (FMA), Fire Management Assistance Grants (FMAG), and certain Public Assistance categories.

Agencies are required to review and revise their Hazard Mitigation Plan and resubmit it for FEMA approval every five years Pursuant to Title 44 of the Code of Federal Regulations §201.4 and § 201.5 to ensure the continued eligibility of Stafford Act funding.

This includes eligibility for FEMA's hazard mitigation assistance programs: HMGP, PreDisaster Mitigation (PDM), and FMA program. This also includes eligibility for the FMAG Program and Public Assistance (PA) grants Categories C-G. Additionally, with an approved and adopted HMP, agencies remain eligible for the reduced cost share for grants awarded under the Flood Mitigation Assistance Grant programs.

DISCUSSION
Through the DMA 2000, the US Congress set a goal to encourage local governments and states to develop plans and undertake projects to mitigate the impact of natural disasters to a community before disasters occur. Federal requirements established by FEMA because of this legislation, including a requirement that Hazard Mitigation Plans be reviewed and updated a minimum of every five years, and following any major disaster declaration, to maintain eligibility for funding and technical assistance from State and Federal hazard mitigation programs.

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Item 7a
As with other agencies in San Luis Obispo County, the City of San Luis Obispo had historically completed its LHMPs independently. In 2018, the County of San Luis Obispo Office of Emergency Services proposed the development of a countywide MJHMP for all interested cities, community services districts, and special districts, and subsequently received grant funding to support this effort. The multi-jurisdictional approach is intended to meet federal and state planning requirements, create administrative efficiencies for participating agencies, and generate cost savings through a coordinated planning process.

The updated MJHMP complies with FEMA guidance and CalOES guidelines for LHMPs.

The update followed the requirements noted in the DMA 2000 and the requirements outlined in the FEMA’s Local Mitigation Planning Handbook, released in May 20231that has become the official guide for local governments, including special districts, to develop, update and implement local mitigation plans.

This MJHMP update involved a comprehensive review and update of each section of the 2019 plan, the integration of a detailed risk assessment (including a parcel-level analysis and critical facility analysis), targeted outreach to stakeholder organizations that represent socially vulnerable populations, including People Helping People, El Camino Homeless Organization (ECHO), Community Action Partnership of SLO (CAPSLO), 5 Cities Homeless Coalition, YTT Northern Chumash Tribe, Xolon Salinan Tribe, Atascadero State Hospital, LOCAC-Los Osos, ROSENXT-SLO, and an assessment of the progress in evaluating, monitoring, and implementing the mitigation strategy outlined in the previous plan.

Both the previous 2019 plan and the 2025 update profiled and assessed 15 natural and human-caused hazards. The planning process provided an opportunity to review jurisdictional priorities related to hazard significance and mitigation action, and revisions were made where applicable to the MJHMP Base Plan, consisting of sections 1 through 8, and the municipal and special district annexes A through U. Only the information and data still valid from the 2019 plan was carried forward as applicable into this MJHMP update.

1 The FEMA Local Mitigation Planning Handbook was updated on June 12, 2025, after the MJHMP update process was already underway. The Handbook is a guidance document intended to assist local jurisdictions in developing and updating hazard mitigation plans and does not itself establish regulatory requirements. FEMA's mitigation planning requirements are contained in the Local Mitigation Planning Policy Guide and 44 CFR §201.6. The County's MJHMP was developed and reviewed using FEMA-approved mitigation planning guidance and was submitted through the standard CalOES and FEMA review process. FEMA's approval of the plan confirms that it meets applicable federal mitigation planning requirements.

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Item 7a
The timeline proposed in 2018 aligned with the City of San Luis Obispo’s requirement to update its existing 2014 LHMP and ensured the plan would be appropriately updated and maintained in compliance with applicable requirements. Accordingly, the City agreed to participate in the multi-jurisdictional plan alongside twenty (20) other agencies.

Participating jurisdictions include the County of San Luis Obispo, the seven (7) cities, ten (10) community services districts, and four (4) special districts, all of which are identified within the plan.

Lead Jurisdiction: County of San Luis Obispo
Participating Municipalities:
 City of Arroyo Grande
 City of Atascadero
 City of Grover Beach
 City of Morro Bay
 City of Paso Robles
 City of Pismo Beach
 City of San Luis Obispo
Participating Community Services Districts:
 Avila Beach Community Services District
 Cambria Community Services District
 Ground Squirrel Hollow Community Services District
 Heritage Ranch Community Services District
 Los Osos Community Services District
 Nipomo Community Services District
 Oceano Community Services District
 San Miguel Community Services District
 San Simeon Community Services District
 Templeton Community Services District
Participating Special Districts:
 San Luis Obispo County Flood Control and Water Conservation District  Cayucos Sanitary District
 Port San Luis Harbor District
 South San Luis Obispo County Sanitation District
The current MJHMP draft and annexes (A-J & K-U) was completed in September 2025 and submitted to CalOES and FEMA for review. All participating agencies identified above have been incorporated into the revised draft and are reflected in the applicable annexes of the MJHMP. Due to federal funding of FEMA being halted during a federal government shutdown, the review process was delayed, and returned to San Luis Obispo County OES on January 7, 2026, for approval from all participating agencies. Once the plan is adopted by all participating agencies, the County of San Luis Obispo can adopt the MJHMP and FEMA can formally approve the plan. FEMA has approved the MJHMP but awaits the City’s adoption of the MJHMP including Annex G.

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Item 7a
The San Luis Obispo County MJHMP serves as the primary hazard mitigation guidance document for the County and participating agencies. The plan provides an updated analysis of each jurisdiction’s historical and current hazards, identifies hazard mitigation goals and objectives, and outlines mitigation strategies and actions. Additionally, the plan reflects the City of San Luis Obispo’s and the region’s shared commitment to a comprehensive mitigation approach aimed at reducing or eliminating disaster-related risks and impacts, supporting faster recovery following disasters, and fostering a more resilient region overall.

Planning Process
A third-party planning contractor, WSP, established the planning process for the San Luis Obispo County MJHMP using the DMA 2000 planning requirements and FEMA’s associated guidance. The FEMA planning guidance is structured around a four-phase process:

1. Organize Resources

2. Assess Risks

3. Develop the Mitigation Plan

4. Implement the Plan and Monitor Progress
FEMA’s Local Mitigation Planning Handbook recommends a nine-step process within the original four phases. Into this four-phase process, WSP integrated a more detailed 10- step planning process used for FEMA’s Community Rating System (CRS) and Flood Mitigation Assistance programs. Thus, the modified 10-step process used for this plan meets the funding eligibility requirements of the Hazard Mitigation Assistance grants (including Hazard Mitigation Grant Program (HMGP) , Pre-Disaster Mitigation program, Building Resilient Infrastructure and Communities (BRIC), Flood Mitigation Assistance), the Community Rating System, and the flood control projects authorized by the U.S. Army Corps of Engineers (USACE).

FEMA’s Community Rating System 10 step process is as follows:

A. Organize Resources

1. Organize the planning effort

2. Involve the public

3. Coordinate with other departments and agencies
B. Assess Risks

4. Identify Hazards

5. Assess risks
C. C. Develop the Mitigation Plan

6. Establish mitigation goals

7. Review and evaluate potential mitigation actions

8. Develop the mitigation action plan
D. Implement and Maintain the Plan

9. Adopt the plan

10.Implement, evaluate, and revise the plan

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Item 7a
The City participates in the National Flood Insurance Program Community Rating System (CRS), a voluntary FEMA program that recognizes communities that exceed minimum floodplain management requirements through activities such as public outreach, flood mitigation planning, stormwater management, and preservation of flood-prone open space. The City currently maintains a CRS Class 7 rating, which provides eligible property owners within Special Flood Hazard Areas an approximate 15% reduction in National Flood Insurance Program flood insurance premiums. Participation in the CRS program supports the City’s broader hazard mitigation and resilience efforts while providing a direct financial benefit to residents and businesses carrying flood insurance policies.

In May 2023, FEMA released the Local Mitigation Planning Handbook (updated June 2025) that has become the official guide for local governments, including special districts, to develop, update and implement local mitigation plans. The Handbook guides local governments on developing or updating hazard mitigation plans to meet the requirements under the CFR Title 44 – Emergency Management and Assistance Section 201.6, Local Mitigation Plans for FEMA approval and eligibility to apply for FEMA HMA grant programs.

It offers practical approaches, tools, worksheets, and local mitigation planning examples for how communities can engage in effective planning to reduce long-term risk from natural hazards and disasters. The Handbook complements and liberally references the Local Mitigation Plan Review Guide (October 1, 2011), which is the official guidance for federal and state officials responsible for reviewing local mitigation plans in a fair and consistent manner.

Plan Organization
The MJHMP consists of eight sections, jurisdictional specific annexes (A-J & K-U) and appendices as described below. The eight sections are written at the County level; however, the sections are repeated in each jurisdictional annex specific to each agency.

Pursuant to 44 CFR §201.6(c)(5), jurisdictions participating in a MJHMP must formally adopt the FEMA approved plan document to maintain eligibility for FEMA and Cal OES hazard mitigation and disaster assistance funding programs. Although Annex G contains the City specific information and mitigation actions, it is part of and supported by the broader countywide MJHMP framework.

1. Promulgation and Adoption
Includes history of previous adoptions.

2. Introduction and Executive Summary
Provides a plan description, purpose, and authority.

3. Planning Process
Describes and documents the planning process including coordination among agencies and the key stakeholders. In addition, this section documents the public participation process, a legally required component of the plan development.

4. County Profile
Provides County history, geography, demographics, population profile, economy, climate, transportation, land use and development trends.

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5. Risk Assessment
Describes the process through which the HMP team identified and prioritized relevant hazards including methodology and results. This section also provides disaster declaration history, climate change consideration summary, asset summary and detailed hazard analysis and risk assessment for each identified hazard.

6. Capability Assessment
Presents San Luis Obispo County’s mitigation capabilities: programs and policies currently in use to reduce hazard impacts or that could be used to implement hazard mitigation activities. It also identifies select state and federal departments/agencies that can supplement the County’s mitigation capabilities.

7. Mitigation Strategy
Describes mitigation goals and objectives, identification and analysis of mitigation actions and a mitigation action plan.

8. Implementation and Monitoring
Describes the role of the HMP planning committee in implementation and maintenance and processes for incorporation into existing planning mechanisms. This section also outlines maintenance monitoring and evaluation and continued public involvement.

Jurisdictional Annexes (A-J & K-U)
Developed annexes for the participating agencies, including cities, community services districts and special districts. The City of San Luis Obispo annex is “Annex G” and provided as a separate attachment to this report for ease of reference.

The appendices to the Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) provide the technical documentation and supporting materials used in development of the plan.

Appendices:

Appendix A – Hazard Mitigation Planning Committee
Identifies the agencies, stakeholders, and partner organizations that participated in development of the MJHMP.

Appendix B – Mitigation Categories and Alternatives
Describes the types of mitigation actions considered during plan development and the range of strategies available to reduce hazard risk.

Appendix C – Planning Process Documentation
Documents the planning process used to develop the MJHMP, including meetings, coordination efforts, and FEMA-required planning activities.

Appendix C.1 – Outreach Strategy
Summarizes public outreach and community engagement efforts conducted as part of the MJHMP update process.

Appendix D – Jurisdictional Adoption Resolutions
Contains the formal resolutions adopted by participating jurisdictions approving the MJHMP.

Appendix E – Critical Facilities
Provides an inventory of critical infrastructure and essential facilities evaluated as part of the hazard mitigation planning process.

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Appendix F – Climate Change Adaptation Planning Guide Consistency Summary
Summarizes how the MJHMP aligns with climate adaptation planning guidance and incorporates climate-related hazard considerations.

Appendix G – References
Lists the technical studies, data sources, plans, regulations, and other reference materials used in development of the MJHMP.

Appendix H – Drought Risk Assessment
Provides detailed analysis of drought vulnerability, impacts, and risk factors affecting the county and participating jurisdictions.

City of San Luis Obispo Annex
This Jurisdictional Annex builds upon and supersedes the 2019 City of San Luis Obispo LHMP. The annex matches the content identified in sections 1 through 8 of the MJHMP but does so in a manner that is specific to the City of San Luis Obispo.

The City’s LMHP planning team (listed in Table 3-3 of the MJHMP) included the City Manager, Fire Chief, Community Development Director, Chief Building Official, Public Works Deputy Director, Public Works Maintenance Superintendent, Principal Planner, Assistant Planner, Utilities Project Manager, City Biologist, Sustainability & Natural Resources Official, and the Sustainability and Natural Resource Analyst. This team reviewed the goals from the 2019 LHMP and recommended, during the development of the MJHMP, that they continue to be appropriate for this plan update.

The City of San Luis Obispo’s 2025 mitigation goals are:

Goal 1: Public Safety
Minimize injury and loss of life, damage to public and private property, and social and economic disruptions resulting from natural and human-caused hazards.

Goal 2: Community Resilience
Enable and empower all community members to prepare for, respond to, and recover from disruptions while seizing opportunities to thrive under changing conditions.

Goal 3: City Government Resilience
Ensure City facilities, infrastructure, and operations remain resilient, innovative, and capable of cost-effectively providing essential services during disasters and ongoing disruptions.

Goal 4: Environmental Justice
Promote a diverse, equitable, and healthy community by ensuring populations disproportionately affected by natural hazards and climate change have access to resources and meaningful participation in preparedness and response efforts.

Goal 5: Natural Systems
Protect and enhance natural systems that support ecological and community health, safety, and natural beauty, provide equitable access to nature, and adapt to a changing climate.

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Goal 6: Built Environment
Strengthen buildings, public spaces, and transportation systems to withstand natural hazards and climate impacts, provide safe refuge, foster social cohesion, and equitably protect personal and community assets.

Annex G contains the City of San Luis Obispo's Mitigation Action Plan, which identifies specific mitigation actions, responsible departments, potential funding sources, estimated costs, and implementation timelines to achieve the goals outlined above. Implementation and ongoing maintenance of the annex will be coordinated by City staff in collaboration with the County's Multi-Jurisdictional Hazard Mitigation Plan team. Consistent with the planning structure established during development of the MJHMP, the Emergency Manager will represent the City on the County Hazard Mitigation Planning Committee (HMPC), which meets annually to review plan implementation and progress.

The City's hazard mitigation team will consist of the Fire Chief, Emergency Manager, Natural Resource Manager, Sustainability Manager, Assistant Planner, and Principal Planner, who will be responsible for monitoring mitigation actions and supporting future plan updates.

LHMP Table G-1 City of San Luis Obispo Local Planning Team The LHMP annex will be maintained through ongoing coordination between internal City departments involved in emergency management, fire, police, utilities, public works, community development, and other operational areas related to hazard mitigation and resilience. City staff will periodically review mitigation actions, monitor implementation progress, evaluate changes in hazard conditions and infrastructure, and incorporate lessons learned from emergencies, disasters, and planning efforts.

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Section G.2 of the LHMP Annex G is the Hazard Identification and Summary:

Mitigation Actions
The City of San Luis Obispo Local Planning Team identified and prioritized 17 new mitigation actions based on the updated 2025 risk assessment and continued 24 mitigation actions from the 2019 planning process. These actions address a range of identified hazards and resilience priorities, including wildfire, flooding, drought, infrastructure protection, emergency communications, evacuation planning, and public preparedness. Mitigation actions were prioritized using the methodology described in Section 7.2.1 of the Base Plan, with implementation timelines and project cost definitions provided in Section 7.3.2. The mitigation action tables of G-29 identify implementation strategies, responsible departments, potential funding sources, estimated costs, and implementation schedules. For conciseness within the tables, references to “Adverse Weather: Thunderstorm” include the related sub hazards of thunderstorm, heavy rain, dense fog, and freeze events.

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LHMP Table G-29

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City staff continue to actively implement, and advance mitigation actions identified in the LHMP through ongoing emergency management, infrastructure resilience, wildfire mitigation, evacuation planning, public outreach, and interdepartmental coordination efforts. Current work includes developing citywide evacuation modeling and planning, Firewise community program development, vegetation management initiatives, critical infrastructure assessments, public awareness programs, hazard mapping coordination, and integration of hazard mitigation considerations into City planning and operational activities. Many mitigation actions are ongoing programs or multi-year projects that are regularly evaluated and updated as conditions, risks, funding opportunities, and regulatory requirements evolve.

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NEXT STEPS
Following City Council adoption, the County of San Luis Obispo will compile all participating jurisdiction adoption resolutions and submit the finalized MJHMP to FEMA for final approval. Consistent with FEMA requirements for multi-jurisdictional plans pursuant to 44 CFR § 201.6(c)(5), the City Council is being asked to adopt the complete FEMA-reviewed MJHMP, including the City of San Luis Obispo’s Annex G (2025 LHMP), which contains the City-specific hazard assessment, capabilities analysis, and mitigation actions.

As discussed above, incorporation of the LHMP into the CASE to replace Appendix C does not trigger an amendment to the General Plan at this time. Upon FEMA approval, the City’s LHMP annex will continue to be incorporated by reference into the CASE, consistent with California Government Code Section 65302(g). To remain eligible for certain state funding under AB 2140 and to comply with the CASE’s own timelines for readoption, the LHMP will be re-adopted into the CASE every five years.

Following adoption and FEMA approval, City staff will continue implementation, monitoring, and periodic maintenance of the mitigation actions identified in the MJHMP.

Previous Council or Advisory Body Action
2006, the San Luis Obispo City Council adopted the City’s first LHMP. 2014, the San Luis Obispo City Council adopted the City’s first updated Local Hazard Mitigation Plan.
2020, the San Luis Obispo City Council adopted the City’s second updated Local Hazard Mitigation Plan.

Public Engagement
Public involvement is a critical component of the hazard mitigation planning process and is required under the DMA 2000. Public outreach for the MJHMP update was led by the County of San Luis Obispo in coordination with participating jurisdictions, including the City of San Luis Obispo. Outreach efforts included use of the City’s public web platform, public meetings, and promotion through traditional media and social media channels to encourage community participation and input throughout the planning process.

Opportunities to provide input on the plan included:
 Public Workshop – January 9, 2025, 1055 Monterey St. San Luis Obispo  Online Public Survey – January 2025 to February 21, 2025 (See Figure 3-2)  Public Workshop – January 14, 2025. Held at 1055 Monterey St., San Luis Obispo.  Draft Review – May 29, 2025. Online Meeting.

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CONCURRENCE
All City departments were involved in the updating of the City’s Annex G in the MJHMP.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2024-2025
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $4,500 $4,500 $0 $0
State
Federal
Fees
Other:

Total $4,500 $4,500 $0 $0
No additional fiscal impact is associated with the recommendation of adopting the LHMP.

The County of San Luis Obispo secured a grant to develop the MJHMP. Each participating agency was required to provide a matching contribution based on the proportional population. The City of San Luis Obispo’ s portion was estimated at $4,500 and was paid in 2025.

ALTERNATIVES

1. Council could direct staff to further modify the City’s Annex and return for approval at a later date. An alternative to adoption of the LHMP as presented would be to direct staff to make additional revisions to the City Annex prior to adoption. Minor edits, clarifications, and formatting updates can still be incorporated at this stage provided the mitigation actions themselves are not removed from the document, as removal of mitigation actions could affect FEMA compliance and plan approval timelines. If directed by the Council, staff can coordinate additional revisions with the County prior to final FEMA submittal.

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2. Do not adopt the proposed update to the LHMP. Non-adoption would restrict the City’s ability to apply for certain federal grants and state cost share on Public Assistance projects per AB 2140 in the future and jeopardize current grants to implement hazard mitigation projects prior to a disaster event.

ATTACHMENTS
A - Draft Resolution Adopting the Multi-Jurisdictional Hazard Plan 2025 Update B - Annex G of the San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan

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R ______
RESOLUTION NO. _____ (2026 SERIES)

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

OBISPO, CALIFORNIA, APPROVING THE DISASTER MITIGATION ACT OF 2000 (DMA 2000) COUNTY OF SAN LUIS OBISPO MULTIJURISDICTIONAL HAZARD MITIGATION PLAN 2025 UPDATE WHEREAS, the City of San Luis Obispo has the potential to experience natural and human caused disasters that may damage commercial, residential, and public properties, disrupt essential services, displace residents and businesses, close streets, and damage infrastructure, and present public health and safety concerns; and WHEREAS, similarly, the County of San Luis Obispo and surrounding agencies equally face potential to experience disasters that can damage commercial, residential, and public properties, displace citizens and businesses, close streets and bridges, and present public health and safety concerns; and
WHEREAS, the federal Disaster Mitigation Act of 2000 (DMA 2000) and Title 44 of the Code of Federal Regulations §201.6 require local jurisdictions to adopt a Hazard Mitigation Plan to remain eligible for federal and state disaster assistance and hazard mitigation funding; and
WHEREAS, the City of San Luis Obispo asserts that regionalism and cooperation improve the preparedness and resiliency of the Region through effective and cooperative mitigation efforts; and
WHEREAS, the 2025 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan including all annexes and appendices will serve as the City of San Luis Obispo’ s required update of the 2019 Local Hazard Mitigation Plan; and WHEREAS, “Annex G” of the San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan specifically identifies the planning process, hazard identification, assets at risk, and proposed mitigation actions for the City of San Luis Obispo; and WHEREAS, City departments, participating partner agencies, community partner organizations and the public have contributed to the development of the MultiJurisdictional Hazard Mitigation Plan to meet the requirements of the DMA 2000; and WHEREAS, the City of San Luis Obispo is committed to implementing the actions contained within this plan; and
WHEREAS, the Multi-Jurisdictional Hazard Mitigation Plan will be reviewed annually and revised as necessary to meet changing conditions; and WHEREAS, on June 16, 2026, the City Council of the City of San Luis Obispo held a public hearing at City Hall, 990 Palm Street, in San Luis Obispo, for the purpose of

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Resolution No. _____ (202X Series) Page 2
R ______
considering and adopting the Multi-Jurisdictional Hazard Mitigation Plan 2025 Update.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo that:

SECTION 1: The plan entitled “San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan 2025 Update” is hereby adopted, a copy of which will be kept on file by the City Clerk in the form adopted herein.

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

AYES:

NOES:

ABSENT:

The foregoing resolution was adopted this _____ day of _______________ 2026. ___________________________
Mayor Erica A. Stewart
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ___________________________
Teresa Purrington
City Clerk

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-1 Annex G City of San Luis Obispo
G.1 Community Profile
G.1.1 Mitigation Planning History and 2025 Process
This annex was updated in 2025 to build upon the previous version created for the 2019 San Luis Obispo Hazard Mitigation Plan (HMP) update. This 2025 Jurisdictional Annex also includes input from the previous versions of the 2014 and the 2019 City of San Luis Obispo Local HMP.

Although the 2014 mitigation plan was not integrated into the City’s General Plan, the updated 2019 version was successfully incorporated, and the upcoming 2025 update is also planned for inclusion. A review of jurisdictional priorities found no significant changes in priorities since the last update.

The city had representation on the County Multi-Jurisdictional Hazard Mitigation Planning Committee and utilized a Local Planning Team (LPT) subcommittee to develop input into the annex.

Table G-1 City of San Luis Obispo Local Planning Team

DEPARTMENT TITLE
Fire Department Fire Chief
Fire Department Emergency Manager
Administration Natural Resource Manager
Administration Sustainability Manager
Community Development Assistant Planner
Community Development Principal Planner
Additionally, the plan must document opportunities for neighboring communities, local and regional agencies involved in hazard mitigation activities, agencies with the authority to regulate development, as well as businesses, academia, and other private and non-profit interests, to actively participate in the planning process. Stakeholder groups are listed below in Table G-2.

More details on the planning process and how the jurisdictions, services districts and stakeholders participated can be found in Chapter 3 of the Base Plan, along with how the public was involved during the 2025 update.

Table G-2 City of San Luis Obispo Stakeholder Groups, Neighboring Communities, and Local Agencies

STAKEHOLDER CATEGORY ORGANIZATION
Agencies involved in hazard mitigation activities: City of San Luis Obispo Agencies that have the authority to regulate
development:

City Community Development
Neighboring Communities: San Luis Obispo County OES
Representatives of business academia, and other
private orgs:

California Polytechnic State University SLO; San
Luis Obispo Chamber of Commerce: Downtown
Representatives supporting underserved
communities:

Housing Authority of the City of San Luis Obispo;
People’s Self-Help Housing; Community Action
Partnership of San Luis Obispo County

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-2 G.1.2 Geography and Climate
The City is located in California’s Central Coast region approximately 200 miles north of Los Angeles and 230 miles south of San Francisco. The City is situated to the west of the Santa Lucia Mountains and is located eight miles east of the Pacific Ocean. The San Luis Obispo Creek originates from the mountains and flows westward in confluence with the Pacific Ocean at Avila Beach. The mountain ranges from a natural barrier to development in San Luis Obispo.

The City is an estimated 10.7 square miles and is surrounded by protected open space and productive agricultural lands. San Luis Obispo is regionally accessible via US Highway 1, US Highway 101, and State Route 227 (Broad Street). The City terrain stands at an average elevation of 300 feet above sea level, with prominent peaks such as Cerro San Luis and Bishop Peak at 1,292 and 1,559 feet, respectively, above sea level.

The City’s Sphere of Influence includes approximately 5,930+/- acres outside of the City limits and includes nine unincorporated areas: Cal Poly, Florita-Alrita, Orcutt, Broad Street, Airport, Chevron, Los Osos Valley Road/US Highway 101, San Luis Ranch, and Cerro San Luis area. All lands outside of the City’s Sphere of Influence are regulated by the San Luis Obispo County General Plan and zoning designations. State law requires that cities maintain plans for areas outside of their immediate jurisdiction if the areas have a direct relationship to planning needs.

San Luis Obispo is characterized by a Mediterranean climate with an average temperature of

70.2 degrees Fahrenheit. While generally considered a mild climate, weather patterns and events have historically observed both unseasonably warm periods and cold spells. The City receives an average precipitation of 19 inches per year, with increased amounts of rainfall in the winter and spring months between November and April (US Climate Data 2019). Due to its close proximity to the Pacific Ocean, San Luis Obispo is also subject to coastal weather influences such as dense fog that typically rolls into the City through the Chorro Valley, steady onshore wind patterns, and coastal storms. For general details on climate characteristics of the region refer to the Adverse Weather Section of the Risk Assessment in the HMP (Section 5.3.1).

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-3 Figure G-1 The City of San Luis Obispo

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-4 G.1.3 History
The native Chumash Tribe was the first known settled human population in the City of San Luis Obispo area. The Chumash established a network of villages along the San Luis Obispo Creek.

Spanish Colonization of the area began in 1769 with the founding of Mission San Luis Obispo de Tolosa in 1772 by Father Junipero Serra, resulting in devastating impacts to the Chumash culture. Diseases and significant alterations of culture due to the establishment of the mission caused a significant decrease in the Native American population. Spanish and Mexican ranchos were established in the area in the late 1700s. The development of the area of San Luis Obispo has historically been connected to the San Luis Obispo Creek, where the first settlements could be found, and to the emphasis on agricultural production by the Mission and later the adjacent ranchos.

The California Land Act of 1851 caused a shift to residential development in San Luis Obispo. By 1870, the community had grown to a population of 1,579 and it became a charter city in 1876.

Historic influences on the growth and development of San Luis Obispo include the City’s beginnings as a center for agricultural productivity, the extension of the Southern Pacific Railroad in 1894, and the establishment of California Polytechnic State University (Cal Poly) in 1901.

Agriculture, transportation, government, and education related activities continue to play a significant role in the demographic, economic, land use, and development characteristics of the City. These characteristics and proactive protection of the City’s natural and scenic resources contribute to the small-town charm and high quality of life of the City’s residents.

G.1.4 Economy
As the civic, economic, and cultural hub of the Central Coast, the City serves as the seat of the County of San Luis Obispo. With major regional employers such as Cal Poly, state agencies, PG&E, Tenet Health Care, and the County of San Luis Obispo, the City has an estimated daytime population of more than 70,000 people. The San Luis Obispo Chamber of Commerce and the Downtown Association are active collaborators and leaders in supporting the retention and expansion of local businesses in the City. The City’s leading industries include hospitality, food services, retail, professional services, health care, information and technology, public administration, and educational sectors.

To support the high quality of life and economic vitality of the community, San Luis Obispo is considered a full-service city, providing police, fire, water, sewer, streets, transit, parking, planning, building, engineering, and parks and recreation services to the community.

Select estimates of economic characteristics for the City of San Luis Obispo are shown in Table G-3.

Table G-3 and Table G-4 show the occupational and industry breakdown of the City of San Luis Obispo’s labor force based on estimates from the 2023 American Community Survey.

Table G-3 City of San Luis Obispo’s Employment by Industry, 2023 OCCUPATION # EMPLOYED % EMPLOYED
Sales and Office Occupations 4,395 17%
Management, Business, Science, and Arts Occupations 12,723 49.3% Natural Resources, Construction, and Maintenance Occupations 1,137 4.4% Production, Transportation, and Material Moving Occupations 1,871 7.3% Service Occupations 5.674 22%
Total 27,661

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-5 Source: U.S. Census Bureau American Community Survey 2023, www.census.gov/ *Excludes armed forces’
Table G-4 City of San Luis Obispo’s Employment by Industry, 2023 INDUSTRY #

EMPLOYED
%

EMPLOYED
Population (2023) 12,687
In Labor Force 6,892 63.6%
Agriculture, forestry, fishing and hunting, and mining 280 1.1% Construction 1,062 4.1%
Manufacturing 1,883 7.3%
Wholesale trade 199 .8%
Retail trade 2,828 11%
Transportation and warehousing, and utilities 855 3.3%
Information 297 1.2%
Finance and insurance, and real estate and rental and leasing 740 2.9% Professional, scientific, management, administrative, and waste mgmt. services
4,229 16.4%
Educational services, health care, and social assistance 6,719 266% Arts, entertainment, recreation, and accommodation and food services 4,408 17.1% Other services, except public administration 1,047 4.1% Public administration 1,253 4.9%
Unemployed 1,838 4.2%
Source: U.S. Census Bureau American Community Survey 2023, www.census.gov/ G.1.5 Population
The City of San Luis Obispo has a population of 48,039 persons as of January 2023, which accounts for approximately 17% of the County’s population. The City experienced a growth of 4% from 47,160 residents from January 2018. The U.S. Census Bureau’s American Community Survey 2023 5-Year Estimates provide select demographic and social characteristics and changes from 2018 to 2023 for the City of San Luis Obispo (Table G-5).

Table G-5 City of San Luis Obispo’s Demographic and Social Characteristics, 2018 to 2023 CHARACTERISTIC 2018 2023 % CHANGE
Population 47,160 48,039 +4%
Median Age 26.2 26.2 0
Total Housing Units 20,550 21,783 +6%
Housing Occupancy Rate 91% 92% +1%
% of Housing Units with no Vehicles Available 7.8% 7.4% +5% Median Home Value $617,200 $896,500 +45%
Unemployment 2.3% 4.2% +82%
Mean Travel Time to Work (minutes) 15.8 15.6 -1.3%
Median Household Income $114,688 $158,444 +38%
Per Capita Income $31,917 $45.462 +42%
% of Individuals Below Poverty Level 31.8% 30% -5%
# of Households 18,708 20,005 +6%
Average Household Size 2.45 2.34 +5%
% of Population Over 25 with High School Diploma 92.7% 96% +3.5%

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-6 CHARACTERISTIC 2018 2023 % CHANGE
% of Population Over 25 with Bachelor’s Degree or
Higher

52.6% 34.0% -35%
% with Disability 9% 9.4% +4.4%
% Speak English less than "Very Well" 5.7% 3% -47.4%
Source: U.S. Census Bureau American Community Survey 2018-2023 5-Year Estimates, www.census.gov/ Between 1950 and 1990, the City grew from a population of 14,180 to just under 42,000. Since 1990, the City has maintained an average growth rate of less than one percent per year. Owneroccupied housing units account for 39% of all households, while approximately 61% of households are renter-occupied. The City’s population is growing steadily at a relatively slow rate at approximately 1% or less per year with an estimated of 4% growth since the 2018 American Community Survey. The SLO 2035 Land Use and Circulation Elements projected population of 48,826 in 2020, where the actual population was less at 47,402.

G.1.6 Development Trends
Table G-6 City of San Luis Obispo Population Growth

YEAR APPROXIMATE MAXIMUM NUMBER OF HOUSING
UNITS

PROJECTED POPULATION
2013 20,697 45,541
2015 21,113 46,456
2020 22,190 48,826
2025 23,322 51,317
2030 24,512 53,934
2035 25,762 56,686
The City of San Luis Obispo has traditionally expanded through annexation of County lands and increased development of diverse land uses; these include low to high density residential, general retail and commercial, services, and manufacturing uses bordering the San Luis Obispo Regional Airport, and dispersed undeveloped open space. With Mission Plaza and downtown at the heart of the City, development trends have included transition from the historic neighborhoods immediately adjacent to Downtown, to post-World War II growth in areas along the foothills of the Santa Lucia Mountains, surrounding Laguna Lake, and in the northern areas of town near the growing Cal Poly. Recent development efforts have focused on incorporating additional housing opportunities in the historic downtown core, through the renovation of historic structures and infill development on underutilized and vacant land. The Land Use Element of the City’s General Plan provides designated land use and establishes development standards for new and existing structures and uses. The Climate Adaptation and Safety Element (CASE) further identifies hazards that may influence the locations and types of proposed land uses and provides policies that reduce exposure to hazards. These policies have also encouraged changes to development in San Luis Obispo’s hazard prone/vulnerable areas, decreasing the City’s vulnerability. Any future development within the City will be informed by the most up to date hazard maps as well as state and local development ordinances (e.g., floodplain) that restrict development in hazard prone areas to minimize risk.

Specific to hazards, analysis of parcels developed between 2019-2024 (since the last update of this HMP) indicated some growth in areas prone to flood (1% and 0.2% annual chance zone), landslide, liquefaction, and wildfire (see Development Trends subsections in base plan Chapter 5 for specific counts). While these trends may indicate some increase in community

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-7 vulnerability, they do not account for site specific investigations or compliance with local regulations that may reduce risk during development.

In recent years, more residents and visitors are staying and living in the downtown core. This change in demographic could impact response capabilities if a hazard impacts the downtown core. The City also has a greenbelt protection program and have acquired thousands of acres of land around the City to minimize development in areas around the City. Thus, the redevelopment of already developed areas or infill development is likely to be the trend in the future.

Continuing moderate population growth is increasing exposure to earthquake hazards, though new or re-developed areas built to modern codes will be more resistant to collapse and damage. For all other hazards identified in Section G.2 (adverse weather-all subhazards, agricultural pests, biological agents, drought, landslides, subsidence and hazardous materials) the city’s net vulnerability has not increased or decreased due to changes in development since the previous plan was approved.

G.2 Hazard Identification and Summary
San Luis Obispo’s planning team identified the hazards that affect the region and summarized their frequency of occurrence, spatial extent, potential magnitude, and significance specific to the City (see Table G-7). There are no hazards that are unique to the City. The overall hazard significance takes into account the geographic area, probability and magnitude as a way to identify priority hazards for mitigation purposes. This is discussed further in the Vulnerability Section (4.3).

Table G-7 City of San Luis Obispo – Hazard Summaries

HAZARD GEOGRAPHIC
AREA

PROBABILITY OF
FUTURE

OCCURRENCE

MAGNITUDE/

SEVERITY
(EXTENT)

OVERALL

SIGNIFICANCE
Adverse Weather: Thunderstorm/
Heavy Rain/Dense Fog/Freeze
Extensive Likely Limited Medium
Adverse Weather: High Wind/
Tornado
Extensive Occasional Limited Medium
Adverse Weather: Extreme Heat Extensive Occasional Limited Medium Agricultural Pest Infestation and
Disease
Limited Highly Likely Negligible Medium
Biological Agents Extensive Occasional Critical Medium
Drought and Water Shortage Extensive Likely Limited Medium Earthquake Extensive Occasional Catastrophic High
Flood Limited Occasional Limited Medium
Landslides and Debris Flow Significant Likely Critical Low Subsidence Significant Occasional Negligible Low
Wildfire Significant Occasional Critical High
Human Caused: Hazardous
Materials
Limited Highly Likely Negligible Medium

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-8

HAZARD GEOGRAPHIC
AREA

PROBABILITY OF
FUTURE

OCCURRENCE

MAGNITUDE/

SEVERITY
(EXTENT)

OVERALL

SIGNIFICANCE
Geographic Area
Limited: Less than 10% of planning area
Significant: 10-50% of planning area
Extensive: 50-100% of planning area
Probability of Future Occurrences
Highly Likely: Near 100% chance of occurrence in next
year or happens every year.

Likely: Between 10-100% chance of occurrence in
next year or has a recurrence interval of 10 years or
less.

Occasional: Between 1 and 10% chance of occurrence
in the next year or has a recurrence interval of 11 to
100 years.

Unlikely: Less than 1% chance of occurrence in next
100 years or has a recurrence interval of greater than
every 100 years.

Magnitude/Severity (Extent)
Catastrophic—More than 50 percent of property severely
damaged; shutdown of facilities for more than 30 days; and/or multiple deaths
Critical—25-50 percent of property severely damaged;
shutdown of facilities for at least two weeks; and/or
injuries and/or illnesses result in permanent disability Limited—10-25 percent of property severely damaged;
shutdown of facilities for more than a week; and/or
injuries/illnesses treatable do not result in permanent disability
Negligible—Less than 10 percent of property severely
damaged, shutdown of facilities and services for less
than 24 hours; and/or injuries/illnesses treatable with first aid
Significance
Low: minimal potential impact
Medium: moderate potential impact
High: widespread potential impact
G.3 Vulnerability Assessment
The intent of this section is to assess the City’s vulnerability separately from that of the County as a whole, which has already been assessed in Chapter 5 of the Base Plan. This vulnerability assessment analyzes the population, property, and other assets at risk to hazards ranked of medium or high significance specific to the City.

The information to support the hazard identification and risk assessment was based on a combination of the previous LHMP for the City and jurisdiction specific information collected during the 2025 update. A Local Hazard Mitigation Plan Update Guide and associated worksheets were distributed to each participating municipality or special district to complete during the 2025 update process. Information collected was analyzed and summarized in order to identify and rank all the hazards within the County, as well as to rank the hazards and identify the related vulnerabilities unique to each jurisdiction.

Each participating jurisdiction was in support of the main hazard summary identified in the Base Plan (See Table 5.2). However, the hazard summary rankings for each jurisdictional annex may vary slightly due to specific hazard risk and vulnerabilities unique to each jurisdiction (See Table G-7).

Note: The hazard “Significance” reflects overall ranking for each hazard and is based on the City of San Luis Obispo LPT member input from the Data Collection Guide and the risk assessment developed during the planning process (see Chapter 5 of the Base Plan), which included a more detailed qualitative analysis with best available data.

G.3.1 Other Hazards
The following hazards in the base plan HIRA are not identified within this jurisdictional annex due to no risk or insignificant anticipated impacts and are not considered further for vulnerability assessment or mitigation actions:

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-9 • Adverse weather: the sub-hazards of lightning/hail are not profiled due to the lack of documented major occurrences in the city
• Coastal Storm/ Coastal Erosion/ Sea Level Rise
• Dam Incidents
• Tsunami
G.3.2 Assets at Risk
This section considers San Luis Obispo’s assets at risk, including values at risk, critical facilities and infrastructure, historic assets, economic assets, and growth and development trends. The HMPC used a variety of data to define a baseline against which all disaster impacts could be compared. If a catastrophic disaster was to occur in the Planning Area, this section describes significant assets exposed or at risk in the City of San Luis Obispo.

G.3.2.1 Values at Risk
The following data on property exposure is derived from the San Luis Obispo County 2024 Parcel and Assessor data. It is important to note that in the event of a disaster, it is generally the value of the infrastructure or improvements to the land that is of concern or at risk.

Generally, the land itself is not a loss and is not included in the values below. Table G-8 shows the exposure of properties (e.g., the values at risk) broken down by property type for the City of San Luis Obispo.

Table G-8 City of San Luis Obispo Total Exposure by Property Type

PROPERTY TYPE STRUCTURE
COUNT

IMPROVED
VALUE

ESTIMATED

CONTENT VALUE

TOTAL VALUE
Commercial 1,266 $1,580,482,745 $1,580,482,745 $3,160,965,490 Exempt 77 $55,796,301 $55,796,301 $111,592,602
Industrial 190 $268,276,714 $402,415,071 $670,691,785
Mining 2 $844,659 $844,659 $1,689,318
Mixed Use 1,211 $387,479,969 $387,479,969 $774,959,938
Mobile/Manufactured Homes 171 $31,076,092 $15,538,046 $46,614,138 Multi-Family Residential 1,203 $861,685,345 $430,842,673 $1,292,528,018 Residential 11,179 $3,293,935,454 $1,646,967,727 $4,940,903,181 Vacant Improved 149 $75,764,493 - $75,764,493
Total 15,448 $6,555,341,772 $4,520,367,191 $11,075,708,963 Source: San Luis Obispo County Assessor Data November 15, 2024, WSP GIS Analysis G.3.2.2 Critical Facilities and Infrastructure
Critical Facilities are essential in providing utility or direction either during the response to an emergency or during the recovery operation. These facilities typically include hospitals, fire stations, and local law enforcement stations, and according to FEMA special consideration when formulating regulatory hazard mitigation and floodplain management plans should be given. See Section 5.2 of the Base Plan for more details on the definitions and categories of critical facilities.

An inventory of critical facilities in the city is provided in Table G-9 as well as illustrated in Figure G-1. Refer to Section 5.2 of the Base Plan for more information on the Assets used throughout this annex, including the definitions and categories of critical facilities, and the County-wide analyses.

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-10 Table G-9 City of San Luis Obispo’s Critical Facilities Assets Summary by FEMA Lifeline

FEMA LIFELINE CATEGORY COUNTS
Communications 19
Energy -
Food, Hydration, Shelter 4
Hazardous Material 4
Health and Medical 18
Safety and Security 36
Transportation 54
Water Systems 1
Total 136
Source: San Luis Obispo County, CalARP, HIFLD, National Bridge Inventory, National Inventory of Dams, FCWCD, WSP Analysis G.3.2.3 High Potential Loss Facilities
High potential loss facilities are considered critical facilities that present significant risks if damaged and include nuclear power plants, dams, and military installations. The City has one classified high potential loss facility: The San Luis Obispo Wastewater Treatment Plant (WWTP).

The WWTP is located within a 100-year floodplain and within a moderate liquefaction risk zone; however, other potential hazard impacts are low.

G.3.2.4 Transportation and Lifeline Facilities
The City contains a network of roadways and public transportation including the Pacific Coast Railway. US Highway 101, Highway 1, and State Route 227 (Broad Street) provide regional access to the City. The San Luis Obispo County Regional Airport serves the City and is located in the southern portion of the jurisdiction.

Lifeline Utility Systems are defined as those systems necessary to provide electric power, natural gas, water and wastewater, and other facilities and services that are essential to the well-being of the City. Lifeline utility systems within the City include:
• AM Transmission Towers (1)
• FM Transmission Towers (1)
• Microwave Service Towers (52)
• Wastewater Treatment Plants (1)
• Energy Commission Facilities (7)
G.3.2.5 Historic and Cultural Resources
The City of San Luis Obispo has a wealth of historic and culturally significant resources due to its rich and varied history. Such resources represent the City’s diverse historical context from periods prior to Chumash settlement and Spanish colonization, through early development and mid-century growth that established many of the existing neighborhoods and set a precedent for community design. The City of San Luis Obispo Citywide Historic Context Statement (2014) identifies various historical factors that shaped the development of the area and provides a framework for the continuing process of identifying historic, architectural, and cultural resources in the City. The City has an active historic preservation program, and historic preservation is prioritized throughout City policy. City Zoning Regulations also establish the Historical Preservation Overlay Zone, which describes the allowed uses and property development standards within designated Historic Districts. Historic Districts within the City include Downtown Commercial District, the Mill Street District, the Old Town Neighborhood,

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-11 the Little Italy District, the Monterey Heights District, the Mount Pleasanton/Anholm District, the Chinatown Historic District, and the Railroad Districts.

Historical resources in the context of the City are also identified by the National Register of Historic Places (NRHP), the California Register of Historic Resources (CRHR), and the County of San Luis Obispo’s List of Historic Resources in addition to local designation. Such resources are buildings, structures, objects, places, and areas that have an association with important persons, events in history, or cultural heritage, or have distinctive architecture, design or construction method. State and local registers of historic resources also identify Historical Points of Interest that have primarily local significance and interest in preservation. The City of San Luis Obispo has several registered national, state, and local sites of historic and cultural significance (Table G-10). County-wide historic resources are further detailed in Chapter 5.2, Asset Summary, of the Base Plan.

Table G-10 Historic Places

HISTORIC SITE REGISTER DATE LISTED ADDRESS
Ah Louis Store State/National 1965 800 Palm Street
Angel Myron House National 1982 714 Buchon St.

Corral de Piedra National 1978 S of San Luis Obispo on Price Canyon Rd.

Dallidet Adobe State 1960 1185 Pacific Street
Jack Robert House National 1992 536 Marsh St.

Mission San Luis Obispo De
Tolosa
State 1939 751 Palm Street
Monday Club of San Luis Obispo National 2016 1815 Monterey St.

Pacific Coast Railway Company
Grain Warehouse
National 1988 65 Higuera St.

Pereira Octagon Barn National 2014 4400 Octagon Way
Port San Luis Site National 1978 Address Restricted
The Powerhouse National 1993 Junction of S/ Perimeter Rd. and Cuesta Ave
Rancho Canada de los Osos y
Pecho y Islay
National 1975 Address Restricted
San Luis Obispo Carnegie Library National 1995 696 Monterey St.

Tribune Republic Building National 1993 1763 Santa Barbara St.

William Shipsey House National 2010 1266 Mill St.

Camp San Luis Obispo State Point of
Interest
1990 NA
Hollister Adobe State Point of
Interest
1972 NA
G.3.2.6 Natural Resources
Natural resources are important to include in benefit-cost analyses for future projects and may be used to leverage additional funding for projects that also contribute to community goals for protecting sensitive natural resources. Awareness of natural assets can lead to opportunities for meeting multiple objectives. For instance, protecting wetlands areas protects sensitive habitat as well as attenuates and stores floodwaters.

The City’s landscape is made up of creeks, hills, valleys, and rich farmland that supports a variety of plants and animal species. The San Luis Obispo area contains a diverse array of naturally occurring biological communities and extensive open space areas including the Irish Hills Natural Reserve, the Islay Hills Open Space, South Hills Open Space, Charles A. and Mary R.

Maino Open Space, Ferrini Ranch, and the Laguna Lake Park and Open Space. The City’s many

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-12 creeks provide sheltered corridors that allow wildlife to move between dispersed habitats and open space areas.

G.3.2.7 Economic Assets
California Polytechnic State University is the largest employer in the City of San Luis Obispo with nearly 3,000 employees. San Luis Coastal Unified School District employs 384 regular classified employees. The industrial sector including education services, healthcare, and social assistance are the largest employers in the City at approximately 20.2% of the total employers.

In 2007, approximately 5,127 individuals were employed in educational services, health care, and social assistance jobs. The General Plan Land Use Element (LUE) for the City includes policies to accommodate a maximum population of 57,200 persons. Assuming a 0.5% growth rate, the City would reach the anticipated residential capacity by year 2057. Tourism is an increasing trend in the City due to the diverse range of activities, small-town appeal and recent development of several hotels near and in the downtown core. Loss of a major employer from a hazard impact would result in a significant rise in unemployment and loss in sales tax revenue.

G.3.3 Estimating Potential Losses
Section G.3.1 above describes San Luis Obispo’s overall exposure in terms of number and value of structures. San Luis Obispo County parcel and assessor data were used to calculate the improved value of parcels. The most vulnerable structures are those in the floodplain (especially those that have been flooded in the past), unreinforced masonry buildings, and buildings built prior to the introduction of modern-day building codes. Impacts of past events and vulnerability to specific hazards are further discussed below. (See Base Plan Section 5 Hazard Identification and Risk Assessment for more detailed information about these hazards and their impacts on the County as a whole.)
G.3.3.1 Adverse Weather: Thunderstorm/Heavy Rain/Dense Fog/Freeze Adverse weather in the City of San Luis Obispo includes thunderstorms, heavy rain, dense fog, and freeze. The City of San Luis Obispo’s overall significance rating for adverse weather is rated as medium. The entire property and facility inventory, as well as the population of San Luis Obispo, is exposed to the impacts of thunderstorm/heavy rain/dense fog/freeze due to the widespread nature of these hazards. The typical impacts to people, structures, and critical facilities/lifeline are discussed in Section 5.3.2.7 of the base plan. Specific to the City of San Luis Obispo, adverse weather usually occurs as localized thunderstorms that bring heavy rains and strong winds, most often during the winter and spring months. Heavy rain has historically produced extensive flooding in the city. Dense fog can result in reduced visibility and slick road conditions that increase the likelihood for traffic accidents. Freeze is rarely a threat to human life in the City but has the potential to impact agricultural operations where crop damage to high value products can be extensive. Over the last decade, the City of San Luis Obispo has experienced some of the warmest years on record, reflecting a broader trend of rising temperatures in the region. The tables below show key climate variables such as extreme temperatures, precipitation totals, and the frequency of specific weather events for the City.

Table G-11 San Luis Obispo Cal Poly Climate Summary Table – Weather (Period of Record:
10/01/1927 - 04/09/2025)

SUMMARY
PERIOD

MONTHLY
MEAN

MAXIMUM
TEMP.

MONTHLY
MEAN

MINIMUM
TEMP.

DAILY

EXTREME

HIGH TEMP
DAILY

EXTREME

HIGH DATE
DAILY

EXTREME

LOW TEMP
DAILY

EXTREME

LOW DATE

MAXIMUM
TEMP. ≥
90°F MEAN
# DAYS

MINIMUM
TEMP. ≤
32°F MEAN
# DAYS
Winter 64.2°F 43°F 92°F 12/4/1958 17°F 12/23/1990 0 3.2 Spring 68.4°F 46.2°F 104°F 4/8/1989 28°F 3/1/1962 1.4 0.2

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-13

SUMMARY
PERIOD

MONTHLY
MEAN

MAXIMUM
TEMP.

MONTHLY
MEAN

MINIMUM
TEMP.

DAILY

EXTREME

HIGH TEMP
DAILY

EXTREME

HIGH DATE
DAILY

EXTREME

LOW TEMP
DAILY

EXTREME

LOW DATE

MAXIMUM
TEMP. ≥
90°F MEAN
# DAYS

MINIMUM
TEMP. ≤
32°F MEAN
# DAYS
Summer 77.3°F 52.3°F 111°F 7/7/1989 35°F 6/29/1988 5 0
Fall 75.5°F 49.9°F 113°F 9/6/2020 23°F 11/24/2004 7 0.3 Annual 71.3°F 47.9°F 113°F 9/6/2020 17°F 12/23/1990 13.6 3.8 Source: Western Regional Climate Center (WRCC) https://wrcc.dri.edu/ * Winter is defined as December, January, and February
** Summer is defined as June, July, and August
Table G-12 San Luis Obispo Cal Poly Climate Summary Table – Precipitation (10/01/1927 - 04/09/2025)

SUMMARY
PERIOD
PRECIP.

MEAN
PRECIP.

HIGH
PRECIP.

HIGH YEAR
PRECIP.

LOW
PRECIP.

LOW YEAR
PRECIP. 1
DAY

MAXIMUM
PRECIP. 1
DAY

MAXIMUM
DATE
PRECIP. ≥

1.00 IN.

MEAN #
DAYS
Winter 13.15 in. 43.71 in. 1969 0.43 in. 1907 6.05 in. 1/9/2023 4.3 Spring 5.42 in. 18.36 in. 1995 0.05 in. 1997 4.75 in. 3/7/1911 1.5 Summer 0.18 in. 1.88 in. 1933 0 in. 1893 1.7 in. 6/5/1933 0 Fall 3.1 in. 9.51 in. 1972 0.01 in. 1980 3.58 in. 11/20/1946 0.9 Annual 22.02 in. 48.76 in. 1969 4.56 in. 2013 6.05 in. 1/9/2023 6.9 Source: Western Regional Climate Center (WRCC) https://wrcc.dri.edu/ * Winter is defined as December, January, and February
** Summer is defined as June, July, and August
G.3.3.2 Adverse Weather: High Wind/Tornado
The overall significance rating of high wind and tornado in the City of San Luis Obispo is rated medium. The entire property and facility inventory, as well as the population of San Luis Obispo, is exposed to the impacts of high wind and tornado due to the widespread nature of this hazard. The typical impacts to people, structures, and critical facilities/lifeline are discussed in Section 5.3.3.7 of the base plan. The City has 171 mobile homes, which if unanchored, may be more susceptible to damage from high wind/tornado; an estimated 400 persons live in these homes based on an average household size of 2.34.. The city is subject to strong southeasterly winds associated with strong cold fronts and coastal storms, which generally occur during the winter months from November to February. Northwesterly winds that are typical of the central coast of California also occur throughout San Luis Obispo during the spring and summer. Both southeast and northwest wind events can reach sustained wind speeds of 35-45 mph with wind gusts of 65-75 mph within the city. Wind related events can have substantial destructive impacts, especially in urban areas where falling trees and branches can result in considerable property damage. While tornadoes are uncommon, past events demonstrate that the threat is possible in the planning area. Recorded tornadoes since then have typically been low severity and caused minor damage such as broken tree branches and minor structural and roof damage to buildings. Refer to Section 5.3.1 Adverse Weather, in the Base Plan for analysis related to tree mortality in the County of San Luis Obispo.

G.3.3.3 Adverse Weather: Extreme Heat
Extreme heat is a medium significance hazard for the City of San Luis Obispo. The entire property and facility inventory, as well as the population of San Luis Obispo, is exposed to the impacts of extreme heat due to the widespread nature of this hazard. The typical impacts to people, structures, and critical facilities/lifeline are discussed in Section 5.3.4.7 of the base plan.

The average high summer temperature for the Cal Poly NOAA weather station is 77.3°F;

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-14 however, temperatures up to 113°F have been recorded (see Table G-11). The city's 2024 Health Hazard Vulnerability Analysis identifies extreme summer weather as a frequent hazard, noting that high temperatures can exacerbate wildfire risks and necessitate Public Safety Power Shutoffs (PSPS), which may disrupt access to air conditioning and critical medical devices, particularly affecting rural and mobility-impaired residents. The HMPC noted that the majority of residential properties in the city do not have air conditioning systems, and those that do are often equipped with swamp cooler-like systems that are unable to provide adequate cooling during extreme heat events. Additionally, the urban heat island effect, particularly in denser, built-up areas like downtown, can intensify heat exposure by increasing surface and ambient air temperatures, reducing nighttime cooling, and compounding the health risks of prolonged heat waves. Rising temperatures and more frequent heat waves are increasing the likelihood of more extreme heat events in the future.

These events pose a risk to public health, particularly for older adults, children, people with chronic illnesses, and outdoor workers, and can overwhelm local healthcare services. Extreme heat also strains infrastructure, increasing electricity demand and potentially triggering power shutoffs that can impact cooling systems and medical equipment. Socially vulnerable communities, including low-income households and non-English speakers, are at higher risk due to limited access to resources like air conditioning and access to informational resources.

Sectors like agriculture and tourism may also suffer from reduced productivity and visitation.

G.3.3.4 Agricultural Pest Infestation and Disease
The City of San Luis Obispo was given a significance ranking of medium by the HMPC for agricultural pest infestation, plant disease, and tree mortality. According to the United States Forest Service over 100 million trees have died in California and more continue to die due to many years of drought that have weakened trees and left millions of acres of forestland highly susceptible to insect attacks. The County of San Luis Obispo Assessor data shows that 11 structures with a total value of $5,984,243 are in tree mortality hazard zones as shown in Table G-13. The City of San Luis Obispo land use designation is a mix of agriculture, open space, rural lands, and recreation. Having agricultural lands and open space throughout the county can harbor certain pests that target trees and other plants. Diseases such as Sudden Oak Death can spread if not contained, resulting in tree mortality and economic losses for the city as well as making these areas more vulnerable to wildfires and landslides. There are no critical facilities exposed to tree mortality hazard zones in the City of San Luis Obispo.

Table G-13 Properties Exposed to Tree Mortality Hazard Zones in the City of San Luis Obispo

PROPERTY TYPE

STRUCTUR

E COUNTY

IMPROVED VALUE ESTIMATED

CONTENT
VALUE

TOTAL VALUE POPULATIO
N
Commercial 5 $2,013,882 $2,013,882 $4,027,764
Mixed Use 1 $10,840 $10,840 $21,680
Residential 5 $1,289,866 $644,933 $1,934,799 12
Total 11 $3,314,588 $2,669,655 $5,984,243 12
Source: San Luis Obispo County, CAL FIRE, FRAP, TMTF October 2022, CalARP, HIFLD, NBI, NID, WSP Analysis G.3.3.5 Biological Agents (Naturally Occurring)
The City of San Luis Obispo LPT gave biological agents a medium overall significance rating.

Public health impacts due to biological agents are a recognized potential threat to the city.

The city is largely reliant on the County’s Emergency Preparedness Program, which supports the Public Health Department in the management and coordination of public health emergencies including natural disasters, technological disasters, bioterrorism incidents, and pandemics. Food and waterborne illnesses are major health problems that present significant

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-15 health risks to the city as well as threats to regional food and water supply. More information on biological agents can be found in Section 5.3.6 of the base plan.

G.3.3.6 Drought and Water Storage
The City of San Luis Obispo LPT gave drought a medium overall significance rating. Periods of drought can have significant environmental, agricultural, health, economic, and social consequences. Prolonged drought has the potential to impact structures due to subsidence and can reduce water quality due to lower water flows and reduced pollutant dilution. Section

5.3.9.7 of the Base Plan includes an analysis of the vulnerability of people, property, facilities, and other assets to this hazard countywide. However, the City of San Luis Obispo is less vulnerable to the impacts of drought than the county as a whole. There is less exposure to agricultural damage in the City, and the City has invested in a multi-source water supply including the Nacimiento Reservoir, the Whale Rock Reservoir, Santa Margarita Lake, and recycled water for landscape irrigation. Additionally, the City maintains historic groundwater wells in operable, standby positions for emergency use. These measures have helped increase the City’s resilience to drought.

The water distribution system in the City of San Luis Obispo consists of 190 miles of pipelines, ten treated water storage tanks, seven pump stations, and over 2,000 fire hydrants. To maintain consistent pressure across the City, the system is divided into 15 pressure zones with 18 pressure regulating valves. The recycled water system is centered around the Water Resource Recovery Facility, which treats wastewater for irrigation and construction uses.

The City’s 2020 Urban Water Management Plan identifies several areas for improvement, including again infrastructure and leak reduction. According to the plan, many pipelines have surpassed their expected lifespan, making replacements necessary to prevent leaks and service disruptions. However, the City does not project a supply shortfall under single or multiple dry year scenarios, as shown in Table G-14, due to conservative water planning.

Table G-14 Multiple Dry Year Supply and Demand Comparison

DROUGHT

YEAR SUPPLY/DEMAND
2020
(ACTUAL) 2025 2030 2035 2040
First Year Supply Totals 10,143 10,337 10,537 10,587 10,637 Demand Totals 4,817 7,272 7,713 8,191 8,624
Difference 5,326 3,065 2,824 2,396 2,013
Second
Year
Supply Totals 10,143 10,337 10,537 10,587 10,637
Demand Totals 4,817 7,272 7,713 8,191 8,624
Difference 5,326 3,065 2,824 2,396 2,013
Third Year Supply Totals 10,143 10,337 10,537 10,587 10,637 Demand Totals 4,817 7,272 7,713 8,191 8,624
Difference 5,326 3,065 2,824 2,396 2,013
Fourth Year Supply Totals 10,143 10,337 10,537 10,587 10,637 Demand Totals 4,817 7,272 7,713 8,191 8,624
Difference 5,326 3,065 2,824 2,396 2,013
Fifth Year Supply Totals 10,143 10,337 10,537 10,587 10,637 Demand Totals 4,817 7,272 7,713 8,191 8,624
Difference 5,326 3,065 2,824 2,396 2,013
Source: City of San Luis Obispo 2020 Urban Water Management Plan G.3.3.7 Earthquake
The City of San Luis Obispo LPT gave earthquake a high overall significance rating. Earthquake events have occurred in the City of San Luis Obispo in the past, including a number of

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-16 magnitude 5.0 to 7.0 earthquakes. Historically, most of the earthquakes that have occurred near the City have originated from movement along the San Andreas Fault, which lies approximately 35 miles northeast of the City. The most recent major earthquake to affect San Luis Obispo occurred at 11:15:56 am Pacific Standard Time on December 22, 2003. The epicenter of the magnitude 6.5 earthquake was approximately 7 miles northeast of San Simeon at a depth of 4.7 miles (35.706N, 121.102W), 45 miles from San Luis Obispo. The City of San Luis Obispo experienced some minor damage. The main strand of the Los Osos fault zone, also known as the Edna fault zone, traverses the City near the intersection of Los Osos Valley Road and Foothill Boulevard. Field evaluations by the California Geological Survey (CGS) for the main strand of the Los Osos fault found evidence of movement in the last 11,000 years. This evidence of recent activity resulted in the establishment of an Earthquake Fault Zone by CGS in 1989 under the Alquist-Priolo Fault Zoning Act. The Los Osos fault specifically presents a high to very high fault rupture hazard to developments near and southwest of the Los Osos Valley Road area.

Table G-15 Seismic Hazard Designation by Property Type

SEISMIC DESIGNATION PROPERTY TYPE PROPERTY COUNT IMPROVED VALUE Los Osos Alquist-Priolo Mixed Use 2 $913,701
Residential 34 $13,886,883
Total 36 $14,800,584
Source: San Luis Obispo Assessor Data November 15, 2024, Dept. of Conservation, WSP GIS Analysis In addition to being at risk of ground shaking as a result of a fault rupture, the City of San Luis Obispo is also susceptible to the effects of liquefaction. Significant swaths of the city are underlain by alluvium and other liquefiable sediments that may present a risk of liquefaction during ground shaking; however, liquefaction risk is generally classified as low to moderate.

Liquefaction risk is visually displayed across the city in Figure G-2 below.

Based on the vulnerability analysis conducted, the city contains 15,448 improved parcels with a total estimated value of over $11 billion exposed to liquefiable soils. 11, 190 of these parcels are in moderate liquefaction susceptibility areas. There are also 136 critical facilities found in liquefaction susceptible areas. These details are summarized in Table G-16 and Table G-17 below.

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | 2025-2030 Annex G-17 Figure G-2 Liquefaction Risk in the City of San Luis Obispo

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | 2025-2030 Annex G-18 Table G-16 City of San Luis Obispo Improved Properties Exposed to Liquefaction Potential by Property Type

PROPERTY
TYPE

STRUCTURE
COUNT
HIGH

STRUCTURE
COUNT

MODERATE

STRUCTURE
COUNT
LOW
TOTAL

STRUCTURE
COUNT

IMPROVED
VALUE

ESTIMATED

CONTENT

VALUE TOTAL VALUE POPULATION
Agricultural - - - 0 $0 $0 $0 -
Commercial - 1,165 101 1,266 $1,580,482,745 $1,580,482,745 $3,160,965,490 - Exempt - 59 18 77 $55,796,301 $55,796,301 $111,592,602 - Industrial - 171 19 190 $268,276,714 $402,415,071 $670,691,785 - Mining - 2 - 2 $844,659 $1,266,989 $2,111,648 -
Mixed Use - 910 301 1,211 $387,479,969 $387,479,969 $774,959,938 - Mobile/
Manufactured
Homes
- 162 9 171 $31,076,092 $15,538,046 $46,614,138 409
Multi-Family
Residential - 1,009 194 1,203 $861,685,345 $430,842,673 $1,292,528,018 2,875 Residential - 7,577 3,602 11,179 $3,293,935,454 $1,646,967,727 $4,940,903,181 26,718 Vacant
Improved - 135 14 149 $75,764,493 $0 $75,764,493 -
Total 0 11,190 4,258 15,448 $6,555,341,772 $4,520,789,520 $11,076,131,292 30,002 Source: San Luis Obispo Assessor Data November 15, 2024, WSP GIS Analysis

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-19 Table G-17 Critical Facility Assets Exposed to Liquefaction Susceptibility by FEMA Lifeline

LIQUEFACTION

SUSCEPTIBILITY

CATEGORY

COMMUNICATIONS
ENERGY

FOOD, HYDRATION,

SHELTER

HAZARDOUS

MATERIAL

HEALTH AND

MEDICAL

SAFETY AND

SECURITY

TRANSPORTATION

WATER SYSTEMS
TOTAL
COUNT
Moderate Liquefaction
Susceptibility 18 - 3 4 14 28 49 1 117
Low Liquefaction
Susceptibility 1 - 1 - 4 8 5 - 19
Source: San Luis Obispo County, CalARP, HIFLD, NBI, NID, FCWCD, WSP Analysis G.3.3.8 Flood
The City of San Luis Obispo LPT gave flood a medium overall significance rating. The City remains vulnerable to both riverine and flash flooding. Riverine flooding, also known as overbank flooding, continues to be the most common type of flood hazard, typically resulting from storms that exceed the capacity of local creeks and drainage systems. Riverine floodplains in San Luis Obispo vary from narrow, confined channels in the hills to broader, flatter flood-prone areas within the City. The extent and intensity of flooding is influenced by watershed size, topography, local climate patterns, and urban development.

In addition to riverine flooding, San Luis Obispo is susceptible to flash flooding. Flash floods are characterized by a rapid rise in water levels, high flow velocities, and significant debris movement. These events can cause sudden, severe damage to trees, bridges, buildings, and transportation infrastructure. Contributing factors include intense rainfall, steep terrain, modified drainage networks, and post-wildfire conditions. Wildfire burn scars, which alter soil permeability and vegetation cover, further increase the risk of flash flooding and debris flows.

Although dam failure is a potential flood risk in many areas, dam inundation mapping confirms that there are no dam failure zones located within the City.

The City has experienced significant flood events historically, including major floods in 1868, 1884, 1897, 1911, 1948, 1952, 1962, 1969, 1973, 1993, 1995, 1998, and 2001. The January and March 1995 floods caused extensive damage across the City, overtopping SLO Creek near Marsh and Higuera Streets, and resulting in nearly $2.3 million in damages. The 1969 flooding event remains one of the most severe on record, with 39.79 inches of rain recorded over a two-month period and approximately $6.92 million in damages within the SLO Creek watershed. The 1973 flood was even more damaging, with an estimated $13.6 million in losses concentrated along Stenner Creek, Brizziolari Creek, Prefumo Creek, and See Canyon Creek.

Recent flooding events further highlight the City's ongoing exposure. In January 2023, widespread flooding occurred across San Luis Obispo, causing approximately $30 million in damages to City facilities and infrastructure. Significant impacts to local businesses, transportation routes, and waterways were reported, with multiple road closures and longterm infrastructure repair needs identified. FEMA reimbursement was submitted for the public damages incurred during the 2023 storm.

San Luis Obispo continues to adapt its flood mitigation strategies, including updating its Climate Action and Safety Element in 2023, restoring San Luis Creek corridors impacted by the 2023 floods, and pursuing projects that enhance flood resilience while protecting natural floodplain functions.

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-20 The figure below illustrates parcels within the City that remain at risk of flooding during a 1% annual chance (100-year) or 0.2% annual chance (500-year) event based on the latest FEMA flood hazard maps, below.

Table G-18 City of San Luis Obispo 1% Annual Chance (100-Year) and 0.2% Annual Chance (500-Year) Flooding by Population and Parcel Type

PARCEL TYPE
PARCEL
COUNT

IMPROVED
VALUE

CONTENT
VALUE TOTAL VALUE LOSS ESTIMATE POP.
1% ANNUAL CHANCE
Commercial 321 $369,216,712 $369,216,712 $738,433,424 $184,608,356 - Exempt 18 $7,326,945 $7,326,945 $14,653,890 $3,663,473 - Industrial 21 $18,772,799 $28,159,199 $46,931,998 $11,732,999 - Mixed Use 85 $41,335,514 $41,335,514 $82,671,028 $20,667,757 - Mobile/Manufactured
Homes
6 $925,141 $462,571 $1,387,712 $346,928 14
Multi-Family
Residential
103 $67,536,190 $33,768,095 $101,304,285 $25,326,071 246 Residential 406 $107,862,728 $53,931,364 $161,794,092 $40,448,523 970 Vacant Improved 13 $30,430,549 $0 $30,430,549 $7,607,637 - Total 973 $643,406,578 $534,200,399 $1,177,606,977 $294,401,744 1,231

0.2% ANNUAL CHANCE
Commercial 125 $140,603,693 $140,603,693 $281,207,386 $70,301,847 - Exempt 4 $16,441,274 $16,441,274 $32,882,548 $8,220,637 - Industrial 11 $20,280,470 $30,420,705 $50,701,175 $12,675,294 - Mixed Use 64 $14,435,912 $14,435,912 $28,871,824 $7,217,956 - Mobile/Manufactured
Homes
1 $274,003 $137,002 $411,005 $102,751 2
Multi-Family
Residential
168 $72,657,952 $36,328,976 $108,986,928 $27,246,732 402 Residential 1,122 $287,505,983 $143,752,992 $431,258,975 $107,814,744 2,682 Vacant Improved 14 $3,939,335 $0 $3,939,335 $984,834 -
TOTAL 1,509 $556,138,622 $382,120,553 $938,259,175 $234,564,794 3,085 Source: San Luis Obispo Assessor Data November 15, 2024, FEMA NFHL Effective Date 6/6/2024, WSP GIS Analysis Values at Risk
Under the 1% annual chance (100-year) flood scenario, 973 parcels in the City of San Luis Obispo are at risk, with a combined improved and content value of approximately $1.18 billion.

Estimated potential losses are approximately $294.4 million. The largest share of value at risk is associated with commercial properties, representing over $738 million in total value, followed by residential parcels with approximately $162 million. Multi-family residential and mixed-use properties also contribute significantly to the overall exposure. Mobile and manufactured homes, while representing a small portion of the total value, are also at risk.

Under the 0.2% annual chance (500-year) flood scenario, exposure increases to 1,509 parcels with a total combined value of approximately $938.3 million. Estimated potential losses are approximately $234.6 million. Residential parcels represent the largest exposure under this scenario, accounting for approximately $431 million in combined value. Commercial properties, multi-family residential, and industrial parcels also contribute significantly to overall risk.

Population at Risk
Under the 1% annual chance (100-year) flood event, an estimated 1,231 residents are at risk. The majority of the population exposure is associated with residential parcels, with approximately

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-21 970 residents at risk, followed by multi-family residential units contributing an estimated 246 residents. Mobile and manufactured homes account for an additional 14 residents at risk.

Under the 0.2% annual chance (500-year) flood event, the estimated population at risk increases to approximately 3,085 residents. Residential parcels again represent the largest share, with approximately 2,682 residents at risk. Multi-family residential parcels account for approximately 402 residents, and mobile/manufactured homes contribute 2 residents to the total population at risk.

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-22 Figure G-3 City of San Luis Obispo DWR & FEMA Flood Hazards with Flooded Structures

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-23 Insurance Coverage, Claims Paid, and Repetitive Losses
The City joined the NFIP on April 16, 1979. The current adopted effective map is dated June 6, 2024. As of May 12, 2025, NFIP records show 430 active flood insurance policies in the City, totaling $140,599,00 in coverage. Of these, 308 policies are in A zones, and the rest are in B, C, or X zones.

Since joining the NFIP, the City has recorded 155 flood loss claims totaling $811,001. According to the OpenFEMA dataset accessed in 2024, the City does not currently have any Repetitive Loss (RL) or Severe Repetitive Loss (SRL) properties. Two repetitive loss properties were noted in the previous version of this plan.

The City of San Luis Obispo joined the Community Rating System (CRS) on October 1, 1991.

Currently the City has a Class 7 rating, providing a 15% discount.

Critical Facilities at Risk
Table G-19 and Table G-20 show critical facility assets exposed to 1% and 0.2% flood hazards by FEMA lifeline.

Table G-19 City of San Luis Obispo Critical Facility Assets Exposed to FEMA Riverine 1% Flood Hazards by FEMA Lifelines

JURISDICTION

COMMUNICATIONS
ENERGY

FOOD, HYDRATION,

SHELTER

HAZARDOUS

MATERIAL

HEALTH AND

MEDICAL

SAFETY AND

SECURITY

TRANSPORTATION

WATER SYSTEMS

TOTAL COUNT
City of San Luis Obispo 11 - - - 2 1 31 1 46
Total 11 - - - 2 1 31 1 46
Source: San Luis Obispo County, FEMA NFHL Effective Date 6/6/2024, CalARP, HIFLD, NBI, NID, FCWCD, WSP Analysis Table G-20 City of San Luis Obispo Critical Facility Assets Exposed to FEMA Riverine 0.2% Flood Hazards by FEMA Lifelines

JURISDICTION

COMMUNICATIONS
ENERGY

FOOD, HYDRATION,

SHELTER

HAZARDOUS

MATERIAL

HEALTH AND

MEDICAL

SAFETY AND

SECURITY

TRANSPORTATION

WATER SYSTEMS

TOTAL COUNT
City of San Luis Obispo 1 - 1 - 1 3 10 - 16
Total 1 - 1 - 1 3 10 - 16
Source: San Luis Obispo County, FEMA NFHL Effective Date 6/6/2024, CalARP, HIFLD, NBI, NID, FCWCD, WSP Analysis Under the FEMA 1% annual chance (100-year) riverine flood hazard, a total of 46 critical facilities in the City of San Luis Obispo are at risk. The largest exposure is within the Transportation sector, with 31 facilities identified. Communications infrastructure accounts for 11 facilities at risk, while Health and Medical, Safety and Security, and Water Systems sectors each have smaller numbers of exposed assets. No critical facilities in the Energy, Food, Hydration, Shelter, or Hazardous Material sectors are identified within the 1% floodplain.

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-24 Under the 0.2% annual chance (500-year) flood hazard, 16 critical facilities are exposed.

Transportation again represents the largest sector, with 10 facilities at risk. Additional exposure includes three Safety and Security facilities, one Communications facility, one Health and Medical facility, and one Food, Hydration, and Shelter facility. No critical facilities in the Energy, Hazardous Material, or Water Systems sectors are identified under the 0.2% flood scenario. The analysis shows that Transportation infrastructure is consistently the most vulnerable critical facility sector under both flood scenarios, underscoring the importance of targeted mitigation efforts for essential roadways and transit facilities.

G.3.3.9 Landslides and Debris Flow
The City of San Luis Obispo LPT gave a low overall significance rating for landslide risk. The City of San Luis Obispo along with most of the other jurisdictions was greatly impacted by the winter storms that happened in 2023 and 2024. Multiple parts of the county had flooded roads and debris flow incidents as atmospheric rivers caused intense precipitation. The City of San Luis Obispo is surrounded by areas with a high potential for a landslide incident as shown in Figure G-4. There are 5,319 structures with a total value of over $3.9 billion exposed to landslide potential as shown in Table G-21. There are 136 critical facilities in the City of San Luis Obispo, with 19 structures in high landslide potential zones as shown in Table G-22.

Table G-21 Improved Properties Exposed to Landslide Potential

PROPERTY TYPE STRUCTURE
COUNT

IMPROVED
VALUE

ESTIMATED

CONTENT
VALUE

TOTAL VALUE POPULATION
Agricultural 0 $0 $0 $0 -
Commercial 122 $304,565,160 $304,565,160 $609,130,320 - Exempt 18 $13,203,078 $13,203,078 $26,406,156 -
Industrial 20 $32,756,005 $49,134,008 $81,890,013 -
Mining 0 $0 $0 $0 -
Mixed Use 422 $174,269,209 $174,269,209 $348,538,418 -
Mobile/Manufactured
Homes
15 $10,831,722 $5,415,861 $16,247,583 36
Multi-Family
Residential
220 $244,077,438 $122,038,719 $366,116,157 526
Residential 4,489 $1,635,021,290 $817,510,645 $2,452,531,935 10,729 Vacant Improved 13 $8,321,239 $0 $8,321,239 -
Total 5,319 $2,423,045,141 $1,486,136,680 $3,909,181,821 11,290 Source: San Luis Obispo Assessor Data November 15, 2024, WSP GIS Analysis Table G-22 Critical Facility Assets Exposed to Landslide Potential by FEMA Lifelines

LANDSLIDE POTENTIAL

COMMUNICATIONS
ENERGY

FOOD, HYDRATION,

SHELTER

HAZARDOUS

MATERIAL

HEALTH AND

MEDICAL

SAFETY AND

SECURITY

TRANSPORTATION

WATER SYSTEMS

TOTAL COUNT
High 1 - 1 - 4 8 5 - 19
Low 18 - 3 4 14 28 49 1 117

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-25

LANDSLIDE POTENTIAL

COMMUNICATIONS
ENERGY

FOOD, HYDRATION,

SHELTER

HAZARDOUS

MATERIAL

HEALTH AND

MEDICAL

SAFETY AND

SECURITY

TRANSPORTATION

WATER SYSTEMS

TOTAL COUNT
Total 19 0 4 4 18 36 54 1 136
Source: San Luis Obispo County, CalARP, HIFLD, NBI, NID, FCWCD, WSP Analysis

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-26 Figure G-4 City of San Luis Obispo Landslide Potential

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-27 G.3.3.10 Subsidence
The City of San Luis Obispo LPT gave subsidence a low overall significance rating. Section

5.3.13.7 of the Base Plan includes an analysis of the vulnerability of people, property, facilities, and other assets to this hazard countywide and the typical impacts are similar in San Luis Obispo. The City of San Luis Obispo is leading the Groundwater Cleanup Project, an initiative to ensure responsible use of groundwater in the San Luis Obispo Valley Groundwater Basin (Basin). Although subsidence is not a major concern for the City of San Luis Obispo and is rated low, it will still be important to monitor groundwater extraction, as this is the main cause of subsidence in California. This cleanup project will help to monitor extraction, as well as expand local water use through the building of two new groundwater supply wells, with expected full operation in 2026. This work is being funded by a $6.6 million grant from the California State Water Resources Control Board. Additionally, land elevation should also be monitored to prevent any subsidence-related hazards in the city.

G.3.3.11 Wildfire
The risk of wildland fires is greatest near the City limits where development meets rural areas of combustible vegetation. Most of the community is within one mile of a High or Very High Fire Hazard Severity Zone, which indicates significant risk to wildland fire. The City of San Luis Obispo is confronted with one of the more hazardous wildfire risks in the County due to its location near the foothills of the Santa Lucia Mountains and the Irish Hills, with increased wildfire risk in these foothills as well as on Chumash Peak, Bishop Peak, Cerro San Luis, and Islay Hill.

Following the methodology described in the wildfire hazard Section 5.3.15 Wildfire of the Base Plan, along with the GIS parcel analysis discussed in more detail under Section 5.2 Asset Summary, a wildfire vulnerability analysis for the City of San Luis Obispo was completed. The assessment was performed using GIS, and results indicate that there were neither parcels nor critical facilities in wildfire severity hazard zones within the boundaries of the City of San Luis Obispo. However, wildfire hazards have been rated by the City’s planning team as holding High Significance based on the community’s experience and historical evidence.

In the City of San Luis Obispo, 7,705 properties are situated within wildfire hazard severity zones ranging from moderate to very high. Of these 2,443 are located in the Very High Fire Severity Zone, while 1,502 properties fall within the High Fire Severity Zone. Collectively, these properties represent a total assessed value of $5,578,627,912 and impact approximately 15,870 residents across all fire hazard severity zones. Table G-23 shows the properties in the City Exposed to Fire Severity. Figure G-5 depicts the Fire Hazard Severity Zones in the City of San Luis Obispo.

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-28 Table G-23 City of San Luis Obispo Improved Properties Exposed to Fire Hazard Severity Zone by Property Type

PROPERTY TYPE

STRUCTURE

COUNT VERY HIGH

STRUCTURE

COUNT HIGH

STRUCTURE
COUNT

MODERATE
TOTAL

STRUCTURE
COUNT

IMPROVED
VALUE

ESTIMATED

CONTENT

VALUE TOTAL VALUE POPULATION
Commercial 179 82 216 477 $773,728,409 $773,728,409 $1,547,456,818 - Exempt 18 9 12 39 $35,641,898 $35,641,898 $71,283,796 - Industrial 12 5 36 53 $71,015,340 $106,523,010 $177,538,350 - Mixed Use 49 45 310 404 $130,108,028 $130,108,028 $260,216,056 - Mobile/Manufactured Homes 5 3 48 56 $14,350,406 $7,175,203 $21,525,609 134 Multi-Family Residential 108 130 177 415 $294,574,455 $147,287,228 $441,861,683 992 Residential 2,058 1,216 2,895 6,169 $2,006,784,285 $1,003,392,143 $3,010,176,428 14,744 Vacant Improved 14 12 66 92 $48,569,173 $0 $48,569,173 - Total 2,443 1,502 3,760 7,705 $3,374,771,994 $2,203,855,918 $5,578,627,912 15,870 Source: San Luis Obispo Assessor Data November 15, 2024, CAL FIRE - FHSZ Phase 3 March 10, 2025, WSP GIS Analysis

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-29 Figure G-5 City of San Luis Obispo Fire Hazard Severity Zones

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-30 Table G-24 shows critical facilities in City of San Luis Obispo that are exposed to fire hazard severity, categorizing them by severity level and facility type. The exposure of these critical assets to wildfire hazards poses significant risks to transportation. The table below shows that there is a total of seventy (70) critical facilities exposed to fire hazard severity zones, thirty-four (34) of which fall in the very high fire severity zone rating.

Table G-24 Critical Facilities Assets Exposed to Fire Hazard Severity Zones FIRE
HAZARD

SEVERITY
ZONE

COMMUNICATIONS
ENERGY

FOOD, HYDRATION,

SHELTER

HAZARDOUS

MATERIAL

HEALTH AND MEDICAL

SAFETY AND SECURITY

TRANSPORTATION

WATER SYSTEMS

TOTAL COUNT
Very High 4 - 1 - 5 8 15 1 34
High 1 - 1 - 4 6 4 - 16
Moderate 2 - - 1 2 3 12 - 20
Total 7 0 2 1 11 17 31 1 70
Source: San Luis Obispo County, CAL FIRE - FHSZ Phase 3 March 10, 2025, CalARP, HIFLD, NBI, NID, WSP Analysis G.3.3.12 Human Caused: Hazardous Materials
The City of San Luis Obispo LPT rated hazardous materials incidents as having medium overall significance. The Cal OES Spill Release Reporting Center reports 134 hazardous materials incidents in the City of San Luis Obispo from January 1st, 2019 through December 20th, 2024.

This likely excludes a number of unreported minor spills. The 134 reported incidents constitute

29.5% of the hazardous materials incidents reported countywide during the same time frame and average out to roughly 22.3 incidents per year.

There is one CalARP regulated facilities, and no EPA Risk Management Plan (RMP) facilities located in the city. Additionally, the city sits within the Emergency Planning Zone for the Diablo Canyon Nuclear Power Plant.

G.4 Capability Assessment
Capabilities are the programs and policies currently in use to reduce hazard impacts or that could be used to implement hazard mitigation activities. This capability assessment is divided into six sections: regulatory mitigation capabilities, administrative and technical mitigation capabilities, fiscal mitigation capabilities, mitigation outreach and partnerships, other mitigation efforts, and opportunities for enhancement.

To develop this capability assessment, the jurisdictional planning representatives used a matrix of common mitigation activities to inventory policies or programs in place. The team then supplemented this inventory by reviewing additional existing policies, regulations, plans, and programs to determine if they contributed to reducing hazard-related losses.

During the plan update process, this inventory was reviewed by the jurisdictional planning representatives and WSP consultant team staff to update information where applicable and note ways in which these capabilities have improved or expanded. In summarizing current capabilities and identifying gaps, the jurisdictional planning representatives also considered their ability to expand or improve upon existing policies and programs as potential new

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-31 mitigation strategies. The City of San Luis Obispo’s updated capabilities are summarized below.

G.4.1 Regulatory Mitigation Capabilities
Table G-25 City of San Luis Obispo Regulatory Mitigation Capabilities

REGULATORY TOOL
(ORDINANCES, CODES, PLANS) YES/NO COMMENTS
General Plan Yes Land Use Element, Circulation Element, Housing Element, Noise Element, Safety Element, Conservation
and Open Space Element, Parks and Recreation
Element, and Water and Wastewater Element
Zoning ordinance Yes Title 17: Zoning Regulations of the City of San Luis Obispo Municipal Code
Subdivision ordinance Yes Title 16: Subdivisions, Subdivision Regulations Growth management ordinance Yes Chapter 17.144: Residential Growth Management Regulations
Floodplain ordinance Yes Chapter 17.78: Flood Damage Prevention Other special purpose ordinance
(stormwater, steep slope, wildfire)
Yes Ordinance 1543: Chapter 12.08 Urban Storm Water
Quality Management and Discharge Control
Ordinance 1490: Chapter 16.20 Physical Improvement
Standards and Procedures - 16.20.040 Grading plan
Ordinance 1490: Chapter 16.18 General Subdivision
Design Standards
Chapter 17.70.090: Hillside Development Standards
Ordinances 1630 (part) and 1595 (part), Chapter 15.04
Construction and Fire Prevention Regulations
A Stormwater Control Plan is required to be submitted
for all projects to demonstrate exemption or level of
compliance required. Post Construction Regulation
outlines Stormwater Control Plan content in
Performance Requirement 2 - Sections B.3.c,
Performance Requirement 3 - Section B.4.g, and
Performance Requirement 4 – Section B.5.b. Through
the Stormwater Control Plan submittal, applicants
demonstrate compliance with Post Construction
Requirements or exemption status.

Drainage Design Manual (Design Manual) has been
developed to provide criteria and planning procedures
for floodplains, waterways, channels, and closed
conduits in the San Luis Obispo Creek watershed. This
Drainage Manual will be used by the City of San Luis
Obispo and San Luis Obispo County Flood Control and
Water Conservation District Zone 9 (SLO/Zone 9) staff
in their internal design of stormwater drainage, flood

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-32

REGULATORY TOOL
(ORDINANCES, CODES, PLANS) YES/NO COMMENTS
management and bank stabilization and restoration
projects.

Building code Yes Title 15, Buildings and Construction of the City of San Luis Obispo Municipal Code. California Building Codes:

CA Residential Code (2016); CA Plumbing Code (2015
UPC); CA Mechanical Code (2015 UMC); CA Electrical
Code (2014 NEC); CA Energy Code (2016); CA Green
Building Code (2016); CA Fire Code (2015 IFC); CA
Reference Standards Code (2016)
Fire department ISO rating Yes 2
Erosion or sediment control
program
Yes Chapter 17.78 Flood Damage Prevention
Chapter 12.08 Urban Storm Water Quality
Management and Discharge Control
Chapter 16.20 Physical Improvement Standards and
Procedures
Ordinance 1543, Code Section 12.08.150 Requirement
to prevent, control, and reduce storm water and
pollutants
City of SLO Waterway Management Plan and Drainage
Design Manual
Annual silt removal to maintain hydraulic capacity in
San Luis Obispo creek beds to reduce flooding. City has 14 total sites in the management plan and complete
silt removal on a rotating basis.

Stormwater management
program
Yes Chapter 12.08: Stormwater Regulations &
Requirements
Site plan review requirements Yes Title 22 Article 3
Capital improvements plan Yes Department of Public Works 5-Year Strategic Plan Economic development plan Yes 5-Year Economic Development Strategic Plan Updated in 2015
Local emergency operations plan Yes City of San Luis Obispo Emergency Operations Plan (2011)
Other special plans Yes Open Space Conservation Plans, Climate Action Plan, Urban Water Management and Water Shortage
Contingency Plans, Waterway Management Plan,
Utilities Department Emergency Plan, Unreinforced
Masonry Hazard Mitigation Program, Disaster
Preparedness Program, Community Wildfire
Preparedness Plan, Greenbelt Protection Program

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-33

REGULATORY TOOL
(ORDINANCES, CODES, PLANS) YES/NO COMMENTS
Flood insurance study or other
engineering study for streams
Yes 2012 updated in 2024
Elevation certificates (for
floodplain development)
Yes Chapter 17.78: Flood Damage Prevention
Other Yes Water System Vulnerability Assessment, Floodplain Management Educational Program
Discussion on Existing Building Codes, Land Use and Development Regulations The City of San Luis Obispo enforces a comprehensive set of building codes, policies, and development regulations. Building construction is regulated under the 2023 San Luis Obispo Building Construction and Fire Prevention Code, which incorporates the California Building Standards Code (Title 24), as well as the 2021 International Building Codes. The City’s Building & Safety Division manages plan reviews permits, and inspections to enforce compliance. Land use is governed by Title 17 of the Municipal Code, which defines zoning districts such as residential, commercial, industrial, and mixed use. Also, development projects are reviewed for consistency with the General Plan and applicable zoning regulations and may require approval from administrative staff, the Planning Commission, or the City Council. See also discussion in Development Trends subsection.

G.4.2 Administrative/Technical Mitigation Capabilities
There are several key departments and staff within the City organization that serve a specific role in developing and implementing hazard mitigation activities. City government consists of approximately 399 full-time equivalent employees and 10 departments: Police, Fire, Public Works, Public Utilities, Community Development, Parks and Recreation, Human Resources, Finance and Information Technology, City Administration, and the City Attorney’s Office. With a clear set of policies in place and a diverse range of staff available to mitigate identified hazards within the City, the City has many staff with specific training on the use of specialized equipment or particular areas of expertise that are essential in implementing mitigation actions. Technical resources are considered to be physical infrastructure or equipment available to the City to aid in implementing hazard mitigation or disaster response activities.

The table below identifies the personnel resources and technical resources that increase capabilities related to mitigation and loss prevention in the City.

Table G-26 City of San Luis Obispo Administrative/Technical Mitigation Capabilities

PERSONNEL RESOURCES YES/NO DEPARTMENT/POSITION
Planner/engineer with
knowledge of land
development/land management
practices
Yes Staff with knowledge of land development practices
and local land development patterns.

Engineer/professional trained in
construction practices related to
buildings and/or infrastructure
Yes Professionals trained in construction practices
associated with buildings and infrastructure and in
storm water compliance during construction and
operation of buildings and infrastructure projects.

Planner/engineer/scientist with
an understanding of natural
hazards
Yes

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-34

PERSONNEL RESOURCES YES/NO DEPARTMENT/POSITION
Personnel skilled in GIS Yes Provide accurate and comprehensive Geographic Information System for managing resources, make
informed decisions, and expedite work processes.

Full time building official Yes Community Development Department, Chief Building Official
Floodplain manager Yes Community Development Department, Supervising Civil Engineer
Emergency manager Yes Accomplished through contract services. City maintains funding for the 2019-21 Financial Plan to
maintain an Emergency Manager position equivalent
to 0.5 FTE.

Grant writer Yes Accomplished through Contract Services. The City maintains two-year contracts with both a local grant
writing firm and grant advocate firm based out of
Irvine, CA.

Mutual Aid Agreements Yes Establishes agreements among local jurisdictions to assist in emergency response efforts in neighboring
jurisdictions during times of need. San Luis Obispo
currently participates in the following mutual aid
agreements: 1. California Master Mutual Aid
Agreement, 2. SLO County Fire and Rescue Mutual Aid
Agreement, 3. California Fire Assistance Agreement, 4.

Region 1A Law Enforcement Mutual Aid Agreement, 5.

Public Works Mutual Aid Agreement, 6. California
Emergency Managers Mutual Aid Agreement, 7.

Regional Disaster Medical/Health Coordination.

Code Enforcement and
Neighborhood Services
Yes Staff with training and expertise in identifying hazards to health, safety, and welfare, and assisting property
owners with achieving code and policy compliance.

Fire Marshal Yes Measure G funded position, manages and directs the activities of the Fire Prevention Bureau. Oversees fire safety inspections for all facilities in the City. Ensures that development in the City meets fire safety
standards. Obtains funding and implements wildland
fuel reduction projects. Directs and oversees fire
investigations.

Fire Inspectors Yes Professionals trained in fire prevention techniques and construction practices associated with buildings and
infrastructure. Inspect all multi-family residential
buildings and public assembly buildings. Review
building plans and inspect construction projects for
fire and life safety and proper installation of fire
protection systems. Investigate fire for cause and origin.

Hazardous Materials Coordinator Staff designated to inspect facilities and containers storing hazardous materials. There are approximately
244 facilities located within the City that are permitted for the use of hazardous materials.

Network Administrators Yes Provide technical support for wired/wireless network and radios.

Park Rangers Yes Staff familiar with brush clearance requirements and conditions of City-owned open space.

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-35

PERSONNEL RESOURCES YES/NO DEPARTMENT/POSITION
Police Officers Yes Emergency response to provide protection of life, property and address community safety/security needs.

Work cooperatively with other first responders for an
organized response to disaster mitigation plans.

Dispatchers Yes Provide communication links to responding personnel to transfer emergency information and direct
resources as needed.

Construction Inspection Yes Ensures storm water compliance during construction of City projects, and private grading and encroachment
projects.

Public Works Department –
Department Operations Centers
(DOC)
Yes The Public Works DOC coordinates responses to road
flooding and related problems during a storm with
road crews, the County, Caltrans, and the California
Highway Patrol. They also support other emergency
response operations coordinated through the City’s
EOC.

Storm Water Compliance Yes Staff responsibility assigned to ensure storm water compliance during construction and operation of
buildings and infrastructure projects.

Other personnel Yes Operations: Field staff provide assistance to Public Works DOC for flood response, and City EOC for
general emergency response.

GIS Data Resources
(Hazard areas, critical facilities,
land use, building footprints, etc.)
Yes
Warning systems/services
(Reverse 9-11, outdoor warning
signals)
Yes
Voluntary Organizations Active in
Disaster
Yes Provides disaster preparedness courses to residents and community members and provides care and
shelter to those threatened or impacted by natural
hazards. Volunteer and private agencies are essential
to the area’s mutual aid system by providing for the
care and shelter needs of disaster victims.

Organizations active in San Luis Obispo include the
American Red Cross and Salvation Army.

G.4.3 Fiscal Mitigation Capabilities
There are multiple financial and funding opportunities for the City to mitigate or respond to natural hazards. These capabilities include local revenues from the general fund, or the receipt of grant funds from state or federal agencies. The City’s financial planning process includes a two-year goal setting and budget development based on community and council priorities.

The City’s five-year fiscal forecast identifies the City’s forecast of revenues, expenditures, and changes in fund balance. The general fund receives revenues from a variety of sources including taxes (sales, property, transient occupancy, business, utility users), subventions and grants (vehicle license fees, gas tax, and other subventions), service charges (development review fees, recreation fees), and other revenues (fines, interest earnings, and rents). The City has and will continue to utilize the two-year goal setting and budget process to prioritize expenditures needed to mitigate future hazards. In the event of a natural disaster and a need for immediate City response, the City has the financial capacity to utilize reserve funds, when

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-36 authorized by the City Council. The City has previously utilized the following financial resources to implement hazard mitigation activities. The added revenues to the General Fund from Measure “G” have allowed the City to financially support major improvements in the areas of public safety, flood protection, and open space preservation. Financial resources to mitigate hazards: the following table identifies financial tools or resources that the City could potentially use to help fund mitigation activities.

Table G-27 City of San Luis Obispo Fiscal Mitigation Capabilities

FINANCIAL

RESOURCES

ACCESSIBLE/ELIGIBLE

TO USE (YES/NO)

COMMENTS
Community
Development
Block Grants
Yes The City continues to seek grant opportunities through the CDBG program and identify potential eligible projects that would fund mitigation activities to benefit the health and welfare of the community.

Capital
improvements
project funding
Yes The Capital Improvement Plan (CIP) enables the City to plan, schedule, and finance capital projects to ensure cost effectiveness and conformance with established plans and policies. The City’s budget process guides the capital
priorities through community input, Council goal setting, Local Revenue Measure priorities, and the biennially
adopted Major City Goal work programs. The City’s CIP
includes all planned infrastructure projects over a five-year period. The first two years identify those projects that are planned to be funded and/or completed during the
adopted two-year financial plan. The latter three years serve as the framework for future Financial Plans’ capital budgets. The plan represents a phased approach to
funding the projects needed to maintain the City’s
infrastructure and major facilities over the entire five-year period.

Authority to levy
taxes for specific
purposes
Yes Taxes for specific purposes can be levied with
authorization from the City Council and further approval through a local ballot measure.

Fees for water,
sewer, gas, or
electric services
Yes The City's utilities department provides water and
wastewater services to the residents and businesses of San Luis Obispo. Water and sewer revenues are collected to
support operations and capital improvements, with rates reviewed on an annual basis and approved by the City
Council. These revenues from customer water and sewer
use are utilized by the utilities department to maintain, improve, expand and replace components of the City's
water and wastewater infrastructure system, including
improvements made to protect from natural hazards.

Impact fees for
new
development
Yes New development projects proposed in the City affect the City's ability to provide adequate essential services (e.g., transportation, water and wastewater, and open space). To ensure these essential services can adequately serve the City's existing and future community needs, a series of development impact fees are levied on new development
projects.

Incur debt
through general
Yes Debt can be incurred through general obligation bonds with authorization from the City Council and further
approval through a local ballot measure.

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-37

FINANCIAL

RESOURCES

ACCESSIBLE/ELIGIBLE

TO USE (YES/NO)

COMMENTS
obligation
bonds
Incur debt
through special
tax bonds
Yes Debt can be incurred through special tax bonds with authorization from the City Council and further approval through a local ballot measure.

Incur debt
through private
activities
Yes City Financial Policy allows debt to be incurred through private activities with approval from City Council
Withhold
spending in
hazard prone
areas
Yes Policy is accessible with authorization from City Council.

General Fund
(including
Measure G
Funding)
Yes In 2006, City voters approved measure Y to preserve and enhance essential City services by establishing a 1/2 –cent City sales tax. In the 2011/12 fiscal year, measure Y
generated approximately $6.2 million in revenue. This
funding has been used in recent years for public safety, infrastructure maintenance, traffic congestion relief,
neighborhood code enforcement and open space
acquisition project. Many of the projects funded through measure Y revenues are considered to help mitigate
hazard throughout the community. In 2014 Measure Y was
approved to be extended through ballot measure G, which sunset in 2022 unless a new measure is passed to continue the collection of additional sales tax.

Reserve Funds Yes The City’s budget and fiscal policies includes a requirement to maintain adequate fund reserves for both general and enterprise funds. The minimum reserve level is 20% of annual operating expenditures.

Building Permit
Inspection and
Review Fees
Yes Fees are collected by the planning and building divisions of the community development department to inspect and
review construction documents on proposed projects
within the City. The collection of these fees ensures
buildings are designed and constructed in a manner
consistent with applicable components of the municipal
code and helps the department to recover staff costs
associated with review and inspection.

G.4.4 National Flood Insurance Program
The City has been an NFIP participating community since 1973 and will continue to comply with the NFIP. The current adopted effective map is dated June 6, 2024. This includes adoption of the minimum NFIP floodplain management criteria, ongoing activities such as enforcing local floodplain development regulations, including issuing permits for appropriate development in Special Flood Hazard Areas and ensuring that this development is mitigated in accordance with the regulations. This will also include periodic reviews of the floodplain ordinance to ensure that it is clear and up to date and reflects new or revised flood hazard mapping. The goals of the NFIP are to reduce future flood damage through floodplain management and to provide people in participating communities with flood insurance.

Community participation is voluntary. The city is also part of the Community Rating System

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-38 (CRS), currently rated at Class 7. The goals of the CRS are to reduce flood damages to insurable property, strengthen and support the insurance aspects of the NFIP, and encourage a comprehensive approach to floodplain management. The City of San Luis Obispo maintains full compliance with the NFIP through Sections 17.84.010- 17.84.170 within Chapter 17.84 Flood Damage Prevention Regulations of the San Luis Obispo Municipal Code, which sets forth means to reduce losses from floods. These standards focus on areas located within or near the 100-year floodplain. Section 8.12.010-8.12.010 of the Municipal Code provides a mechanism for the City to require the removal of dangerous obstructions in streambeds that have the potential to obstruct water flow.

Following flood or other damage events, the City of San Luis Obispo enforces substantial improvement/ substantial damage provisions by evaluating damaged properties to determine if they meet thresholds requiring them to comply with updated floodplain management standards. If substantial damage is determined, properties must undergo upgrades to meet current floodplain standards before they can be repaired or rebuilt. This process helps to reduce future risk by ensuring that post-event repairs and reconstructions contribute to longterm flood resilience.

FEMA insures properties against flooding losses through the NFIP. As part of the process to reduce or eliminate repetitive flooding to structures across the United States, FEMA has developed an official Repetitive Loss Strategy. The purpose behind the national strategy is to identify, catalog, and propose mitigation measures to reduce flood losses due to the relatively few structures that represent the majority of claims from the National Flood Insurance Fund. A Repetitive Loss property is defined by FEMA as a “property for which two or more NFIP losses of at least $1,000 each have been paid within any 10-year period since 1978.” The City of San Luis Obispo has two Repetitive Loss properties. As a CRS requirement, the City Public Works Department sends community outreach notifications and letters to property owners in repetitive loss areas, including the City’s Mid Higuera Area, to inform residents of flooding and to offer ways in which property owners can prepare for and reduce the damage from repetitive flooding. In addition, the Public Works Department conducted storm drain improvements as part of a Capital Improvements Project that helped with flood control in the Mid Higuera Area, an area of repetitive flooding. FEMA also defines Severe Repetitive Loss properties; however, the City does not have any Severe Repetitive Loss properties.

G.4.5 Mitigation Outreach and Partnerships
Throughout the planning process of the Multi-jurisdictional HMP, the City participated in local outreach by promoting public meetings and circulating the Public Draft of the HMP for public comment and review. Public comments have been addressed and have been incorporated into the final HMP, where applicable. To further support implementation of hazard mitigation activities, the City has established strong partnerships with its neighboring jurisdictions, San Luis Obispo County, and multiple state organizations such as the California Highway Patrol, Cal Poly, CalFire, and Caltrans to collectively address local hazards. These partnerships have been formalized through the following:
• Mutual Aid Agreements
• Voluntary Organizations Active in Disaster
• San Luis Obispo County Community Fire Sage Council
• Department Operations Centers (DOC)
The City of San Luis Obispo also coordinates with many external (local, state, federal, and private sector) agencies which have capabilities to support hazard mitigation activities. Many of these agencies participated in the hazard mitigation planning process to update this plan, including the following:

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-39 • County of San Luis Obispo – Airports
• County of San Luis Obispo – Office of Emergency Services • County of San Luis Obispo – Public Health Department
• Cal Poly – City & Regional Planning Department
• Cal Poly – Administration and Finance
• French Hospital Medical Center
• American Red Cross
• Sierra Vista Regional Medical Center
• San Luis Coastal Unified School District
• California Highway Patrol
• Pacific Gas and Electric Company (PG&E)
G.4.6 Other Mitigation Efforts
In addition to the plan and policy resources available to the City to mitigate hazards, the City has developed or participated in several hazard mitigation programs including:
• Unreinforced Masonry Hazard Mitigation Program
• Disaster Preparedness Program
• Floodplain Management Educational Program
• San Luis Obispo Chamber of Commerce Business Continuity Planning • County Public Health Emergency Preparedness Advisory Committee • National Flood Insurance Program (NFIP) and FEMA Repetitive Loss Properties • Community Wildfire Protection Program
• Greenbelt Protection Program
G.4.7 Opportunities for Enhancement
Based on capability assessment, the city has several existing mechanisms in place that help to mitigate hazards. There are also opportunities for the city to expand or improve on these policies and programs to further protect the community. Future improvements may include providing training for staff members related to hazards or hazard mitigation grant funding in partnership with the County and Cal OES. Additional training opportunities will help to inform city staff members on how best to integrate hazard information and mitigation projects into their departments. Continuing to train city staff on mitigation and the hazards that pose a risk to the City will lead to more informed staff members who can better communicate this information to the public. The City could also consider options to improve the CRS classification to potentially further lower the cost of flood insurance for residents.

G.5 Mitigation Strategy
G.5.1 Mitigation Goals and Objectives
The City of San Luis Obispo Planning Team decided to use the goals provided in its Climate Adaptation and Safety Element as its mitigation goals for this plan update. The following are the City of San Luis Obispo’s 2025 mitigation goals:

Goal 1: Public Safety. Minimize injury and loss of life, damage to public and private property, and social and economic disruptions resulting from injury, death, and property damage.

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-40 Goal 2: Community Resilience. All community members are enabled and empowered to prepare for, respond to, and recover from disruptions while seizing opportunities to thrive in changing conditions.

Goal 3: City Government Resilience. The City’s facilities, infrastructure, and operations are resilient, innovative, and continue to cost-effectively provide core functions and services for all community members in times of acute disaster and ongoing disruptions.

Goal 4: Environmental Justice. To foster a diverse, equitable, and healthy community where those who are disproportionately affected by natural hazards and climate change have the resources and capacity to participate in public processes and have an active role in preparing and responding to future impacts.

Goal 5: Natural Systems. The natural environment sustains and supports ecological and community health, safety, and natural beauty, provides equitable access to nature, and can adapt and keep pace with a dynamic, changing climate.

Goal 6: Built Environment. Community buildings, public spaces and transportation systems can withstand the natural hazards and escalating impacts of climate change, provide places of refuge, foster social cohesiveness, minimize injury and loss of life, and equitably protect personal and community assets.

G.5.1.1 Continued Compliance with the National Flood Insurance Program (NFIP) The City has been an NFIP participating community since 1973 and will continue to comply with the NFIP. This includes ongoing activities such as enforcing local floodplain development regulations, including issuing permits for appropriate development in Special Flood Hazard Areas and ensuring that this development is mitigated in accordance with the regulations. This will also include periodic reviews of the floodplain ordinance to ensure that it is clear and up to date and reflects new or revised flood hazard mapping.

G.5.2 Completed 2019 Mitigation Actions
During the 2025 planning process the City of San Luis Obispo Local Planning Team reviewed all the mitigation actions from the 2019 LHMP. The review indicated the city has completed two of the 26 mitigation actions from the 2019 LHMP and made continued progress in implementing mitigation projects and building the community’s resilience to disasters.

Table G-28 City of San Luis Obispo Completed Mitigation Actions 2019

ACTION ID HAZARD(S) ADDRESSED

MITIGATION

ACTION TITLE LEAD AGENCY
ACTION

STATUS NOTES
SL.5 Adverse Weather:

Thunderstorm, Adverse
Weather: High Wind, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake,
Flood,
Wildfire,
Hazardous Materials
Establish
ongoing Disaster
Service Worker
training program
to include
training for City
staff to deal with
emergencies as
well as
contribute to risk
reduction
measures.

Fire Completed.

Training on this
subject will
continue
regularly.

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-41 2019

ACTION ID HAZARD(S) ADDRESSED

MITIGATION

ACTION TITLE LEAD AGENCY
ACTION

STATUS NOTES
SL.14 Earthquake, Flood Develop and
provide
managers of
mobile home
parks with
information on
how to improve
the seismic
performance of
mobile homes
and awareness
of flood risk.

Community
Development
Completed.

Included in the
City's Climate
Adaption and
Safety Element.

G.5.3 Mitigation Actions
The City of San Luis Obispo Local Planning Team identified and prioritized 17 new mitigation actions based on the 2025 risk assessment and is continuing 24 actions from the 2019 planning process. New and existing actions were prioritized using the process described in Section 7.2.1 of the Base Plan. Timeline and project cost definitions are noted in Section 7.3.2 of the Base Plan. The mitigation actions are detailed in the table below and identify implementation strategies, the responsible agency, potential funding, estimated cost, and implementation schedule.

A special note regarding a column in the table: The ‘Primary Hazards Mitigated’ column uses an abbreviated version of the Adverse Weather hazards in the interest of conciseness:

References to ‘Adverse Weather: Thunderstorm’ includes the subhazards Thunderstorm/Heavy Rain/Dense Fog/Freeze.

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-42 Table G-29 City of San Luis Obispo’s Mitigation Action Plan

MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.1 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Regularly review and continue to
maintain consistency between the Safety
Element, Municipal Code, zoning
regulations, hazard area maps, and LHMP
implementation strategies. Added
10/2016: Review the implementation and
impacts of SB1069 Land use zoning
Community
Development/P
ublic Works /Fire
Little to no cost.

Staff Time, General
Fund
Medium 1-3 years Annual Implementation. Safety
Element (now the Climate
Adaptation and Safety Element)
was updated.

SL.2 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Train all City employees including fire
fighters, police officers, building
inspectors, and public works and utilities
staff to levels appropriate for their hazard
mitigation tasks and responsibilities.

Fire Little to no cost.

Staff Time, General
Fund
Low 1-3 years In Progress. This program will be
part of the Emergency Manager
job functions throughout the
next Financial Plan - FY 25/27
SL.3 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Earthquake, Flood,
Wildfire, Haz Mat
Provide training for City staff who apply
its building regulations and planning
standards, emphasizing the lessons
learned in locations that have
experienced disasters
Fire /
Community
Development
/Public Works
Little to no cost.

Staff Time, General
Fund
Low 1 yr. In Progress. No changes to
report.

SL.4 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Conduct disaster-preparedness exercises
for the types of hazards discussed in this
LHMP.

Fire Little to no cost.

Staff Time, General
Fund
Medium 1 yr. Annual Implementation.FR-POD
have been completed each of
the last two years, leveraging
personnel from across the
organization.

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MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.5 Adverse Weather:

Thunderstorm, Adverse
Weather: High Wind,
Adverse Weather:

Extreme Heat, Biological
Agents, Earthquake,
Flood, Wildfire, Haz Mat
Review funding opportunities and
establish centralized internal procedures
to coordinate efforts for securing funds
that support risk reduction measures.

Admin. -
Finance
Little to no cost.

Staff Time, General
Fund, FEMA HMA
High 1 yr. In Progress. No changes to
report.

SL.6 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Identify hazard mitigation projects
eligible for grants as part of the Capital
Improvement Program planning process.

Public Works/
Utilities
Little to no cost.

Capital
Improvement
Program: Up to $2
Million at Water
Resource Recovery
Facility; FEMA HMA
High 3-5 years In Progress. Multiple ongoing
projects underway including
Mid-Higuera bypass, flood risk
reduction in Perfumo Creek, San
Luis Creek fuels reduction, San
Luis Drive retaining wall
reconstruction, etc.

SL.7 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Earthquake, Flood, Haz
Mat
Assess structural capacity of key assets
(including bridges) and pursue
infrastructure improvements, as
necessary.

Public Works/
Community
Development
Less than $10,000.

General Fund;

FEMA HMA
Medium 3-5 years In Progress. The City continues to
prioritize asset maintenance and
replacement. Toward that end,
the City has begun work on the
Mid-Higuera Bypass project to
address flooding in the area.

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County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-44

MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.8 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Establish a funded program or
mechanism to distribute public
information regarding risk reduction
activities and projects at City-sponsored
events. Identify materials available for use
at public education workshops.

Coordinate messaging with external
agencies such as the American Red Cross
and Volunteer Organizations Active in
Disasters.

Fire Little to no cost.

General Fund
High 1-2 years In Progress. No changes to
report.

SL.9 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Support the efforts and education of
people with access and functional needs
to prepare for disasters.

Fire Little to no cost.

Staff Time, General
Fund
High 1 yr. In Progress. No changes to
report.

SL.10 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Educate the community on individual
preparedness and response to deal with
emergencies at times when professional
responders would be overwhelmed.

Fire Little to no cost.

General Fund
High 1-2 years In Progress. No changes to
report.

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MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.11 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Offer seminars and/or resources to assist
local / small businesses in planning for
continuity of operations and emergency
preparedness.

Fire Little to no cost.

General Fund
High 1-2 years In Progress. Initiate involvement
of Emergency Manager along
with PD in DTA meetings.

SL.12 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Agents,
Earthquake, Flood,
Wildfire, Haz Mat
Continue to enforce local codes,
ordinances, and standards pertaining to
safe development and resiliency to
natural and human-caused hazards.

Community
Development/Fir
e
Little to no cost.

General
Funds/FEMA HMA
High 1-2 years In Progress. Reviewing
Defensible Space and Home
Hardening ordinances as part of
the Fire Code adoption in FY
25/26.

SL.13 Earthquake, Wildfire,
Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat
Invest in redundant facility and
equipment energy security at critical
facilities throughout the City. By providing
grid independent onsite energy, storage,
and energy management systems, and by
providing a planning and financing
framework for future investments, the
City will be able maintain uninterrupted
operations during times of electricity or
natural gas grid instability.

Fire; Police;
Public Works;
Utilities;
Administration;
Parks and
Recreation
$1,000,000;
California Energy
Commission
Central Coast
Community Energy
Funds,
Medium 3-5 yrs. In Progress. A number of the
City's critical infrastructure sites
are/have been equipped with
backup generators.

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MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.14 Earthquake Continue to implement the Unreinforced Masonry Hazard Mitigation Plan and
strengthen buildings identified in Levels A
and B.

Community
Development /
Fire
$10,000 to
$50,000. General
Funds/FEMA HMA
Medium 2-3 yrs. In Progress. See SL. 13 response.

SL.15 Flood Develop and carry out environmentally
sensitive flood reduction programs.

Administration -
Natural
Resources
$10,000 to
$50,000. FEMA
HMA
Medium 2-3 yrs. In Progress. No changes to
report.

SL.16 Haz Mat Continue requiring businesses that use,
store, or transport hazardous materials to
ensure that adequate measures are taken
to protect public health and safety.

Fire Little to no cost.

Certified Unified
Program Agency
(CUPA)
High Annual
implementa
tion
Annual Implementation. Fire
Dept. CUPA Participating
Agency completes 100% of
permitted facility inspections
annually to assure compliance
with the Fire Code and state
regulations. The Fire Dept. is
subject to audit by the County
CUPA and has passed all recent
audits.

SL.17 Haz Mat Coordinate with allied agencies to
prepare for hazardous materials incidents.

Reference City EOP and Training and
Exercise Plan; Maintain participation in
County hazardous materials team
Fire Less than $10,000.

Certified Unified
Program Agency
(CUPA)
Medium 1 yr. Annual Implementation. Fire
Dept. continues to remain a part
of the County Hazardous
Materials Response Team.

SL.18 Haz Mat Maintain City’s web site and other outlets with information regarding the safe
handling and disposal of household
chemicals.

Fire Little to no cost.

Staff Time, General
Fund
Low 1 yr. In Progress. Utilities Division is
heading this effort.

SL.19 Wildfire Enhance partnerships with CalFire and
the local Fire Safe Council for fuel
reduction efforts.

Fire Little to no cost. Cal
Fire Wildfire
Prevention Grant /
FireSafe Grants
Medium 1 yr. In Progress. Multiple cultural
burns conducted as part of fuel
reduction efforts on City Open
Spaces.

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-47

MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.20 Wildfire, Drought and
Water Shortage
Support ongoing urban forest
maintenance and tree trimming
programs, to include planting droughtresistant trees and plants.

Public Works -
Urban Forestry /
Fire / Parks &
Recreation /
Natural
Resources
Less than $10,000.

General Fund, Cal
Fire Wildfire
Prevention Grant,
FP & S Grant
Medium 1-2 yrs. In Progress. No changes to
report.

SL.21 Wildfire Continue to conduct current fuel
management programs and investigate
and apply new and emerging fuel
management techniques.

Fire/Natural
Resources
Director/Parks
and Recreation
$10,000 to
$50,000. FEMA
FMAG, FP&S Grant
and Fire Safe
Council grants, Cal
Fire Wildfire
Prevention Grant
High 1 yr. In Progress. Staff applied for a
grant through the Coastal
Conservancy for an updated to
the CWPP. Also applying for the
Federal Community Wildfire
Defense Grant.

SL.22 Wildfire Require an enhanced fire protection plan in Local Very High Fire Severity Zones.

Fire Less than $10,000.

Staff Time, General
Fund
High 1 yr. In Progress. LRA maps have been
released - reevaluating fuel
management programs and
techniques.

SL.23 Biological Agents Continue offering free flu vaccines to City employees.

Human
Resources
Less than $10,000.

County
Program/General
Fund
Low Annual
implementa
tion
Annual Implementation. No
changes to report.

SL.24 Biological Agents Educate and encourage City employees to maintain a healthy work environment
by utilizing sick and other leave benefits
to avoid coming to work when sick or
contagious and encouraging employees
to develop plans for caring for sick family
members taking care of ill family
members.

Human
Resources
Little to no cost.

General Fund
Low Annual
implementa
tion
Annual Implementation. No
changes to report.

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Annex G: City of San Luis Obispo
County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-48

MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.25 Adverse Weather:

Thunderstorm, Landslides
and Debris Flow, Wildfire
Assess and Mitigate Post Wildfire Debris
Flow. Conduct an assessment to identify
key impacts areas in the city from a postwildfire debris flow scenario and implications on stormwater runoff.

Assessment would be used to develop
pre-disaster mitigation measures, which
could include rapid reforestation and
stabilization of burned areas,
communication and coordination with
residents and businesses, and
development of analysis to predict debris
flow events.

CDD & Office of
Sustainability
$50,000 to
$100,000. FEMA
Hazard Mitigation
Assistance Grant
(HMA)
High 3-5 years New in 2025
SL.26 Adverse Weather:

Extreme Heat
Urban Heat Island Mitigation: Develop
and implement Urban Heat Island
Mitigation programs that provide
accessible cooling to the public.

Community
Development
and Fire
Little to no cost.

Staff Time, General
Fund
Medium 2-3 years New in 2025
SL.27 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Earthquake, Landslides
and Debris Flow, Wildfire
Climate Resilience Hubs: Collaborate
across organizations to create Resilience
Hubs that will help vulnerable
populations during extreme climate
events.

Office of
Sustainability
Over $1,000,000.

FEMA Hazard
Mitigation
Assistance Grant
(HMGP), General
Fund
Medium More than 5
years
New in 2025
SL.28 Agricultural Pest
Infestation and Disease
Climate Smart Pest Management:

Implement Climate-Smart Pest
Management practices in City Open
Space Properties.

Office of
Sustainability
Little to no cost.

Staff Time, General
Fund
High 1-2 years New in 2025

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-49

MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.29 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Incidents,
Drought and Water
Shortage, Earthquake,
Flood, Landslides and
Debris Flow, Subsidence,
Wildfire, Hazardous
Materials Incident
Create a Community Resilience Fund to
provide grants for organizations and
individuals that aim to initiate
community efforts in public safety,
disaster recovery, and climate change.

Administration High; General Fund,
In-Kind (donated),
Private Non-Profit
Medium 3-5 Years New in 2025
SL.30 Wildfire Implement the Community Wildfire
Protection Program and Vegetation
Management Plan to protect residents
from future wildfires.

Fire Department
and Office of
Sustainability
Little to no cost.

Staff Time, General
Fund
High 1-2 years New in 2025
SL.31 Adverse Weather:

Thunderstorm
Prepare community members for large
storm events by developing an early
warning flood monitoring system and
neighborhood readiness plans.

Fire and
Community
Development
Little to no cost.

Staff Time, General
Fund
High 2-3 years New in 2025
SL.32 Earthquake, Hazardous
Materials Incident
Earthquake Design and Planning:

Incorporate climate models and hazard
impact assessments in the design and
planning of maintenance and upgrades
of public utility conveyance systems.

Utilities Little to no cost.

Staff Time, General
Fund
High 3-5 years New in 2025

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-50

MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.33 Adverse Weather:

Thunderstorm, Flood,
Landslides and Debris
Flow
Flood and Runoff Management: Manage
flood risk and stormwater runoff through
vegetation management, riparian
restoration, and open space conservation.

CDD & Office of
Sustainability
Little to no cost.

Staff Time, General
Fund
Medium 1-2 years New in 2025
SL.34 Adverse Weather:

Extreme Heat
Expand the City's Green and Healthy
Buildings Program to create safe, cool,
and healthy buildings.

Office of
Sustainability
Little to no cost.

Staff Time, General
Fund
Low 2-3 years New in 2025
SL.35 Earthquake, Landslides
and Debris Flow
Update the City's Hillside Planning
Program to ensure orderly development
along with City's hillside areas, prioritizing
slope stability, safe access, circulation, and
evacuation routes.

Community
Development
Little to no cost.

Staff Time, General
Fund
High 2-3 years New in 2025
SL.36 Adverse Weather:

Extreme Heat
Implement a defensible space and home
hardening program
Fire Department Little to no cost.

Staff Time, General
Fund
High 1 year New in 2025
SL.37 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Earthquake, Flood,
Wildfire
Evaluate and update critical public
infrastructure and City's engineering
standards to be better adapted to future
changes in climate such as extreme heat,
flooding, etc.

Community
Development
Little to no cost.

Staff Time, General
Fund
Medium 2-3 years New in 2025

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-51

MITIGATION
ACTION
NUMBER

PRIMARY HAZARD(S)

MITIGATED

DESCRIPTIONS/BACKGROUND/BENEFITS LEAD AGENCY &

PARTNERS

ESTIMATED COST &

POTENTIAL

FUNDING

SOURCES
2025

PRIORITY

TIMELINE STATUS/IMPLEMENTATION
NOTES
SL.38 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Biological Incidents,
Flood, Wildfire
Incorporate holistic approaches to open
space management to prepare and
respond to issues associated with climate
change.

Office of
Sustainability
Little to no cost.

Staff Time, General
Fund
Medium 1 year New in 2025
SL.39 Adverse Weather:

Thunderstorm, Adverse
Weather: High
Wind/Tornado, Adverse
Weather: Extreme Heat,
Earthquake, Flood,,
Landslides and Debris
Flow, Wildfire, Hazardous
Materials Incident
Develop a post disaster management
plan to include activities like clearing,
collecting, and removing debris after a
storm/climate event.

Office of
Sustainability
and Natural
Resources
Little to no cost.

Staff Time, General
Fund
Medium 2-3 years New in 2025
SL.40 Wildfire Traditional Ecological Knowledge: Partner with local Tribal bodies to incorporate
Traditional Ecological Knowledge in Open
Space Management and fuels reduction
activities.

Office of
Sustainability
Little to no cost.

Staff Time, General
Fund
Medium 1 year New in 2025
SL.41 Adverse Weather:

Thunderstorm,
Earthquake, Flood
Waterway Management Plan: Update
Volumes 1, 2, and 3 of the Waterway
Management Plan, and implement
critical projects and programs identified
therein.

Office of
Sustainability
Little to no cost.

Staff Time, General
Fund
Medium 2-3 years New in 2025

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-52 G.6 Implementation and Maintenance
Moving forward, the City will use the mitigation action table in the previous section to track progress on implementation of each project. Implementation of the plan overall is discussed in Section 7 in the Base Plan.

G.6.1 Incorporation into Existing Planning Mechanisms
The information contained within this plan, including results from the Vulnerability Assessment and the Mitigation Strategy, will be used by the city to help inform updates and the development of local plans, programs and policies. The Engineering Division may utilize the hazard information when implementing the City’s Community Investment Program and the Planning and Building Divisions may utilize the hazard information when reviewing a site plan or other type of development applications. The city will also incorporate this LHMP into the Safety Element of their General Plan, as recommended by Assembly Bill (AB) 2140. This enables the City of San Luis Obispo to qualify for additional funding through the California Disaster Assistance Act should the State determine there to be a need and/or additional funding to be available.

California State Assembly Bill 162 requires the General Plan Land Use Element to identify existing and proposed uses and flood mitigation strategies within the 100-year floodplain. The HMP should be referenced and used to inform the Land Use Element in order to meet this requirement. California State Senate Bill 1241 requires the Safety Element to incorporate wildfire hazard considerations for State Responsibility Areas (SRAs) and lands within very high fire severity zones. These areas are already depicted within the Safety Element and this Annex.

They will be reviewed and updated as appropriate during the future updates to both of these documents. Whenever there are substantive changes to the County HMP or this Annex, those involved in other relevant planning mechanisms in the city will be included in the review process.

As stated in Section 8 of the Base Plan, the HMPC representatives from the City of San Luis Obispo will report on efforts to integrate the hazard mitigation plan into local plans, programs and policies and will report on these efforts at the annual HMPC plan review meeting.

G.6.2 Monitoring, Evaluation and Updating the Plan
The city will follow the procedures to Monitor, review, and update this plan in accordance with San Luis Obispo County as outlined in Section 8 of the Base Plan. The city will continue to involve the public in mitigation, as described in Section 8.3 of the Base Plan. The Administrative Analyst in the City Fire Department will be responsible for representing the city in the County HMPC, and for coordination with the city LPT, including relevant staff and departments during plan updates. The city realizes it is important to review the plan regularly and update it every five years in accordance with the Disaster Mitigation Act Requirements as well as other State of California requirements. In order to ensure that regular review and update of the HMP occurs, the LPT will convene annually to review and discuss mitigation progress and any new concerns that may benefit from mitigation activities. During each annual review, the LPT will review each goal and objective to evaluate its:
• Relevance to the evolving setting and needs of the City of San Luis Obispo • Consistency with changes in State and Federal policy
• Relevance to current and expected conditions

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Annex G: City of San Luis Obispo

County of San Luis Obispo Local Hazard Mitigation Plan | City of San Luis Obispo | 2025-2030 Annex G-53 The LPT will review the Risk Assessment portion of the plan to determine if the information should be updated or modified. The parties responsible for various implementation should be updated or modified. The parties responsible for various implantation actions will report on:
• Status of their projects
• Implementation processes that have worked well
• Any difficulties encountered
• How coordination efforts are proceeding
• Which strategies should be revised

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City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: June 15, 2026
TO: Mayor and Council
FROM: Shawna Scott, Assistant Director of Utilities
Prepared By: Mychal Boerman, Deputy Director, Water
VIA: Whitney McDonald, City Manager
SUBJECT: ITEM #7b – ADOPTION OF THE 2025 URBAN WATER MANAGEMENT PLAN, 2025 WATER SHORTAGE CONTINGENCY PLAN, AND RECEIPT AND FILING OF THE 2026 WATER SUPPLY AND DEMAND

ASSESSMENT
Staff received questions regarding the planned addition of groundwater to the City’s water supply portfolio. A summary of the approved groundwater project is provided below, followed by questions received (in bold) and staff’s responses (in italics).

Background
The City is implementing the Groundwater Clean-up Project, which includes the drilling of two production wells, construction of a granulated activated carbon (GAC) system to treat tetrachloroethylene (PCE) contamination within the aquifer, and installation of monitoring wells and well meters to monitor the progress of the clean-up project and ensure compliance with the Sustainable Groundwater Management Act (SGMA) and San Luis Obispo’s Groundwater Sustainability Plan (GSP), including safe yield extractions, protection of flow within San Luis Obispo Creek, and prevention of adverse effects such as subsidence. Extracted and treated groundwater will be added to the City’s drinking water system and will provide a supplemental source of potable water for our community.

The work is being funded by a $7.8 million grant from the California State Water Resources Control Board. The first two phases of the project are near completion, including the drilling of a new well and installation of the monitoring wells. The third phase of the project will include equipping the two wells for groundwater pumping and construction of the treatment and distribution system, to be completed in 2027. 1) Groundwater pumping during the 1987–1993 drought created subsidence near Los Osos Valley Road and resulted in a multimillion-dollar settlement with impacted businesses. Why is this danger not dealt with or mentioned in the Urban Water Management Plan?
The Urban Water Management Plan (UWMP) supports the City’s long-term resource planning to ensure that adequate water supplies are available to meet existing and future water needs. The Draft UWMP does not describe previously experienced subsidence in detail because the San Luis Obispo Valley Groundwater Sustainability Plan (GSP) is the principal technical and regulatory framework for managing groundwater levels, storage, water quality, and interconnected surface water, and avoiding undesirable effects such as subsidence.

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ITEM #7b – UWMP, WSCP, and Water Supply and Demand Assessment Page 2 The GSP documents that increased pumping by the City and private groundwater users during the 1987–1991 drought caused the Basin’s most severe recorded subsidence along the Los Osos Valley Road corridor, damaging homes and businesses. It also states that the City discontinued significant pumping in that area and that subsidence has not been observed since. For context, it is important to note that 1) during the worst two years of the drought the City was pumping approximately 2,000 acre-feet of groundwater per year and other predominantly agricultural groundwater users were also pumping uncharacteristically high volumes of water, and 2) many of these agricultural areas have since been redeveloped and no longer utilize groundwater, reducing overall groundwater use in the basin when compared with 1987-1991 pumping volumes. The GSP establishes groundwater-level and land-surface monitoring requirements and thresholds intended to prevent a recurrence of subsidence. Those include monitoring through satellite-based data collection/analysis and a groundwaterlevel monitoring.

The UWMP’s 700-acre-foot annual groundwater value is not an unconditional commitment to pump that amount regardless of basin conditions. The UWMP states that future production will be coordinated with GSP implementation and will consider groundwater levels, water quality, monitoring results, basin-management criteria, regulatory requirements, surface-water conditions, creek flow conditions, and dry-year limitations. As noted above, the City’s Groundwater Clean-up Project includes the use of monitoring wells within the aquifer, which will provide data informing pumping schedules and amounts to ensure compliance with the GSP. 2) How would pumping out 700 acre-feet a year impact subsidence? The City will manage and adjust operation of the groundwater extraction wells to avoid “undesirable” effects such as subsidence. Groundwater extraction and operation of the wells will occur in compliance with State Division of Drinking Water regulations, SGMA, and the GSP. The GSP identifies sustainability indicators (which are used to define undesirable results), including but not limited to: chronic lowering of groundwater levels, reduction of groundwater storage, land subsidence, and depletion of interconnected surface water. The GSP includes minimum thresholds for each sustainability indicator, including an identified groundwater level elevation (96 feet) at a monitoring well located proximate to San Luis Creek. In addition to the monitoring well identified in the GSP, the monitoring wells proposed as part of the Groundwater Clean-up Project will provide groundwater level data, will be equipped with telemetry to monitoring pumping, and allow for adjustments in pumping rates. In addition to the monitoring wells, the City will ensure compliance by installing well meters and implementing an Operations and Maintenance Plan, which includes groundwater level and pumping monitoring at the extraction wells.

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ITEM #7b – UWMP, WSCP, and Water Supply and Demand Assessment Page 3 The City has the ability to reduce or suspend pumping at one or both of the wells to ensure GSP compliance and avoidance of subsidence. The UWMP simulates a significant reduction in groundwater pumping during dry-year events, with periods of extended drought reducing groundwater pumping to as low as 50 acre-feet per year.
3) Would pumping out 700-acre feet a year deplete the aquifer? How much water does the aquifer contain and at what rate does it recharge? How much water would be left in the aquifer after pumping out 700-acre feet? Based on the GSP’s long-term average water budget, up to 700 acre-feet per year of groundwater pumping (extraction) in the San Luis Valley subarea would not be expected to cause persistent long-term depletion. As noted above, actual annual groundwater extraction from the two wells will depend on data collected from the extraction and monitoring wells.

The GSP (Table 6-14) estimates approximately 34,940 acre-feet of groundwater in storage in the San Luis Valley subarea under Spring 2019 conditions. That number is not the same as the amount that can safely or sustainably be pumped.

The GSP expressly cautions that a total-storage estimate does not establish sustainable yield or annual recharge and is primarily used to evaluate changes in storage over time.

The GSP estimates:
 Long-term average groundwater recharge of approximately 3,700 acre-feet per year.
 Approximately 1,200 acre-feet per year of groundwater use by wetlands.  A sustainable yield of approximately 2,500 acre-feet per year.  An estimated pumping volume of approximately 1,800 acre-feet per year (includes estimated City groundwater pumping and private wells).  An estimated difference (surplus) between available supply and expected demand of approximately 700 acre-feet per year, which is the amount the UWMP identifies as a supplemental source of water.

Based on the dynamic nature of an aquifer, identifying how much water would remain after 700 acre-feet per year of groundwater pumping is not a safe or reliable way to quantify or manage an available water supply. The GSP’s identification of safe yield, estimated surplus, and monitoring of other sustainability criteria are appropriate means for complying with SGMA and ensuring sustainable use of groundwater.

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ITEM #7b – UWMP, WSCP, and Water Supply and Demand Assessment Page 4 4) Why not create an injection well field to store surplus wastewater? This strategy was part of an approved plan earlier.

The concept of indirect potable reuse through groundwater recharge by injection is identified in the City’s 2022 Potable Water Reuse Implementation Plan. This concept is not included as a quantified UWMP supply because no project has been selected, permitted, funded, or designed.

As described in the Potable Reuse Implementation Plan, advanced treated water from the Water Resource Recovery Facility (WRRF) could be injected either inside or outside City limits, using either a non-reverse osmosis (RO) treatment approach that would require alternative DDW approval or an RO-based approach, which would require brine disposal.

The concept has not been abandoned, but substantial analysis and funding is necessary for design, evaluation, and implementation. The Potable Reuse Implementation Plan identifies significant additional work that would be needed, including the construction of advanced treatment facilities, conveyance pipelines, pump stations, injection and extraction locations, regulatory approval, monitoring, and public outreach. The Plan also notes that if water were injected outside City limits, a return pipeline would be needed, and if RO treatment were used, a pipeline to an ocean outfall would likely be required for brine disposal. In addition, before advancing an injection project, the City also needs more operational information about how the San Luis Valley subarea responds to groundwater pumping.

Monitored and controlled groundwater production will help the City understand groundwater-level response and recovery, water quality, storage availability, and management of pumping and recharge to avoid undesirable results such as subsidence.

The next steps would include inclusion of the project in the City’s Capital Improvement Program and Financial Plan, and additional feasibility work, informed by monitored groundwater operations, regulatory and stakeholder outreach and coordination, public engagement, and Council direction.

It is important to clarify that the City would not simply be storing “surplus wastewater” if this concept is implemented in the future. Available WRRF flows must be evaluated in light of recycled-water demands, required discharge to San Luis Obispo Creek, seasonal flow variations, treatment requirements, and future changes to wastewater-flow volumes.

For these reasons, injection wells remain a potential future strategy, but the UWMP appropriately treats potable reuse as a future opportunity rather than a committed supply source.

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ITEM #7b – UWMP, WSCP, and Water Supply and Demand Assessment Page 5 5) Why not bring recycled water to the northern part of the City and Cal Poly? The City has previously evaluated this option. The City had numerous meetings with University staff to determine whether the use of City-provided recycled water was a feasible option to help Cal Poly meet its long-term water supply needs.

Ultimately, Cal Poly elected to construct their own Water Reclamation Facility and produce their own recycled water for campus agricultural and landscape irrigation.

The existing recycled-water distribution system identified in the 2017 Recycled Water Plan primarily serves the southern portions of the City, where it is closest to the WRRF and where significant new development has been constructed with recycled-water infrastructure. The UWMP does not preclude expansion to northern San Luis Obispo. Subject to Council’s direction, an amendment to the Recycled Water Plan to include a northern extension could be reevaluated using current construction costs, an analysis of potential users, updated recycled-water availability, and an extensive analysis of the return on the capital investment.

It is important to note that the City’s recycled water distribution system, pump station, and tank, were not designed to deliver water to the northern side of the City. An expansion beyond the current recycled water use area would require reconstruction of these facilities alongside installation of a significant volume of new recycled water pipeline. Associated design and construction costs would be significant (exceeding $20 million), in addition to operational and maintenance costs.
6) What effect would Cal Poly's creation of its own WRF have on the City's future planning projections for recycled water production? Operation of Cal Poly’s WRF will result in a reduction of the volume of wastewater that flows into the City’s WRRF, which will then later increase in conjunction with Campus build-out. The temporary reduction has been accounted for in future projections, and the City and Cal Poly continue to collaborate and work in partnership to identify and evaluate the changes in flow over time. The UWMP currently identifies that the largest restriction to recycled water system expansion and an increase in recycled water use is related to the City’s existing recycled water storage tanks and pump station, not volumes of available wastewater flowing into the WRRF.
7) At what stage in the Water Shortage Contingency Plan (WSCP) would water for nonfunctional turf be prohibited?
The WSCP does not establish a separate automatic shortage stage and response action solely applicable to irrigation of nonfunctional turf. Under the Draft WSCP, the following stages and associated actions impact all turf irrigation:
 At the Extreme Stage, when less than three years of supply remain, the City may implement additional restrictions on turf and spray irrigation.

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ITEM #7b – UWMP, WSCP, and Water Supply and Demand Assessment Page 6  At the Critical Stage, when less than 2.5 years of supply remain, irrigation would no longer be permitted except for approved exemptions.

Separate from the WSCP, California Water Code Section 10608.14 and City Municipal Code Section 13.07.070 prohibit the use of potable water for nonfunctional turf according to a statutory schedule that applies regardless of whether the City has declared a water shortage.
8) Why not research the feasibility of potable reuse during the next five years? In order to further examine potable reuse, one important next step is to restore and carefully monitor City groundwater production. The City has already completed a planning-level potable reuse evaluation, including groundwater recharge by injection and surface-water augmentation of Whale Rock Reservoir. However, the feasibility of indirect potable reuse through groundwater recharge depends on understanding how the groundwater basin responds to actual pumping under current conditions.

Controlled groundwater pumping will help the City evaluate groundwater-level response, recovery rates, water quality, interaction with nearby wells and surface water, and whether pumping can occur while remaining protective of GSP criteria, including subsidence protections. That information would directly inform future analysis of injection locations, extraction locations, groundwater travel time, storage capacity, and operational limits for a potential groundwater-recharge project.

For that reason, potable reuse is not yet a committed UWMP supply. The next phase, following data gathering during actual groundwater pumping periods, would include additional feasibility analysis, regulatory coordination, public outreach, funding, and Council direction before potable reuse could be included in the City’s quantified supply portfolio.

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Item 7b
Department: Utilities
Cost Center: 6001
For Agenda of: 6/16/2026
Placement: Public Hearing
Estimated Time: 30 minutes
FROM: Aaron Floyd, Public Works & Utilities Director
Prepared By: Mychal Boerman, Deputy Director - Water
SUBJECT: ADOPTION OF THE 2025 URBAN WATER MANAGEMENT PLAN, 2025

WATER SHORTAGE CONTINGENCY PLAN, AND RECEIPT AND FILING OF THE 2026 WATER SUPPLY AND DEMAND ASSESSMENT

RECOMMENDATION

1. Adopt a Resolution entitled “A Resolution of the Council of the City of San Luis Obispo, California, adopting the 2025 Urban Water Management Plan”;

2. Adopt a Resolution entitled “A Resolution of the Council of the City of San Luis Obispo, California, adopting the 2025 Water Shortage Contingency Plan”;

3. Receive and file the City’s 2026 Water Supply and Demand Assessment; and

4. Find that adoption of the 2025 Urban Water Management Plan and 2025 Water Shortage Contingency Plan is exempt from CEQA pursuant to State CEQA Guidelines Section 15282(v) and California Water Code Section 10652, and that receiving and filing the 2026 Water Supply and Demand Assessment is exempt pursuant to CEQA Guidelines Section 15061(b)(3).

REPORT-IN-BRIEF
This report requests that the City Council hold a public hearing and receive public comment on the 2025 Urban Water Management Plan and 2025 Water Shortage Contingency Plan (pursuant to California Water Code Section 10642), adopt the 2025 Urban Water Management Plan, adopt the 2025 Water Shortage Contingency Plan, receive and file the 2026 Water Supply and Demand Assessment. These documents are required by the California Water Code and are used to evaluate long-term water supply reliability, prepare for drought and other water shortage conditions, and assess whether a water shortage is anticipated during the upcoming fiscal year.

The 2025 Urban Water Management Plan (UWMP) evaluates the City’s water supplies, projected demands, conservation efforts, water loss, drought risk, and long-term supply reliability through the 2025-2050 planning horizon. The 2025 Water Shortage Contingency Plan (WSCP) establishes the City’s staged response framework for responding to drought, infrastructure failure, water quality degradation, or other water shortage conditions.

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Item 7b
The 2026 Water Supply and Demand Assessment evaluates projected water supply and demand conditions on a single-year basis for the upcoming fiscal year covering July 1, 2026 through June 30, 2027.

Results of these planning documents show that the City has sufficient water supplies to meet projected short-term and long-term demands under the conditions evaluated. The 2025 UWMP demonstrates that the City’s water supply portfolio is sufficient to meet projected demands under normal-year, single-dry-year, and extended drought conditions of up to five consecutive years throughout the planning horizon. The 2026 Water Supply and Demand Assessment similarly shows that projected supplies are sufficient to meet projected demands during the upcoming fiscal year, including a more granular review of supply availability on a monthly basis. Based on these analyses, the City does not anticipate a water shortage or the need to implement Water Shortage Contingency Plan response actions during the upcoming fiscal year or under the long-term reliability scenarios evaluated in the UWMP. The City will continue to monitor water supply and demand, reservoir conditions, infrastructure limitations, water quality conditions, and regulatory requirements, and may reevaluate supply reliability if actual conditions differ materially from the assumptions used in these analyses.

Urban Water
Management Plan
(UWMP)
 Evaluates the City’s water portfolio
(surface water, recycled water, and
groundwater) against projected
community growth over a 20-to-25-
year planning horizon.
 Tests water system reliability by
modeling how supplies hold up during
normal years, single-dry years, and
prolonged, multiple-dry year
sequences.
 Measures progress toward the state's
long-term per-capita water use
reduction goals and water-loss
standards.
 Documents long-term water supply
strategy, conservation efforts, water
loss reporting, and compliance with
State water supply planning
requirements.

Water Shortage Contingency Plan
(WSCP)
 Identifies the City’s six water shortage
stages and the demand reduction actions
that may be implemented during water
shortage conditions.
 Outlines conservation, communication and
outreach, and enforcement actions the City
could take to preserve available supplies.

Water Supply and
Demand Assessment
 Evaluates the City’s water supply reliability
for the upcoming fiscal year, including
projected monthly supplies and demands.
 Determines whether a water shortage is
anticipated and, if needed, identifies the
applicable WSCP shortage stage and
response actions.

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POLICY CONTEXT
The 2025 Urban Water Management Plan and 2025 Water Shortage Contingency Plan were prepared in accordance with General Plan Water and Wastewater Element Program A.5.3.3 and California Water Code Sections 10620 through 10645. The 2026 Water Supply and Demand Assessment was prepared in accordance with Water and Wastewater Management Element Program A.5.3.1 and California Water Code Section 10632.1. Preparation of these documents supports Major City Goals for Housing as the City continues to monitor water supply and demand in support of General Plan build-out and housing targets identified in the Housing Element.

DISCUSSION
Background
The California Urban Water Management Planning Act is codified in California Water Code Sections 10610 through 10656 and requires urban water suppliers to adopt (Draft Resolutions provided as Attachments A and B) and submit an updated Urban Water Management Plan and Water Shortage Contingency Plan to the Department of Water Resources every five years. For the 2025 planning cycle, these documents, along with the 2026 Water Supply and Demand Assessment, must be approved by the City Council and filed with the Department of Water Resources by July 1, 2026. Urban water suppliers are defined as agencies that provide water for municipal purposes to more than 3,000 customers or supply more than 3,000 acre-feet of water annually; the City satisfies both thresholds.

The City adopted its first Urban Water Management Plan in November 1994 and updated the plan in 2000, 2005, 2010, 2016, and 2021. The City Council adopted the 2020 Urban Water Management Plan (Resolution 11258) and 2020 Water Shortage Contingency Plan (Resolution 11259) on June 15,
2021. In addition to regulatory
compliance, adoption of a
compliant Urban Water
Management Plan and Water
Shortage Contingency Plan helps
maintain eligibility for State grants,
low-interest loans, and other
water-related assistance.

In addition to the UWMP and
WSCP, the City is also required to
prepare an Annual Water Supply
and Demand Assessment
pursuant to California Water Code
Section 10632.1. The Annual
Assessment evaluates water
supply and demand conditions for Whale Rock Reservoir

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the upcoming assessment period (July 1, 2026 through June 30, 2027, defined as the 2026-27 fiscal year) and determines whether a shortage is anticipated. If a shortage is projected, the assessment must identify the applicable shortage level and corresponding response actions that would be implemented under the City’s Water Shortage Contingency Plan.

The 2025 Urban Water Management Plan is provided as Attachment C, the 2025 Water Shortage Contingency Plan is provided as Attachment D, and the 2026 Water Supply and Demand Assessment is provided
as Attachment E. The discussion
below summarizes the purpose
and key findings of each
document, while the detailed
assumptions, data tables,
calculations, and supporting
information are included in the
attached reports.
2025 Urban Water Management
Plan
The 2025 UWMP is the City’s
primary long-range water supply
planning document. The plan is
prepared every five years and
evaluates whether the City’s water
supplies are sufficient to meet
existing and projected community water demands. The 2025 UWMP reviews a planning horizon covering 2025 through 2050 and evaluates water supply reliability under normalyear, single-dry-year, and five-consecutive-dry-year conditions within that timeframe.

The UWMP provides Council, staff, regulatory agencies, and the public with a comprehensive overview of the City’s water system, water demands, available and planned supplies, conservation efforts, water loss reporting, drought risk, and long-term water supply reliability. The plan also documents required State compliance metrics and supports coordination between water supply planning, infrastructure planning, and land use planning. A central purpose of the UWMP is to compare projected water demands against available and planned supplies over the planning horizon. For the 2025 UWMP, projected water demands were developed using current population estimates, land use assumptions, historical water use trends, and the City’s long-term water demand planning assumptions. The plan evaluates both potable and non-potable demands, including residential, commercial, institutional, industrial, landscape irrigation, recycled water, and water loss components.

The 2025 UWMP also describes the City’s water supply portfolio and how each supply contributes to long-term reliability. The City’s potable supply portfolio includes Salinas Reservoir, Whale Rock Reservoir, Nacimiento Reservoir, and planned future Salinas Reservoir

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groundwater production. The plan also describes the City’s use of recycled water for nonpotable purposes, which offsets potable demand and supports overall water supply resiliency. The plan evaluates these supplies based on existing water rights, contractual entitlements, safe annual yield modeling, and current infrastructure conditions.

The 2025 UWMP incorporates updated information since the completion of the 2020 UWMP that is important to the City’s long-term water supply planning. This includes updated population and demand projections, current conservation trends, recent water loss audit information, updated safe annual yield modeling for Salinas and Whale Rock reservoirs, the temporary limitation on Nacimiento deliveries resulting from the 2023 storm damage to the Nacimiento transmission pipeline, planned restoration of local groundwater production, and anticipated recycled water demand growth. These factors help provide a current and realistic assessment of the City’s water supply reliability through 2050.

The plan also evaluates drought risk and climate-related uncertainty. Because the City is highly dependent on surface water supplies, future changes in precipitation patterns, runoff, evaporation, water quality, wildfire risk, and drought severity may affect long-term reliability. The City’s supply reliability analysis is supported by water supply modeling, including safe annual yield modeling for Salinas and Whale Rock reservoirs, which incorporates historical hydrologic conditions, reservoir storage, evaporation, and updated reservoir capacity information to evaluate reliable supply under drought conditions. The UWMP also considers broader climate-related uncertainty as part of the City’s long-term planning framework and identifies the City’s diversified portfolio, conservation efforts, recycled water use, planned groundwater use (up to 700 acre-feet per year), and ongoing infrastructure planning as important components of long-term resilience.

In addition to evaluating supply reliability, the 2025 UWMP documents the City’s compliance with State water management requirements. This includes continued reporting related to Senate Bill X7-7 (Water Conservation Act of 2009) conservation target compliance, water loss auditing, demand management measures, drought risk assessment, and water shortage contingency planning. The City’s adopted SB X7-7 water use target is 117 gallons per capita per day. In 2025, the City’s reported per capita water use was approximately 87 gallons per capita per day. This performance reflects the City’s investment in ongoing conservation programs, water efficient development standards, customer outreach, water-use efficiency incentives, recycled water use, and generally efficient community water-use patters. Collectively, these elements demonstrate that the City is meeting applicable State planning requirements while maintaining a long-term framework for managing water supplies, demands, and reliability.

Based on the analysis completed for the 2025 UWMP, the City’s available and planned water supplies are sufficient to meet projected demands through 2050 under the water supply reliability scenarios evaluated in the plan. This includes normal-year, single-dry-year, and five-consecutive-dry-year conditions. The UWMP therefore supports the finding that the City has adequate long-term water supply reliability to account for projected community growth through 2050.

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The State-required UWMP elements and corresponding chapters in the City's 2025 UWMP are shown in Table 1. The City's 2025 UWMP is provided as Attachment C to this report.

Table 1. Required UWMP Elements and Corresponding 2025 UWMP Chapters Required Elements
(by Water Code)
City’s 2025 UWMP
Corresponding Chapter
Introduction and Lay Description Chapter 1: Plan Introduction and Overview Plan Preparation Information Chapter 2: Plan Preparation System Description Information Chapter 3: Service Area Description Customer Water Use Information Chapter 4: Water Use Characterization Conservation Target Compliance Chapter 5: SB X7-7 Baselines, 2020 Targets, and 2025 Reporting
System Supplies Chapter 6: Normal-Year Water Supply
Characterization
Water Service Reliability and
Drought Risk Assessment
Chapter 7: Water Service Reliability and Drought Risk
Assessment
Water Shortage Contingency Plan Chapter 8: Water Shortage Contingency Planning & Emergency Supply Resiliency
Demand Management Measures Chapter 9: Demand Management Measures Plan Adoption, Submittal, and
Implementation
Chapter 10: Adoption, Submittal, and Implementation
2025 Water Shortage Contingency Plan
The 2025 WSCP is the City’s action plan for drought, infrastructure disruptions, water quality issues, catastrophic supply interruptions, or other conditions that may limit available water supplies. The WSCP establishes a six-stage shortage framework and identifies the conservation measures, communication tools, enforcement options, and operational actions that may be used as shortage conditions become more severe (refer to Table 2, below). Chapter 8 of the UWMP summarizes the WSCP; however, the WSCP is being adopted as a separate City Council action. This allows the City Council to amend or replace the WSCP independently if future regulations, water supply conditions, or City needs change before the next five-year UWMP update.

As part of the 2025 UWMP update, staff reviewed the Council-adopted 2020 WSCP against current water supply conditions, updated reliability analysis, current demand trends, and applicable Water Code requirements. Staff determined that no significant revisions are necessary at this time. The existing six-stage structure remains consistent with State requirements and continues to provide a flexible and appropriate process for responding to varying levels of water shortage.

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Although no significant revisions are proposed, staff recommends that the City Council readopt the WSCP alongside the 2025 UWMP. Recent guidance from the Department of Water Resources indicates that readoption is preferred when a supplier has reviewed a previously adopted WSCP and determined that no changes are needed. In addition to the opportunity for public review and comment, readoption provides a clear record that the City reviewed the WSCP as part of the 2025 UWMP update, determined that no significant revisions are needed at this time, and that the City is reaffirming the WSCP as the City’s adopted plan for responding to water shortage conditions.

The 2025 WSCP carries forward the response actions from the Council-adopted 2020 WSCP, as summarized in Table 2. The table provides a quick-reference guide for how the City’s water supply status corresponds to potential City actions. The water supply status is informed by the City’s Water Projection Model, which is used to estimate how long available water supplies are expected to sustain the community under the conditions evaluated. Under normal supply conditions, the City remains in the Monitor status, which reflects more than five years of available water supply and continued implementation of ongoing water conservation programs, staffing, budgeting, and public outreach.

If modeled available supplies decline below five years, the WSCP provides a staged response framework beginning with Watch and progressing through Warning, Alert, Severe, Extreme, and Critical stages. These stages generally correspond to progressively lower amounts of available water supply, from less than five years of supply at the Watch Stage to less than 2.5 years of supply at the Critical Stage. As shortage conditions become more severe, the City’s response actions also become more restrictive. Early stages emphasize expanded voluntary conservation, public outreach, rebate programs, operational changes, and preparation for later stages. Later stages may include mandatory irrigation limits, water allotments, water offset requirements, restrictions on new connections, and other measures needed to preserve available supplies for public health, safety, sanitation, and fire protection.

Table 2 (on the following page) is intended to help the City Council and the public understand how the WSCP would be implemented by summarizing the relationship between the City’s water supply status and the types of response actions that may be considered. The table provides a structured framework for escalating actions as available supplies decline; however, it does not require the City to apply every listed action automatically or in the same manner during every shortage. If shortage conditions warrant action beyond the Monitor Stage, staff would evaluate the severity, duration, timing, and cause of the shortage, as well as water demand, source availability, infrastructure conditions, and other relevant factors, and return to the City Council with a recommended water shortage declaration and associated actions. This process would include substantial public outreach and communication regarding the conditions prompting the recommendation, the proposed response actions, and their anticipated effects, as well as opportunities for public comment and City Council discussion and deliberation before actions are approved and implemented.

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If required, the City Council would approve, through that declaration and any associated implementing resolution, ordinance, or other action, the applicable shortage stage and the specific response actions to be implemented. Following Council direction, City staff would administer and implement the selected actions consistent with the adopted WSCP, applicable legal authorities, and the specific circumstances of the shortage.

Table 2. 2025 Water Shortage Contingency Plan
Water Shortage Response Stages Quick Reference Guide

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2026 Water Supply and Demand Assessment
The City’s 2026 Water Supply and Demand Assessment evaluates whether a water shortage is anticipated during the Assessment Year, defined as July 1, 2026 through June 30, 2027 (2026-27 fiscal year). Unlike the UWMP, which evaluates long-term reliability through 2050, the Annual Assessment is a near-term planning tool focused on the upcoming fiscal year. The assessment evaluates projected potable and non-potable water demands, available water supplies, and monthly supply and demand conditions. If a shortage were projected, the assessment would identify the applicable WSCP stage and the response actions that may be necessary to reduce demand and preserve available supplies.

The Annual Assessment uses the City’s Water Projection Model to estimate how long available water supplies are expected to sustain the community under the conditions evaluated. The model considers available supply, projected demand, reservoir storage, hydrologic conditions, and other relevant factors. The resulting modeled years of available supply are used to inform the City’s water supply status under the WSCP, which is organized around stages ranging from Monitor, with more than five years of available water supply, to Critical, with less than 2.5 years of available water supply.

The Assessment also evaluates supply and demand on a monthly basis, as required by California Water Code Section 10632.1, to identify whether seasonal shortages may occur even if annual supplies are sufficient. The City’s monthly analysis shows that projected available supply exceeds projected demand in every month of the Assessment Year. Because no annual or monthly shortage is projected, the City does not anticipate the need to declare a water shortage emergency or implement WSCP response actions during the 2026-27 Assessment Year.

The City will continue to monitor actual water supply and demand conditions. If actual conditions differ materially from the assumptions used in the Assessment, the City may reevaluate supply reliability and implement appropriate actions under the WSCP.

Previous Council or Advisory Body Action
The City Council adopted the 2020 UWMP and 2020 WSCP by Resolutions 11258 and 11259 on June 15, 2021. The City Council received and filed the 2025 Water Supply and Demand Assessment on May 20, 2025.

Public Engagement
The public has an opportunity to review the Draft UWMP, WSCP, and Water Supply and For the 2026 Assessment Year, the City’s projected water supplies remain sufficient to meet expected demands. Based on current water supply availability and demand forecasts, the Water Projection Model indicates that the City has more than ten years of water supply available under the modeled conditions. As a result, the City remains in Monitor status and no WSCP shortage response actions are anticipated during the Assessment Year.

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Demand Assessment and provide comments prior to and during the public hearing for these items. As required by the Water Code, public notice of this hearing was posted in the New Times on May 28th and June 4th, and copies of the documents are available at the Utilities Branch office at 879 Morro, San Luis Obispo, posted online, and included as attachments to this agenda report (Attachments C, D, and E).

The City will continue to provide communications regarding current water supply conditions by posting information and documents on the Utilities website. Additionally, this information will be incorporated into future public communications material (social media posts, radio ads, and Farmers Market handouts) and into future water supply planning documents. A copy of these reports will be sent to the Planning Commission upon adoption by the City Council and submission to Department of Water Resources.

CONCURRENCE
The Community Development Department concurs with staff’s recommendation.

ENVIRONMENTAL REVIEW
The adoption of the City’s 2025 Urban Water Management Plan and 2025 Water Shortage Contingency Plan is statutorily exempt from the requirements of the California Environmental Quality Act pursuant to State CEQA Guidelines Section 15282(v) and California Water Code Section 10652. Receiving and filing the 2026 Water Supply and Demand Assessment is exempt from CEQA pursuant to CEQA Guidelines Section 15061(b)(3), as it can be seen with certainty that the informational assessment has no possibility of causing a significant effect on the environment.

FISCAL IMPACT
Budgeted: N/A Budget Year: 2025-26
Funding Identified: N/A
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
Total $0 $0 $0 $0
The recommended actions do not create a fiscal impact. Adoption of the UWMP and WSCP and receipt and filing of the Annual Water Supply and Demand Assessment do not change City staffing levels, create new programs, or authorize additional operating expenditures. Ongoing water supply planning, conservation, and reporting activities will continue to be managed within existing Water Fund operating budgets.

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ALTERNATIVES
The City Council could decide not to adopt the 2025 UWMP or 2025 WSCP, or not to receive and file the 2026 Water Supply and Demand Assessment, and provide direction to staff on desired modifications. Should Council select this alternative, a subsequent public hearing would be required and would result in delays beyond the July 1, 2026 due date and may result in noncompliance with the California Water Code and would require submittal of a request for an extension to the State for consideration.

ATTACHMENTS
A - Draft Resolution adopting the 2025 Urban Water Management Plan B - Draft Resolution adopting the 2025 Water Shortage Contingency Plan C - 2025 Urban Water Management Plan
D - 2025 Water Shortage Contingency Plan
E - 2026 Water Supply and Demand Assessment

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R ______
RESOLUTION NO. _____ (2026 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, ADOPTING THE 2025 URBAN WATER

MANAGEMENT PLAN
WHEREAS, the California Legislature enacted Assembly Bill 797 during the 1983- 1984 Regular Session, and as amended subsequently, which mandates that every supplier providing water for municipal purposes to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually, prepare an Urban Water Management Plan; and
WHEREAS, the City is an urban water supplier providing more than 3,000 acrefeet water annually to approximately 17,000 customers; and WHEREAS, the City’s Urban Water Management Plan shall be periodically reviewed at least once every five years, and that the City shall make any amendments or changes to its plan which are indicated by the review; and WHEREAS, the 2025 Urban Water Management Plan must be adopted, after public review and hearing, and filed with the California Department of Water Resources by July 1, 2026; and
WHEREAS, the City has therefore prepared for public review a draft 2025 Urban Water Management Plan, and a properly noticed public hearing regarding the Plan was held by the City Council on June 16, 2026.

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

SECTION 1. Adoption of the 2025 Urban Water Management Plan. The 2025 Urban Water Management Plan for the City of San Luis Obispo, consisting of text, tables, and appendices presented to the City Council on June 16, 2026, on file at the City Clerk’s Office, is hereby adopted.

SECTION 2. The Public Works and Utilities Director or Assistant Utilities Director are hereby directed to distribute the 2025 Urban Water Management Plan to the California Department of Water Resources, the California State Library, and the County of San Luis Obispo, and make available for public review as prescribed by state law.

SECTION 3. California Environmental Quality Act. The adoption of the City’s 2025 Urban Water Management Plan is hereby determined to be statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines Section 15282(v), the preparation of Urban Water Management Plans pursuant to the provisions of Section 10652 of the Water Code.

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Resolution No. _____ (2026 Series) Page 2
R ______
Upon motion of Council Member ___________, seconded by Council Member ___________, and on the following roll call vote:

AYES:

NOES:

ABSENT:

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R ______
RESOLUTION NO. _____ (2026 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, ADOPTING THE 2025 WATER SHORTAGE

CONTINGENCY PLAN
WHEREAS, the California Legislature enacted Assembly Bill 797 during the 1983- 1984 Regular Session, and as amended subsequently, which mandates that every supplier providing water for municipal purposes to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually, prepare an Urban Water Management Plan and separate Water Shortage Contingency Plan; and WHEREAS, the City is an urban water supplier providing more than 3,000 acrefeet water annually to approximately 17,000 customers; and WHEREAS, the 2025 Water Shortage Contingency Plan includes planned response actions during six water shortage levels to manage and mitigate potential water supply shortages; and
WHEREAS, the 2025 Water Shortage Contingency Plan includes the written process the City will use each year to determine its water supply reliability; and WHEREAS, the 2025 Water Shortage Contingency Plan must be adopted, after public review and hearing, and submitted to the California Department of Water Resources by July 1, 2026; and
WHEREAS, the City has therefore prepared for public review a draft 2025 Water Shortage Contingency Plan, and a properly noticed public hearing regarding the Plan was held by the City Council on June 16, 2026.

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

SECTION 1. Adoption of the 2025 Water Shortage Contingency Plan. The 2025 Water Shortage Contingency Plan for the City of San Luis Obispo, consisting of text, tables, and appendices presented to the City Council on June 16, 2026, on file at the City Clerk’s Office, is hereby adopted.

SECTION 2. The Public Works and Utilities Director or Assistant Utilities Director are hereby directed to distribute the 2025 Water Shortage Contingency Plan to the California Department of Water Resources, the California State Library, and the County of San Luis Obispo, and make available for public review as prescribed by state law.

SECTION 3. California Environmental Quality Act. The adoption of the City’s 2025 Water Shortage Contingency Plan is hereby determined to be statutorily exempt from the

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Resolution No. _____ (2026 Series) Page 2
R ______
requirements of the California Environmental Quality Act (CEQA) pursuant to Section 10652 of the Water Code.

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

AYES:

NOES:

ABSENT:

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2026 Water Supply and Demand Assessment
For the Time Period July 1, 2026 through June 30, 2027
Whale Rock Reservoir

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2026 Water Supply and Demand Assessment
2 I. INTRODUCTION
Regulatory Background
California Water Code (CWC §10632.1.)
1 directs urban water suppliers (Suppliers) to conduct an Annual Water Supply and Demand Assessment (Water Supply Assessment) for the purpose of (i) evaluating its water supply reliability for the current year and one subsequent dry year and (ii) generating and submitting an Annual Shortage Report by July 1 every year. The procedures for conducting a Water Supply Assessment shall include the following:
(A) The written decision-making process that an urban water supplier will use each year to determine its water supply reliability.
(B) The key data inputs and assessment methodology used to evaluate the urban water supplier’s water supply reliability for the current year and one dry year, including all of the following:
(i) Current year unconstrained demand2, considering weather, growth, and other influencing factors, such as policies to manage current supplies to meet demand objectives in future years, as applicable.
(ii) Current year available supply, considering hydrological and regulatory conditions in the current year and one dry year. The annual supply and demand assessment may consider more than one dry year solely at the discretion of the urban water supplier. (iii) Existing infrastructure capabilities and plausible constraints. (iv) A defined set of locally applicable evaluation criteria that are consistently relied upon for each annual water supply and demand assessment.
(v) A description and quantification of each source of water supply.

Assessment Period and Terminology
Consistent with California Water Code section 10632.1, this 2026 Water Supply and Demand Assessment evaluates the City’s water supply reliability for the period of July 1, 2026, through June 30, 2027. This period is referred to in this report as the Assessment Year and is evaluated as the subsequent dry year required for the annual Water Supply and Demand Assessment.

Water use and water supply information from July 1, 2025, through June 30, 2026, is used as supporting baseline information where appropriate, including to inform projected demands, seasonal use patterns, and source availability assumptions. This period is referred to in this report as the Current Year. The Current Year is not the primary assessment period for the 2026 submittal; rather, it provides recent observed data to support the Assessment Year projections.

Purpose and Assessment Approach
The primary purpose of this Water Supply and Demand Assessment is to evaluate whether the City’s available water supplies are sufficient to meet anticipated demands during the upcoming Assessment

1 Cal. Water Code §10632.1. can be accessed at:
https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=WAT&sectionNum=10632 2 Unconstrained demand means the amount of water customers are expected to use if no shortage response actions or emergency conservation restrictions are applied.

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2026 Water Supply and Demand Assessment
3 Year and to determine whether any Water Shortage Contingency Plan (WSCP) response actions may be needed.

This assessment provides near-term operational reliability analysisthat evaluates projected water supply and demand conditions for the upcoming Assessment Year, rather than long-term water supply adequacy for General Plan buildout or the full Urban Water Management Plan (UWMP) planning horizon. The City’s long-term water supply planning is guided by the General Plan and Water and Wastewater Element (WWE) and is used to evaluate whether the City has adequate supplies to serve planned growth over a multi-decade period.

Because this assessment focuses on a specific upcoming period, it uses a different methodology than the City’s long-term water supply planning. Long-term planning relies on General Plan and WWE assumptions that are intentionally conservative for multi-decade planning. Those assumptions are designed to evaluate whether the City has adequate water supplies to serve planned growth over the full planning horizon, not to predict actual water use in a specific upcoming year. For example, long-term demand planning uses General Plan population assumptions and the City’s 117 gpcd planning value, even though current potable water use is lower. This provides a planning buffer for future uncertainty related to population growth, land use changes, customer water use patterns, climate, regulations, infrastructure conditions, and source availability. This annual assessment uses current and projected near-term conditions to evaluate whether available supplies are expected to meet anticipated demands during the Assessment Year. This approach is appropriate because current storage, recent water use, known infrastructure conditions, and near-term source availability can be evaluated with greater certainty than long-term buildout conditions.

The City uses its Water Projection Model to support this near-term analysis. The model evaluates the City’s ability to meet projected demands during the Assessment Year by incorporating current and projected supply and demand conditions, including but not limited to:
 Current reservoir storage;
 Anticipated reservoir inflows;
 Reservoir evaporation;
 Required downstream releases;
 Projected customer demand;
 Seasonal demand patterns;
 Recycled water availability;
 Groundwater availability;
 Infrastructure or conveyance constraints; and
 Applicable dry-year hydrologic assumptions.

Using these inputs, the model estimates how available supplies are expected to change during the Assessment Year and whether those supplies are sufficient to meet projected demands. The model also evaluates how current and projected demands affect available supplies over a longer planning period, accounting for the combined effect of supply availability, customer demand, storage conditions, and infrastructure limitations. The model then estimates the number of years of available water supply remaining under the input conditions. The model results help determine whether the City should remain in normal operations or consider implementation of WSCP response actions based on projected nearterm availability and the City’s estimated years of available supply.

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2026 Water Supply and Demand Assessment
4 II. DECISION MAKING PROCESS & ASSESSMENT METHODOLOGY
Annual Decision-Making Process
The City evaluates water supply reliability annually by reviewing current water supply conditions, recent water use trends, anticipated demands, source-specific availability, infrastructure constraints, and projected years of available water supply. The annual assessment considers both the volume of water available from each source and the City’s ability to physically divert, convey, treat, and deliver that water to customers.

The City uses its Water Projection Model to synthesize these inputs and to evaluate whether projected supplies are sufficient to meet anticipated demands during the Assessment Year. The model also evaluates how projected demands affect available supplies over a longer planning period and estimates the number of years of available water supply remaining under the input conditions. This information helps determine whether the City is expected to remain in normal operations or whether WSCP response actions may be needed.

The City’s decision-making process for reviewing water supply availability and demand generally includes the following steps:
 Review current reservoir storage, precipitation, and hydrologic conditions;  Review recent potable and non-potable water use data;  Estimate Assessment Year unconstrained demand using recent demand patterns, current population estimates, and seasonal use trends;
 Quantify available Assessment Year supplies from Nacimiento Reservoir, Salinas Reservoir, Whale Rock Reservoir, recycled water, and groundwater, as applicable;  Account for infrastructure capabilities and plausible constraints, including temporary or longterm delivery limitations;  Use the Water Projection Model to evaluate projected supply availability, projected demand, and estimated years of available water supply;
 Compare projected monthly supply and projected monthly unconstrained demand;  Identify any projected monthly or annual shortage;
 Determine the applicable shortage level and City WSCP stage, if any; and  Identify planned shortage response actions, if needed.

Key Data Inputs
The City uses locally applicable data inputs to evaluate water supply reliability. These inputs inform the City’s Water Projection Model and source-specific Assessment Year assumptions. The model uses these inputs to assess near-term water supply availability, compare projected supply and demand, estimate the number of years of available water supply remaining, and determine whether projected conditions may require WSCP response actions.

Assessment Data Inputs and Use Criteria
Data Input Use in Assessment
Reservoir storage and precipitation conditions Used to understand current supply conditions and near-term operational flexibility.

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2026 Water Supply and Demand Assessment
5 Nacimiento Reservoir entitlement and delivery
capacity
Used to estimate available Nacimiento supply
during the Assessment Year.

Salinas and Whale Rock safe annual yield Used to estimate reliable annual supply from the City’s local surface water reservoirs.

Recycled water production and use Used to estimate non-potable supply, nonpotable demand, and potable demand offsets.

Groundwater project status Used to determine whether groundwater should be included as an available Assessment Year
supply.

Recent potable water use Used to estimate Assessment Year unconstrained potable demand.

Customer class demand patterns Used to distribute projected demands by customer category and month.

Population estimates Used to evaluate per-capita water demand and inform demand projections.

Infrastructure capabilities and constraints Used to determine whether physically available water can be conveyed, treated, and delivered.

City WSCP shortage stages Used to determine whether projected supply conditions would trigger shortage response
actions.

Dry-Year Assessment Assumptions
This assessment evaluates the City’s water supply reliability for the upcoming Assessment Year under a dry-year planning condition, consistent with California Water Code Section 10632.1. Because the Assessment Year is in the future, projected demands and available supplies are not based on measured Assessment Year conditions. Instead, the City uses current-year water use information, historical and seasonal demand patterns, current reservoir storage, known infrastructure constraints, and dry-year planning assumptions to estimate whether available supplies would be sufficient during the upcoming year if dry conditions occur.

The dry-year planning condition is intended to provide a conservative operational test of the City’s nearterm water supply reliability. It is not intended to forecast the most likely hydrologic outcome. Rather, it evaluates whether the City would have sufficient supplies to meet projected demand during the Assessment Year under warmer and drier conditions that may increase seasonal water use and reduce source availability.

Potable and non-potable recycled water are evaluated separately within this report because they are served by different supplies and have different operational limitations. Potable demands are evaluated against available potable supplies from Nacimiento Reservoir, Salinas Reservoir, Whale Rock Reservoir, and groundwater (when available). Recycled water demands are evaluated against non-potable recycled water supplies available for approved uses and are not assumed to be served by potable water supplies.

Demand Projection Methodology
This assessment uses two different types of demand information: Current Year demand information and Assessment Year demand projections.

The Current Year is defined as July 1, 2025 through June 30, 2026. Current Year demand information is based primarily on actual metered water use available up to the time of report preparation. Actual water use data was available for July 2025 through April 2026, and water use for May and June 2026 was

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2026 Water Supply and Demand Assessment
6 estimated. Current Year demand information is used to describe recent water use conditions and to help inform the Assessment Year projection, but it is not the demand period used for the shortage determination.

The Assessment Year is defined as a forward-looking dry-year scenario covering the period from July 1, 2026 through June 30, 2027. Because the Assessment Year is in the future, Assessment Year unconstrained demand is projected rather than measured. Potable and non-potable recycled water demands are projected separately because they are served by different water supplies and have different operational limitations.

Assessment Year potable demand was developed by applying a one percent population increase and a ten percent increase in per-capita water demand to current year water demands. The population increase is intended to account for expected near-term growth, while the ten percent increase in percapita demand is intended to account for higher irrigation and other customer demands that may occur during abnormally dry conditions. This method provides a reasonable near-term estimate of potable water demand for an upcoming single dry year.

Assessment Year non-potable recycled water demand was projected separately for the purposes of this report. Consistent with the City’s recycled water planning assumptions, recycled water demand was increased by 10 acre-feet per year to reflect anticipated growth in recycled water use over a single year.

Staff also applied a ten percent dry-year adjustment to projected recycled water demand to account for expected increases in irrigation demand during warmer and drier conditions. This approach recognizes that recycled water demand is largely seasonal and irrigation-driven, while also maintaining the distinction between recycled water use and potable water demand.

Supply Projection Methodology
For this report, Assessment Year available supply was determined by source. The City’s primary potable supplies are Nacimiento Reservoir, Salinas Reservoir, and Whale Rock Reservoir. Recycled water is used as a non-potable supply for irrigation and construction purposes and offsets potable demand where recycled water service is available. Groundwater is being developed as a future supplemental potable supply but is not assumed to be available during the Assessment Year.

Because the Assessment Year is evaluated as a dry-year planning condition, available supplies were estimated based on source-specific dry-year availability, current reservoir storage, known infrastructure limitations, and modeled supply reliability where applicable. These assumptions inform the City’s Water Projection Model, which evaluates whether projected supplies are sufficient to meet projected demands and estimates the number of years of available water supply remaining under the input conditions.

For long-term water supply planning, the City’s General Plan and WWE include a policy-based reduction of 500 acre-feet from available supplies to account for future siltation losses at Salinas and Whale Rock reservoirs. That reduction is appropriate for long-term planning because it helps ensure that development approved today does not rely on reservoir storage capacity that may be lost to siltation over time. This annual assessment serves a different purpose because it forecasts near-term supply reliability for the July 2026 through June 2027 Assessment Year, rather than long-term supply availability for future development. For that reason, this assessment does not apply the General Plan’s policy-based 500 acre-foot reduction as a separate deduction from Assessment Year available supply. Instead, the City evaluates the near-term effect of siltation through source-specific modeling and current reservoir capacity information. The safe annual yield model has been updated with the most recent bathymetric studies for Salinas Reservoir and Whale Rock Reservoir to ensure that the best available data are used

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San Luis Obispo City CouncilJune 16, 2026

San Luis Obispo City Council
June 16, 2026