San Luis Obispo City Council
June 16, 2026

DRAFT
2025 Urban Water Management Plan
69 9.11.4 MWELO, Landscape Water Budgets, and CII Water Use Landscape water use remains an important focus of the City’s demand management program. The City implements water-efficient landscape requirements through the plan review process for new development.

These requirements help reduce irrigation demand by requiring efficient irrigation systems, appropriate plant selection, water budgets, and landscape documentation for applicable projects. Landscapes adhering to MWELO irrigation requirements are estimated to use 80 percent less water than traditional landscapes.

For its existing customer base, the City is developing and implementing landscape water budgets for City parks, recycled water sites, and selected CII properties with dedicated irrigation meters. These budgets will help identify customers that are over budget and allow the City to offer assistance to improve irrigation system performance and management.

Additionally, staff are in the beginning stages of drafting a plan to support the community with the State of California’s Non-Functional Turf Irrigation Ban. This state-mandated regulation is anticipated to reduce irrigation demand for existing CII accounts as restrictions on the use of potable water for irrigating nonfunctional turf are phased in beginning in 2027. The non-functional turf restrictions apply to turf that is ornamental and not regularly used for recreation, civic, or community purposes. The restrictions do not prohibit irrigation of functional turf, such as sports fields, school fields, picnic areas, or other turf areas regularly used for recreation or public gathering, and they do not prohibit irrigation of trees or other non-turf plantings. The restrictions also apply only to potable water irrigation and do not prohibit the use of recycled water where recycled water service is available and otherwise authorized. The City’s implementation approach is expected to include identification of potentially affected properties, communication with CII customers and large landscape customers, stakeholder meetings, direct mail or electronic notices, customer assistance, and coordination with related City programs. Where necessary, the City may also coordinate with urban forestry, stormwater, sustainability, and regional water conservation partners to support turf conversion, climate-ready landscaping, tree preservation, green infrastructure, and irrigation scheduling training. These efforts are intended to help customers comply with State requirements while reducing potable irrigation demand and supporting broader community sustainability goals.

9.12 Planned Demand Management Measures and Performance Tracking The City will continue implementing demand management measures to support long-term water supply reliability, reduce avoidable water waste, and comply with evolving State water use efficiency requirements.

Planned demand management efforts include all of the City’s current DMMs, with additional measures as the City completes its AMI implementation.

The City’s planned conservation efforts are informed by the 2023 Water Conservation and Efficiency Plan, which evaluated long-term conservation measures using the Alliance for Water Efficiency Conservation Tracker Tool. The plan evaluated water savings potential, cost-effectiveness, staffing needs, available funding, and public input to identify a practical water conservation program that could be implemented using available City resources. The plan emphasizes conservation as one of the City’s most cost-effective tools for meeting current and future water needs while reducing pressure on water supplies, treatment facilities, and distribution infrastructure.

Over the first 5-year UWMP planning period (2026-2030), the City expects to focus on measures that improve both customer water use efficiency and the City’s ability to understand and manage demand.

These efforts may include continued deployment of AMI, expanded use of customer water use data, refinement of conservation review procedures, implementation of landscape water budgeting tools, updated rebate and complimentary device programs, continued water loss reporting, and development of customer support programs related to CII water use efficiency and non-functional turf restrictions.

The City’s conservation program planning also identifies several near-term priorities related to new State requirements, including Urban Water Use Objective reporting, water loss reporting, CII best management practices, disclosable building water use data requests, large landscape tracking, and non-functional turf implementation. These efforts are expected to require continued coordination among Water Resources, Utility Billing, Water Distribution, recycled water staff, Community Development, Sustainability, Urban

DRAFT
2025 Urban Water Management Plan
70 Forestry, Stormwater, and regional conservation partners.

The City will also continue to track program effectiveness using performance measures. Key performance indicators may include:

1. Monthly Citywide GPCD and residential GPCD;

2. Monthly water use for high-use CII and residential properties;

3. Monthly water use for CII dedicated irrigation meters, large landscapes, and disclosable buildings;

4. Actual urban water use compared with the calculated Urban Water Use Objective;

5. Estimated real water losses in gallons per connection per day; and

6. Participation in workshops, programs, rebates, and complimentary device offerings.

These performance indicators will help the City evaluate whether conservation measures are effective, identify customers or sectors that may benefit from additional outreach or technical assistance, support State reporting requirements, and guide future program adjustments. Performance tracking will become increasingly important as AMI implementation progresses and more detailed customer water use data becomes available.

9.13 Relationship to Water Supply Reliability and Shortage Planning The City’s demand management measures support both long-term water supply reliability and short-term shortage response. During normal conditions, conservation programs reduce avoidable demand, improve customer water use efficiency, reduce system losses, and help preserve stored supplies. These ongoing savings support the demand projections and supply reliability analysis presented in Chapters 4 and 7.

Demand management measures also provide a foundation for the City’s Water Shortage Contingency Plan.

Programs such as water waste enforcement, customer outreach, high-use customer review, irrigation efficiency support, recycled water use, and landscape water budgeting can be expanded or intensified during shortage conditions. This allows the City to build upon existing programs rather than creating entirely new response measures during a drought or emergency.

The 2023 Water Conservation and Efficiency Plan distinguishes the City’s ongoing conservation efforts from demand reduction measures identified in the WSCP by explaining that the conservation plan identifies actions the City will take to conserve water on an ongoing basis, while the WSCP identifies actions that may be implemented in response to various degrees of drought or water shortage. This distinction is important because long-term conservation helps reduce baseline demand, while the WSCP provides the staged response framework needed when additional temporary reductions are necessary.

CHAPTER 10: ADOPTION, SUBMITTAL, AND IMPLEMENTATION

10.1 Introduction
This chapter documents the City’s process for public review, adoption, submittal, and implementation of the 2025 UWMP and the 2025 WSCP. The UWMP Act requires urban water suppliers to provide notice, make the plan available for public inspection, hold a public hearing, adopt the plan, submit the adopted plan to the California Department of Water Resources, and make the adopted plan available for public review.

The City prepared the 2025 UWMP and 2025 WSCP in accordance with the Urban Water Management Planning Act, applicable provisions of the California Water Code, and DWR’s 2025 UWMP Guidebook.

Documentation of the City’s notice, public hearing, adoption, and submittal process is included in Appendix C.

10.2 Notice of Plan Preparation and Agency Coordination California Water Code section 10621(b) requires an urban water supplier, at least 60 days before the public

DRAFT
2025 Urban Water Management Plan
71 hearing on the plan, to notify any city or county within which the supplier provides water that the supplier is reviewing the plan and considering amendments or changes. The City provided the required notice to applicable agencies before the public hearing. This notice is provided in Appendix C.

10.3 Public Review Draft and Availability for Public Inspection California Water Code section 10642 requires an urban water supplier to encourage active involvement of diverse social, cultural, and economic elements of the population within the service area before and during preparation of the plan. The section also requires the supplier to make the plan available for public inspection and hold a public hearing before adoption.

The City made the Public Review Draft of the 2025 UWMP and WSCP available for public inspection before the public hearing. The Public Review Draft was made available on June 1, 2026, through the City’s website at www.slocity.org and the Utilities Branch’s website at https://www.slocity.org/government/departmentdirectory/utilities-department.

The City provided notice of the public hearing in accordance with Water Code section 10642 and applicable noticing requirements. The public hearing notice identified the date, time, and location of the hearing and the availability of the Public Review Draft.

Notice of the public hearing was published in [INSERT PUBLICATION] on [INSERT DATE(S)].

Copies of the public hearing notice and proof of publication are included in Appendix C.

10.4 Public Hearing and Adoption
The City provided opportunities for public participation and comments on the 2025 UWMP development at a City Council public hearing on June 16, 2026. The City further encouraged involvement of the public through its website, social media posts, and two public notices. Two public hearing notifications were published in The New Times (the local area newspaper). A copy of the published notices are included in Appendix C. The hearing process provided an opportunity for City water users and interested parties to become familiar with the UWMP and ask questions regarding the City’s water resources and long-term planning efforts. The process also allowed the public to provide comments regarding the City’s continued efforts to maintain a reliable, safe, and high-quality water supply.

The City Council held a public hearing on June 16, 2026, to receive public comments and consider adoption of the 2025 UWMP and WSCP. During the public hearing, the City Council considered the adoption of the 2025 UWMP and the 2025 WSCP, while receiving and filing the Annual Water Supply and Demand Assessment. Following the public hearing, the City Council adopted the 2025 UWMP by Resolution No. ______ and the WSCP by Resolution No. ______.

The adopted resolution for the UWMP is included in Appendix C, while the adopted resolution for the WSCP can be found in Appendix H.

10.5 Submittal of Adopted UWMP and WSCP
Following adoption, the City will submitted the adopted 2025 UWMP, WSCP, standardized tables, and required supporting documentation to DWR through the WUEdata Portal. DWR requires 2025 UWMPs and WSCPs to be submitted within 30 days of adoption and no later than July 1, 2026.

California Water Code section 10644 also requires submittal of the adopted UWMP and WSCP to the California State Library and to applicable cities and counties within 30 days after adoption.

Table 10-1: Required Post-Adoption Submittals provides comprehensive documentation of all UWMP and WSCP submittal requirements.

DRAFT
2025 Urban Water Management Plan
72 TABLE 10-1: REQUIRED POST-ADOPTION SUBMITTALS
Requirement Recipient/Location Required Timing Date Submitted Method Submit
Adopted
UWMP and
WSCP
California Department of
Water Resources
Within 30 days after
adoption and no later
than July 1, 2026
[TO BE ADDED
AFTER ADOPTION]
Online via
DWR’s
WUEdata Portal
Submit
adopted
UWMP and
WSCP
California State Library Within 30 days after
adoption
[TO BE ADDED
AFTER ADOPTION]
Submitted in
accordance with
State Library
filing
requirements
Submit
adopted
UWMP and
WSCP
County of San Luis
Obispo
Within 30 days after
adoption
[TO BE ADDED
AFTER ADOPTION] Email / Web Link
Make adopted
UWMP and
WSCP
available for
public review
Online at www.slocity.org
and printed at 879 Morro
Street, San Luis Obispo
Within 30 days after
filing with DWR
[TO BE ADDED
AFTER ADOPTION]
Posted online
and made
available for
review at 879
Morro Street,
San Luis Obispo

10.6 Public Availability After Filing
California Water Code section 10645 requires an urban water supplier, not later than 30 days after filing a copy of its plan with DWR, to make the plan available for public review during normal business hours. After filing the adopted 2025 UWMP and WSCP with DWR, the City will make the adopted documents available for public review.

The adopted 2025 UWMP and WSCP will be made available on the City’s website at www.slocity.org and during normal business hours at the Public Works and Utilities Department, Utilities Branch Administrative Office at 879 Morro Street in San Luis Obispo, California. Because this action occurs after adoption and filing with DWR, the final public availability date will be documented after filing is complete.

10.7 Plan Implementation
Implementation of the 2025 UWMP is the responsibility of the City’s Public Works and Utilities Department, Utilities Branch. Key staff responsible for overseeing implementation include the Director of Public Works and Utilities, Assistant Director of Utilities, Deputy Director of Utilities (Water), and Water Resources Program Manager.

The UWMP is intended to serve as an ongoing water resources planning and management document that supports long-term water supply reliability, regulatory compliance, infrastructure planning, and drought preparedness. Information contained in the UWMP will be used to support future water resource planning efforts, infrastructure investment decisions, environmental review processes, and ongoing evaluation of water supply and demand conditions.

Annual updates regarding UWMP implementation, water supply conditions, and other water resource issues are provided to the City Council as part of the City’s annual Water Supply and Demand Assessment in accordance with the General Plan WWE Policy A5.3.1, and applicable California regulations. Additional water supply planning and operational information is also documented in the City’s annual Water Supply and Demand Assessment documents provided in Appendix F.

DRAFT
2025 Urban Water Management Plan
73 California Water Code section 10643 requires an urban water supplier to implement the plan adopted pursuant to the UWMP Act in accordance with the schedule set forth in the plan. The City will implement the 2025 UWMP through the water supply planning, demand management, water shortage planning, and reporting actions described in this plan.

Implementation actions include continued monitoring of water supply conditions, preparation of Annual Water Supply and Demand Assessments, implementation of the WSCP when needed, implementation of demand management measures, continued water loss reporting, recycled water planning, groundwater project implementation, and future UWMP updates as required by the UWMP Act.

10.8 Amendments to the Adopted Plan
The UWMP Act allows an adopted UWMP to be amended. If the City amends the 2025 UWMP or WSCP after adoption, the City will follow the applicable Water Code requirements for notice, public hearing, adoption, submittal, and public availability.

The City may amend the UWMP or WSCP if significant changes occur in water supply availability, demand projections, regulatory requirements, infrastructure conditions, land use assumptions, shortage response actions, or other planning factors.

DRAFT
2025 Urban Water Management Plan
74 APPENDICES
Appendix A – DWR Standardized Submittal Tables
No
Volume of
Water Supplied
2025
(AF)
4010009 City of San Luis Obispo 17,297 5,120
17,297 5,120
NOTES: Volume of water supplied includes potable water and recycled water.

Submittal Table 2-1 Retail: Public Water Systems
Total
Add additional rows as needed
DWR NOTES:

Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Table 2-3.

Has there been a change in the number of affiliated Public Water Systems since the 2020 UWMP? (OPTIONAL)
Public Water System
Number
Public Water System
Name
Number of Municipal
Connections 2025
Water Supplier is also a member of a
SB X7-7 Regional Alliance
NOTES:

Name of Regional Alliance or
RUWMP (Drop Down List)
Submittal Table 2-2: Plan Identification
Select
One or
Both
Type of Plan
Individual UWMP
Regional Urban Water Management Plan
(RUWMP)

DRAFT
2025 Urban Water Management Plan
75 Supplier is a wholesale supplier
Supplier is a retail supplier
UWMP Tables are in calendar years
UWMP Tables are in fiscal years
Unit AF
Submittal Table 2-3: Supplier Identification
Type of Supplier (select one or both)
Fiscal or Calendar Year (select one)
If using fiscal years provide month and date that the fiscal year begins (mm/dd)
Units of measure used in UWMP
(Select from the drop down list).
7/1
DWR NOTES:

Units of measure (AF, CCF, MG) must remain consistent
throughout the UWMP as reported in Submittal Table 2-3.

NOTES:

Submittal Table 2-4 Retail: Water Supplier Information Exchange Water Code Section 10631(h)
The retail Supplier has informed the following wholesale supplier(s) of projected water use in accordance with Water Code Section 10631 (h).

Wholesale Water Supplier Name
Add additional rows as needed
San Luis Obispo County
NOTES:
10631(h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available.

DRAFT
2025 Urban Water Management Plan
76 2025 2030 2035 2040 2045 2050(opt)
49,849 53,934 57,200 60,118 63,184 66,407
Submittal Table 3-1 Retail: Population - Current and Projected Water Code Section 10631(a)
Population
Served
NOTES: Population data for 2025 from State of California, Department of Finance, E-5 Population and Housing Estimates for Cities, Counties and the State. Population for 2030 and 2035 are based on City of San Luis Obispo General Plan Build Out Projections. Population for 2040, 2045, and 2050 is developed utilizing a 1% annual growth rate from from City 2035 build out population of 57,200.

Use Type
Volume
(AF)
Single Family Potable 1,917
Multi-Family Potable 1,193
Landscape Potable 306
Commercial Potable 944
Institutional/Governmental Potable 32
Industrial Potable 57
Distribution System Water Loss Potable 384
Landscape Recycled Water Non-Potable 243
Landscape Recycled Water - Golf Course Non-Potable 33
Commercial Recycled Water - Construction Non-Potable 12 Institutional/Governmental Recycled Water - Utilities Non-Potable 0 4833
288
Total 5,120
Submittal Table 4-1 Retail: 2025 Actual Total Uses for Potable and Non-Potable Water Water Code Section 10631(d)(1)
NOTES:

DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3. 2025 Actual Water Use
Add additional rows as needed
Level of Treatment
When Delivered
(OPTIONAL)
Drop down list
Additional Description
(as needed)
Drop down list
May select each use multiple times
These are the only use types that will be
recognized by the WUEdata online submittal tool
Subtotal Potable
Subtotal Non-Potable

DRAFT
2025 Urban Water Management Plan
77 Use Type
2030 2035 2040 2045 2050 (opt)
(AF) (AF) (AF) (AF) (AF)
Single Family Potable 2,804 2,973 3,125 3,285 3,452
Multi-Family Potable 1,744 1,850 1,944 2,043 2,148
Landscape Potable 447 474 498 523 550
Commercial Potable 1,381 1,464 1,539 1,617 1,700
Institutional/Governmental Potable 84 89 93 98 103
Industrial Potable 47 50 52 55 58
Distribution System Water Loss Potable 562 596 627 659 692 Landscape Recycled Water Non-Potable 293 343 393 443 493 Landscape Recycled Water - Golf Course Non-Potable 33 33 33 33 33 Commercial Recycled Water -
Construction
Non-Potable 12 12 12 12 12
Institutional/Governmental Recycled Water - Utilities Non-Potable 0.02 0.02 0.02 0.02 0.02 7,068 7,496 7,879 8,281 8,703
338 388 438 488 538
7,406 7,884 8,317 8,768 9,241
NOTES:

Total
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3.

Subtotal Non-Potable
Subtotal Potable
Add additional rows as needed.

Drop down list
May select each use multiple times
These are the only Use Types that will be
recognized by the WUEdata online submittal tool
Additional Description
(as needed) Level of Treatment
When Delivered
(OPTIONAL)
Drop down list
Submittal Table 4-2 Retail: Total Uses of Potable, and Non-Potable Water - Projected Water Code Section 10631(d)(1)
Projected Water Use
(Report To the Extent that Records are Available) Are Future Water Savings Included in Projections? (Refer to Appendix K of UWMP Guidebook)
Drop down list (y/n)
No
If "Yes" to above:

State the section or page number, in the cell to the right, where citations of the codes, ordinances, or otherwise are utilized in demand projections are found.

OPTIONAL Suppliers may complete Optional Submittal Table 4-4 R to quantify the expected savings.

Are Lower Income Residential Demands Included In Projections? (Refer to Appendix K of UWMP Guidebook)
Drop down list (y/n)
Yes
OPTIONAL If the method for accounting Lower Income Residential Demands has been included, provide page number where this accounting can be found. (An example is included in Appendix K.)
Submittal Table 4-3 Retail: Inclusion in Water Use Projections Water Code Section 10631 (a), 10631 (d)(4)(A), and 10631 (d)(4)(B) NOTES:

DRAFT
2025 Urban Water Management Plan
78 Public Water System ID #
Reported in Table 2-1 R Reporting Period
Submitted to DWR Water
Loss Audit Program
(yes/no)
2020 (CY) Yes
2021 (CY) Yes
2022 (CY) Yes
2022-23 (FY) Yes
2023-24 (FY) Yes
2024-25 (FY) Yes
Submittal Table 4-5 Retail: Water Loss Audit Reporting
Water Code Section 10631(d)(3)(A)
DWR NOTES: Suppliers will provide a link to the WUEdata submittals of their Water Loss Audit Reports.

NOTES: The City submitted annual water loss audits on a calendar-year basis for 2020, 2021, and 2022. Beginning with the 2022-23 reporting period, the City transitioned to fiscal-year water loss audits to align with the City’s UWMP reporting basis and other water supply planning documents. As a result, six audit periods are shown in this table rather than five. Including all six audits provides continuous coverage of the most recent five-year period while documenting the City’s transition from calendar-year to fiscal-year reporting.

Report submittal status for all five years for each Public Water System as available.

Add rows as needed
CA-4010009
Volume of Total Real
Loss (from AWWA Water Loss Audit)
Volume of Total
Apparent Loss
(from AWWA Water
Loss Audit)
(AF)
(AF)
CA-4010009 Yes 17.7
Gallons per
Service
Connection per
Day (GPSCD)
17101 561.863 29.3 8.2
Gallons per
Service
Connection per
Day (GPSCD)
17101 89.98 4.7
Submittal Table 4-6 Retail: Progress Towards 2028 Water Loss Standard Water Code Section 10631(d)(3)(C)
Public Water
System ID #
Reported in
Submittal Table 2-
1 R
Did the Water Board Calculate a Water
Loss Standard for this Public Water
System? (y/n)
If no, Supplier will not complete this
row.

Real Water Loss Apparent Water Loss
State Water Board Standard Most Recent AWWA Water Loss Audit Real Water
Loss Per Unit
per Day
State Water Board Standard Most Recent AWWA Water Loss Audit Apparent Water
Loss Per Unit per
Day
2028 Real Water Loss
Standard per Unit per
day
Units for Real Water Loss
Drop down list
Number of Units
(Connections or Miles corresponding with units selected) 2028 Apparent Water Loss Standard
per Unit per Day
Units for
Apparent Water
Loss
Number of
Connections
Add additional rows as needed.

Water Board's Calculated Water Loss Standards
DWR NOTES: Units of measure (AF, CCF, MG) for Water Loss MUST remain consistent with units reported in Submittal Table 2-3. The units reported in Submittal Table 2-3 are used in this table's calculations.

NOTES:

DRAFT
2025 Urban Water Management Plan
79 Actual 2025 GPCD
(From SB X7-7
Compliance Form)
Did Supplier meet
the 2020 Target in
2025?
No Individual
Target
117 94 Yes NA
DWR NOTES:

Suppliers calculating a 2025 GPCD will need to complete and submit SB X 7-7 Compliance Tables to verify the use of SB X7-7 Methodologies.

Suppliers that were part of a merger or consolidation since 2020 see Chapter 5 and Appendix P for guidance.

NA=Not Applicable NOTES:

Submittal Table 5-1 Retail: SB X7-7 2020 Target Progress Water Code Section 10608.40
Check the box if the Supplier was not an Urban Water Supplier during or before the 2020 UWMP reporting cycle.

Proceed to the next table.

Was Supplier part
of a merger or
consolidation since
2020?
Regional
Alliance Target
or Individual
Target?
Drop down list
2020 Target
Actual 2020
GPCD
Did Supplier
Achieve Targeted
Reduction for
2020?
Only for suppliers that did not meet
the Target in 2020
See DWR NOTES below.
2021 2022 2023 2024 2025
(AF) (AF) (AF) (AF) (AF)
0 0 0 0 0
Add additional rows as needed
Submittal Table 6-1 Retail: Groundwater Volume Pumped
Water Code Section 10631(4) and 10631(4)(c)
DWR NOTES:

Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3.

NOTES
Total
Check the box if the Supplier does not pump groundwater.

Proceed to the next table.

Check the box if all or part of the groundwater described below is desalinated. (OPTIONAL) Groundwater Type
Drop Down List
May use each category
multiple times
Water Type
(OPTIONAL)
Drop down list
Location or Basin Name

DRAFT
2025 Urban Water Management Plan
80 100%
100%
Volume of
Wastewater
Collected from
UWMP Service
Area 2025
(AF)
City of San Luis Obispo Metered 4,488
San Luis Obispo WWTP, Place
ID 255380
Yes
4,488
Check the box if there is no wastewater collection system.

Proceed to the next table.

NOTES:

Submittal Table 6-2 Retail: Wastewater Collected Within Service Area in 2025 Water Code Section 10633(a)
Percentage of 2025 service area population served by wastewater collection system (OPTIONAL)
Percentage of 2025 service area served by wastewater collection system (OPTIONAL)
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3.

Additional Guidance. See Appendix M, Section M.21 for detailed guidance on this table.

Wastewater Collection Recipient of Collected Wastewater Total Wastewater Received from UWMP
Service Area in 2025:

Wastewater
Volume
Metered or
Estimated?

OPTIONAL
Drop Down List
Name of Wastewater
Treatment Plant (WWTP) and
Place ID Number
Drop down list
Is WWTP
Located Within
UWMP Area?
Drop Down List
Add additional rows as needed
Name of Wastewater
Collection Agency Volume Volume Volume Volume Volume
(AF) (AF) (AF) (AF) (AF) (AF) (AF)
San Luis Obispo WWTP, Place ID
Yes 4488 4,488 Tertiary 288 Tertiary 2408 Tertiary 1792 4,488 4,488 288 0 2,408 1,792 0
2025 Outcomes of Treated Wastewater
Check the box if no wastewater is treated or disposed of within the UWMP service area.

Proceed to the next table.

Does This
Plant Treat Wastewater
Generated
Outside the
UWMP Service
Area?
(OPTIONAL)
Drop down list
Wastewater
Treatment Plant
Name and Place ID
Number
Drop down list
Treatment
Level
Drop down list
Treatment
Level
Drop down list
Treatment
Level
Drop down list
Treatment
Level
Drop down list
Treatment
Level
Drop down list
Name of other
entity
Total 2025
Volume of Water
Treated
NOTES:

Total
2025 Volume
of Wastewater
Received from
UWMP Service
Area
(As Reported
in Submittal
Table 6-2 R )
Water Recycled Within
UWMP Service Area
(enter data as applicable)
Submittal Table 6-3 Retail: Wastewater Treatment and Outcomes Within UWMP Service Area in 2025 Water Code Section 10633(a) DWR NOTES:

Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3.

IPR: Indirect Potable Reuse would have the treatment level of its end use requrement in the Level of Treatment drop-down.

Additional Guidance. See Appendix M, Section M.21 for detailed guidance on this table.

Water Recycled Outside
of UWMP Service Area
(enter data as applicable)
Effluent Discharge that
is not a Permitted
Recycled Water Use
(enter data as applicable)
Required Discharge for
Instream Flow
(enter data as applicable)
Delivered to Another Entity for Additional
Treatment
(enter data as applicable)
Add additional rows as needed

DRAFT
2025 Urban Water Management Plan
81 2025 2030 2035 2040 2045 2050 (opt)
(AF) (AF) (AF) (AF) (AF) (AF) Volume Narrative page number (OPTIONAL)
Landscape irrigation (exc golf
courses) Non-Potable General Landscape Irrigation Use
243 293 343 393 443 493 0
Golf course irrigation Non-Potable Golf Course Irrigation 33 33 33 33 33 33 0 Commercial use Non-Potable Construction Water 12 12 12 12 12 12 0 Other (Description Required) Non-Potable Water/Sewer Utility Use 0 0 0 0 0 0 0 288 338 388 438 488 538 0 0
Check box if recycled water is not used and is not planned for use within the service area of the supplier. The supplier will only complete the column on "Potential Recycled Water Use" and submit an accompanying narrative on the feasibility of that potential recycled water use.

Submittal Table 6-4 Retail: Recycled Water Direct Beneficial Uses Within Service Area Water Code Section 10633 (c)(e)
Total
Use Type
Drop down list
Water Type
(after treatment if
treated)
(OPTIONAL)
Drop down list
Additional Information
(as needed)
Potential Recycled Water Use
Add additional rows as needed
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3.

Additional Guidance. See Appendix M, Section M.21 for detailed guidance on this table.

Potential recycled water use - a description of the feasibility of these uses must be included in the narrative.

Multiple Producers: If you have multiple recycled water producers, submit a separate table for each.

NOTES: Potential recycled water use volumes are represented as "0" in column J, as projected growth is included in volumes listed for 2025, 2030, 2035, 2040, 2045, and 2050.

San Luis Obispo WWTP, Place ID 255380
City of San Luis Obispo
Name(s) of Facility/ies Producing (Treating) the Recycled Water (OPTIONAL) :

Name of Supplier Operating the Recycled Water Distribution System (OPTIONAL) :

Supplemental Water Added in 2025 (volume) Include units (OPTIONAL) :

Source of 2025 Supplemental Water (OPTIONAL) :
2020 Projection
for 2025
2025 Actual
Use
(AF) (AF)
410 243
10 33
25 12
0 0
445 288
NOTES: Commercial use is water used for dust control and compaction on construction sites. Other is water used by Utilities Department.

Total
DWR NOTES:

Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure reported in Submittal Table 2-3 Additional Guidance. See Appendix M, Section M.21 for detailed guidance on this table.

Use Type
Drop Down list
Golf course irrigation
Commercial use
Other (Description Required)
Submittal Table 6-5 Retail: 2020 UWMP Recycled Water Use Projection Compared to 2025 Actual
Water Code Section 10633 (e)
Check the box if recycled water was not used in 2025 nor previously projected for use in 2020.

Proceed to the next table.

Add additional rows as needed
Landscape irrigation (exc golf courses)

DRAFT
2025 Urban Water Management Plan
82 Expected Increase in Recycled
Water Use
(AF)
Mandatory Use Ordinance Ordinance requiring use if developing within an area that can be served recycled water 250
Sale of Seasonal Surplus Under Study
Potable Reuse Under Study
(AF) 250
250
NOTES: The City has an adopted policy that that has been in place since it began utilizing recycled water requiring recycled water to be utilized for new developments if it is available for use in the specific area. It is estimated that this ordinance will continue to increase recycled water demand by 250 acre-feet through 2050. The City is in ongoing discussions with multiple parties related to the sale of surplus recycled water for agricultural or environmental use, which could equal approximately 500 acre-feet per year. The volume of expected increases would be dependent upon contract terms. The City is also continually examining the feasibility of potable reuse, volumes associated with such use would depend upon whether the City pursued groundwater recharge or direct potable reuse. A groundwater recharge project could utilize up to 1,000 acre-feet of water per year. Values for potable reuse and surplus sales are not included as these projects are uncertain.

Submittal Table 6-6 Retail: Methods to Encourage Future Recycled Water Use Water Code Section 10633 (f)
Check the box if the Supplier does not plan to expand recycled water use in the future. Supplier will not complete the table below but will provide narrative explanation.

Provide page location of narrative in the UWMP
Add additional rows as needed
Total
Name of Action Description
Unit Conversion to AF
Planned Implementation
Year
2006
Unknown
Unknown
51-52
(AF)
Groundwater Program No Potable 2028 All Year Types 50-700 Recycled Water
Expansion
No Non-Potable 2026 Single-Dry Year 10 AF/Year
Additional Description
(as needed)
Water Type
(after treatment
if treated)
(OPTIONAL)
Drop Down list
Planned for Use
in Year Type
Drop Down List
NOTES:

Submittal Table 6-7 Retail: Expected Future Water Supply Projects or Programs Water Code Section 10631 (f)
DWR NOTES:

Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure reported in Submittal Table 2-3.

Check the box if some or all of the supplier's future water supply projects or programs are not compatible with this table and are described in a narrative format.

Check the box if there are no expected future water supply projects or programs that provide a quantifiable increase to the agency's water supply.

Procees to the next table.

Planned
Implementation
Year
Add additional rows as needed
Joint Project with other
suppliers? Expected
Increase in
Water Supply
to Supplier
(This may be a
range)
Provide page location of narrative in the UWMP
Name of Future
Projects or Programs Drop Down
List
(yes/no)
If Yes, Supplier Name Page 408 of 546
DRAFT
2025 Urban Water Management Plan
83 Water Supply
Actual Volume
Total Entitlement
(OPTIONAL)
See "DWR Notes" below
(AF) (AF)
Surface water (not desalinated) Salinas Reservoir Potable 2,385 Surface water (not desalinated) Whale Rock Reservoir Potable 2,448 Recycled Water Non-Potable 288
4,833 0
288 0
5,121 0
Submittal Table 6-8 Retail: Water Supplies — 2025 Actual Water Code Section 10631 (b)
2025
NOTES: While the City does have a 5,482 acre-foot per year entitlement to water from Nacimiento Reservoir, the pipeline was offline due to damage in FY 2024-25 and not used, therefore it is not represented in this table.

DWR NOTES:

Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3.

Total Entitlement: e.g. Water Right, Groundwater Allocation, Contracted Amount.

Add additional rules as needed
Total
Subtotal Potable
Subtotal Non-Potable
Drop down list
May use each category multiple
times. These are the only water
supply categories that will be
recognized by the WUEdata online
submittal tool
Additional Description
(as needed)
Water Type
(after treatment if
treated)
(OPTIONAL)
Drop Down list
Water Supply
Reasonably
Available
Volume
Total
Entitlement
(OPTIONAL)
See "DWR Notes"
below
Reasonably
Available
Volume
Total
Entitlement
(OPTIONAL)
See "DWR Notes"
below
Reasonably
Available
Volume
Total
Entitlement
(OPTIONAL)
See "DWR Notes"
below
Reasonably
Available
Volume
Total
Entitlement
(OPTIONAL)
See "DWR Notes"
below
Reasonably
Available
Volume
Total
Entitlement
(OPTIONAL)
See "DWR Notes"
below
(AF) (AF) (AF) (AF) (AF) (AF) (AF) (AF) (AF) (AF)
Purchased or Imported Water Nacimiento Potable 5,482 5,482 5,482 5,482 5,482 Surface water (not
desalinated)
Whale Rock
and Salinas
Reservoirs
Potable 4,410 4,410 4,410 4,410 4,410
Groundwater (not Potable 700 700 700 700 700
Recycled Water Non-Potable 1,296 1,296 1,296 1,296 1,296 10,592 0 10,592 0 10,592 0 10,592 0 10,592 0
1,296 0 1,296 0 1,296 0 1,296 0 1,296 0
11,888 0 11,888 0 11,888 0 11,888 0 11,888 0
2050 (opt)
Add additional rows as needed
Total
NOTES:
2030 2035 2040 2045
Subtotal Non-Potable
Subtotal Potable
DWR NOTES:

Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

Total Entitlement: e.g. Water Right, Groundwater Allocation, Contracted Amount.

Submittal Table 6-9 Retail: Water Supplies — Projected Water Code Section 10631 (b) Projected Water Supply (Report to the Extent Practicable) Drop down list May use each category
multiple times. These are the
only water supply categories
that will be recognized by the WUEdata online submittal tool
Additional
Detail on Water
Supply
Water Type
(after treatment if
treated)
(OPTIONAL)
Drop Down list

DRAFT
2025 Urban Water Management Plan
84 2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals
(autofill from Submittal
Table 6-9 R)
11,888 11,888 11,888 11,888 11,888
Use totals
(autofill from Submittal
Table 4-2 R)
7,406 7,884 8,317 8,768 9,241
Surplus/(shortfall) 4,482 4,004 3,571 3,120 2,647
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised Surplus/(shortfall)
OPTIONAL Planned WSCP Actions
Submittal Table 7-2 Retail: Normal Year Supply and Use Comparison Water Code Section 10635 (a)
NOTES:

DWR NOTES : Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.
2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals
(autofill from Submittal
Table 6-9 R)
10,592 10,592 10,592 10,592 10,592
Use totals
(autofill from Submittal
Table 4-2 R)
7,068 7,496 7,879 8,281 8,703
Surplus/(shortfall) 3,524 3,096 2,713 2,311 1,889
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised Surplus/(shortfall)
OPTIONAL Submittal Table 7-2 Retail: Normal Year Supply and Use Comparison -

POTABLE
OPTIONAL Planned WSCP Actions
NOTES:

DRAFT
2025 Urban Water Management Plan
85 2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals
(autofill from Submittal
Table 6-9 R)
1,296 1,296 1,296 1,296 1,296
Use totals
(autofill from Submittal
Table 4-2 R)
338 388 438 488 538
Surplus/(shortfall) 958 908 858 808 758
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised Surplus/(shortfall)
OPTIONAL Submittal Table 7-2 Retail: Normal Year Supply and Use Comparison -

NON-POTABLE
OPTIONAL Planned WSCP Actions
NOTES:
2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals 11,488 11,488 11,488 11,488 11,488
Use totals 7,439 7,922 8,360 8,817 9,294
Surplus/(shortfall) 4,049 3,566 3,128 2,671 2,194
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised
Surplus/(shortfall)
Submittal Table 7-3 Retail: Single Dry Year Supply and Use Comparison Water Code Section 10635(a)
OPTIONAL Planned WSCP Actions
DWR NOTES : Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES: Totals include potable and non-potable water supplies and demands.

DRAFT
2025 Urban Water Management Plan
86 2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals 10,192 10,192 10,192 10,192 10,192
Use totals 7,068 7,496 7,879 8,281 8,703
Surplus/(shortfall) 3,124 2,696 2,313 1,911 1,489
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised
Surplus/(shortfall)
OPTIONAL Submittal Table 7-3 Retail: Single Dry Year Supply and Use Comparison - POTABLE
OPTIONAL Planned WSCP Actions
DWR NOTES : Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES
2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals 1,296 1,296 1,296 1,296 1,296
Use totals 371 426 481 536 591
Surplus/(shortfall) 925 870 815 760 705
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised
Surplus/(shortfall)
OPTIONAL Submittal Table 7-3 Retail: Single Dry Year Supply and Use Comparison - NON-POTABLE
OPTIONAL Planned WSCP Actions
DWR NOTES : Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES

DRAFT
2025 Urban Water Management Plan
87 2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals 11,488 11,488 11,488 11,488 11,488
Use totals 7,439 7,922 8,360 8,817 9,294
Surplus/(shortfall) 4,049 3,566 3,128 2,671 2,194
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised
Surplus/(shortfall)
Supply totals 11,388 11,388 11,388 11,388 11,388
Use totals 7,521 8,008 8,449 8,910 9,392
Surplus/(shortfall) 3,867 3,380 2,939 2,478 1,996
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised
Surplus/(shortfall)
Supply totals 11,338 11,338 11,338 11,338 11,338
Use totals 7,603 8,095 8,540 9,005 9,491
Surplus/(shortfall) 3,735 3,243 2,798 2,333 1,847
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised
Surplus/(shortfall)
Supply totals 11,288 11,288 11,288 11,288 11,288
Use totals 7,686 8,182 8,631 9,100 9,591
Surplus/(shortfall) 3,602 3,106 2,657 2,188 1,697
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised
Surplus/(shortfall)
Supply totals 11,238 11,238 11,238 11,238 11,238
Use totals 7,770 8,271 8,723 9,197 9,691
Surplus/(shortfall) 3,468 2,967 2,515 2,041 1,547
WSCP - supply
augmentation benefit
WSCP - use reduction
savings benefit
Revised
Surplus/(shortfall)
OPTIONAL WSCP Actions Second year
Third year
Fifth year
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

OPTIONAL Planned WSCP Actions
OPTIONAL Planned WSCP Actions
OPTIONAL Planned WSCP Actions
Fourth year
NOTES:

First year
Submittal Table 7-4 Retail: Multiple Dry Years Supply and Use Comparison Water Code Section 10635(a)
OPTIONAL Planned WSCP Actions

DRAFT
2025 Urban Water Management Plan
88 2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals 10,192 10,192 10,192 10,192 10,192
Use totals 7,068 7,496 7,879 8,281 8,703
Surplus/(shortfall) 3,124 2,696 2,313 1,911 1,489
WSCP - supply augmentation
benefit
WSCP - use reduction
savings benefit
Revised Surplus/(shortfall)
Supply totals 10,092 10,092 10,092 10,092 10,092
Use totals 7,139 7,571 7,958 8,364 8,790
Surplus/(shortfall) 2,953 2,521 2,134 1,728 1,302
WSCP - supply augmentation
benefit
WSCP - use reduction
savings benefit
Revised Surplus/(shortfall)
Supply totals 10,042 10,042 10,042 10,042 10,042
Use totals 7,210 7,647 8,037 8,447 8,878
Surplus/(shortfall) 2,832 2,395 2,005 1,595 1,164
WSCP - supply augmentation
benefit
WSCP - use reduction
savings benefit
Revised Surplus/(shortfall)
Supply totals 9,992 9,992 9,992 9,992 9,992
Use totals 7,283 7,724 8,118 8,532 8,967
Surplus/(shortfall) 2,709 2,268 1,874 1,460 1,025
WSCP - supply augmentation
benefit WSCP - use reduction
savings benefit
Revised Surplus/(shortfall)
Supply totals 9,942 9,942 9,942 9,942 9,942
Use totals 7,355 7,801 8,199 8,617 9,056
Surplus/(shortfall) 2,587 2,141 1,743 1,325 886
WSCP - supply augmentation
benefit
WSCP - use reduction
savings benefit
Revised Surplus/(shortfall)
OPTIONAL Submittal Table 7-4 Retail: Multiple Dry Years Supply and Use Comparison -

POTABLE
First year
OPTIONAL Planned WSCP Actions
Second
year
OPTIONAL WSCP Actions
Third
year
OPTIONAL Planned WSCP Actions
Fourth
year
OPTIONAL Planned WSCP Actions
Fifth
year
OPTIONAL Planned WSCP Actions
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES:

DRAFT
2025 Urban Water Management Plan
89 2030 2035 2040 2045 2050 (Opt)
(AF) (AF) (AF) (AF) (AF)
Supply totals 1,296 1,296 1,296 1,296 1,296
Use totals 371 426 481 536 591
Surplus/(shortfall) 925 870 815 760 705
WSCP - supply augmentation
benefit
WSCP - use reduction savings
benefit
Revised Surplus/(shortfall)
Supply totals 1,296 1,296 1,296 1,296 1,296
Use totals 382 437 492 547 602
Surplus/(shortfall) 914 859 804 749 694
WSCP - supply augmentation
benefit
WSCP - use reduction savings
benefit
Revised Surplus/(shortfall)
Supply totals 1,296 1,296 1,296 1,296 1,296
Use totals 393 448 503 558 613
Surplus/(shortfall) 903 848 793 738 683
WSCP - supply augmentation
benefit
WSCP - use reduction savings
benefit
Revised Surplus/(shortfall)
Supply totals 1,296 1,296 1,296 1,296 1,296
Use totals 404 459 514 569 624
Surplus/(shortfall) 892 837 782 727 672
WSCP - supply augmentation
benefit WSCP - use reduction savings
benefit
Revised Surplus/(shortfall)
Supply totals 1,296 1,296 1,296 1,296 1,296
Use totals 415 470 525 580 635
Surplus/(shortfall) 881 826 771 716 661
WSCP - supply augmentation
benefit
WSCP - use reduction savings
benefit
Revised Surplus/(shortfall)
OPTIONAL Submittal Table 7-4 Retail: Multiple Dry Years Supply and Use Comparison - NON-POTABLE
First year
OPTIONAL Planned WSCP Actions
Second
year
OPTIONAL WSCP Actions
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES:

Third
year
OPTIONAL Planned WSCP Actions
Fourth
year
OPTIONAL Planned WSCP Actions
Fifth
year
OPTIONAL Planned WSCP Actions

DRAFT
2025 Urban Water Management Plan
90 Total
Total Water Use (AF) 5,661
Total Supplies (AF) 7,777
2,116
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
2,116
Total
Total Water Use (AF) 5,799
Total Supplies (AF) 11,653
5,854
WSCP - supply augmentation benefit
(AF)
0 WSCP - use reduction savings benefit (AF) 0
5,854
Total
Total Water Use (AF) 5,864
Total Supplies (AF) 11,603
5,739
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
5,739
Total
Total Water Use (AF) 5,930
Total Supplies (AF) 11,553
5,623
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
5,623
Total
Total Water Use (AF) 5,997
Total Supplies (AF) 11,503
5,506
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
5,506
2030
Surplus/Shortfall w/o WSCP Action
Surplus/Shortfall w/o WSCP Action
Surplus/Shortfall w/o WSCP Action
Revised Surplus/(shortfall)
Revised Surplus/(shortfall)
Surplus/Shortfall w/o WSCP Action
NOTES: The City reports UWMP data on a fiscal-year basis. For DWR Submittal Table 7-5, reporting years 2026 through 2030 correspond to FY 2026-27 through FY 2030-31, respectively. Each fiscal year begins July 1 and ends June 30.

DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

Submittal Table 7-5 Retail: Five-Year Drought Risk Assessment Water Code Section 10635(b)(3)
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
Surplus/Shortfall w/o WSCP Action
Revised Surplus/(shortfall)
2026
Revised Surplus/(shortfall)
2027
2028
2029 Page 416 of 546
DRAFT
2025 Urban Water Management Plan
91 Total
Total Water Use (AF) 5,355
Total Supplies (AF) 6,481
1,126
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
1,126
Total
Total Water Use (AF) 5,451
Total Supplies (AF) 10,357
4,906
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
4,906
Total
Total Water Use (AF) 5,506
Total Supplies (AF) 10,307
4,801
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
4,801
Total
Total Water Use (AF) 5,561
Total Supplies (AF) 10,257
4,696
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
4,696
Total
Total Water Use (AF) 5,616
Total Supplies (AF) 10,207
4,591
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
4,591
OPTIONAL Submittal Table 7-5 Retail: Five-Year Drought Risk Assessment - POTABLE
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES: The City reports UWMP data on a fiscal-year basis. For DWR Submittal Table 7-5, reporting years 2026 through 2030 correspond to FY 2026-27 through FY 2030-31, respectively. Each fiscal year begins July 1 and ends June 30.

Revised Surplus/(shortfall)
2030
Surplus/Shortfall w/o WSCP Action
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
2029
Surplus/Shortfall w/o WSCP Action
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Surplus/Shortfall w/o WSCP Action
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
2028
Surplus/Shortfall w/o WSCP Action
2026
Surplus/Shortfall w/o WSCP Action
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
2027

DRAFT
2025 Urban Water Management Plan
92 Total
Total Water Use (AF) 306
Total Supplies (AF) 1,296
990
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
990
Total
Total Water Use (AF) 348
Total Supplies (AF) 1,296
948
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
948
Total
Total Water Use (AF) 359
Total Supplies (AF) 1,296
937
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
937
Total
Total Water Use (AF) 370
Total Supplies (AF) 1,296
926
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
926
Total
Total Water Use (AF) 381
Total Supplies (AF) 1,296
915
WSCP - supply augmentation benefit (AF) 0
WSCP - use reduction savings benefit (AF) 0
915 Revised Surplus/(shortfall)
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES: The City reports UWMP data on a fiscal-year basis. For DWR Submittal Table 7-5, reporting years 2026 through 2030 correspond to FY 2026-27 through FY 2030-31, respectively. Each fiscal year begins July 1 and ends June 30.

OPTIONAL Submittal Table 7-5 Retail: Five-Year Drought Risk Assessment - NON-POTABLE
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
2030
Surplus/Shortfall w/o WSCP Action
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) 2026
Surplus/Shortfall w/o WSCP Action
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
2027
Surplus/Shortfall w/o WSCP Action
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
2028
Surplus/Shortfall w/o WSCP Action
OPTIONAL Planned WSCP Actions (use reduction and supply augmentation) Revised Surplus/(shortfall)
2029
Surplus/Shortfall w/o WSCP Action Page 418 of 546
DRAFT
2025 Urban Water Management Plan
93 Standard
Shortage
Levels
Percent
Shortage Range
Suppliers
Shortage
Levels
Percent
Shortage
Range
1 Up to 10% Watch Stage Up to 10%
2 Up to 20%
Warning
Stage
Up to 20%
3 Up to 30% Alert Stage Up to 30%
4 Up to 40% Severe Stage Up to 40%
5 Up to 50%
Extreme
Stage
Up to 50%
6 >50% Critical Stage >50%
Submittal Table 8-1: Cross-reference for Standard vs
Supplier Shortage Levels
Water Code Section 10632(a)(3)(B)
Check the box if the Supplier uses the
Standard six levels of water shortage.

Proceed to the next table.

NOTES:

Yes
Shortage Gap
Reduction Value
(May be a range)
(AF)
1 - Watch Percentage 0
2 - Warning Percentage 0
3 - Alert Percentage 0
4 - Severe Percentage 0
5 - Extreme Percentage 0
6 - Critical Percentage 0
Submittal Table 8-2 Retail: Supply Augmentation and Other Actions Water Code Section 10632(a)(4)(A),(C) and (E)
Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Supply Augmentation Methods and
Other Actions by Water Supplier
Drop down list
These are the only categories that will
be accepted by the WUEdata online
submittal tool
How much is this going to reduce the
shortage gap? Additional
Explanation or
Reference
(OPTIONAL)
Volume or
Percentage
Drop down
Add additional rows as needed
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. NOTES: The City of San Luis Obispo does not have any identified supply augmentation projects that have an implementation dependent upon Water Shortage Contingency Plan Stage.

DRAFT
2025 Urban Water Management Plan
94 Yes
Shortage Gap
Reduction Value
(May be a range)
(AF)
1 Expand Public Information
Campaign
Percentage 5.00% No
1 Offer Water Use Surveys Percentage 1.00% No
1 Provide Rebates on Plumbing
Fixtures and Devices Percentage 0.50% No
1 Increase Water Waste Patrols Percentage 1.00% Yes
1 Provide Rebates for Landscape
Irrigation Efficiency Percentage 0.50% No
1 Decrease Line Flushing Percentage 1.00% No
1 Reduce System Water Loss Percentage 1.00% No
2 Expand Public Information
Campaign
Percentage 5.00% No
2 Increase Water Waste Patrols Percentage 3.00% Yes
2 Landscape - Limit landscape
irrigation to specific times Percentage 1.50% Yes
2 CII - Restaurants may only serve
water upon request
Percentage 0.25% Yes
2 Water Features - Restrict water use
for decorative water features, such
as fountains
Percentage 0.25% Yes
3 Moratorium or Net Zero Demand
Increase on New Connections
Percentage 0.25%
Initiate new
connection
offset program
Yes
3 Expand Public Information
Campaign
Percentage 5.75% No
3 Increase Water Waste Patrols Percentage 3.00% Yes
3 Landscape - Limit landscape
irrigation to specific days Percentage 1.00% 4 Days Per Week Yes 4 Other Percentage 8.75%
Initiate Water
Allotment
Program
Yes
4 Landscape - Limit landscape
irrigation to specific days Percentage 1.00%
Three Days Per
Week Yes
4 Moratorium or Net Zero Demand
Increase on New Connections
Percentage 0.25%
Intensify ratio of
new connection
offset program
Yes
5 Landscape - Limit landscape
irrigation to specific days Percentage 1.00%
Two Days Per
Week Yes
5 Other Percentage 9.00%
Increase Water
Allotment
Program
Severity
Yes
6 Landscape - Prohibit all landscape
irrigation
Percentage 5.00% Yes
6 Other Percentage 5.00%
Increase Water
Allotment
Program
Severity
Yes
6 Moratorium or Net Zero Demand
Increase on New Connections
Percentage 0.00% Yes
Submittal Table 8-3 Retail: Demand Reduction Actions
Water Code Section 10632(a)(4)(B) and (E)
Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand Reduction Actions
Drop down list
These are the only categories that will
be accepted by the WUEdata online
submittal tool. Select those that apply.

How much is this going to
reduce the shortage gap? Additional
Explanation or
Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail Suppliers
Only
Drop Down List
Volume or
Percentage
Drop down
Add additional rows as needed
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES:

1. During Stage 6, Cessation of New Connections is represented as resulting in a 0% decrease in water demand, as this cessation will not reduce current water use, rather it aims to reduce future water demand attributed to new development.

2. Demand reduction actions are intended to be cumulative. Actions implemented at a lower shortage level are assumed to remain in effect at higher shortage levels unless modified, suspended, or replaced by City Council action.

DRAFT
2025 Urban Water Management Plan
95 City Name 60 Day Notice
Drop Down (yes/no)
Notice of Public
Hearing
Drop Down (yes/no)
County Name
Drop Down List
60 Day Notice
Drop Down (yes/no)
Notice of Public
Hearing
Drop Down (yes/no)
San Luis Obispo
County
Yes Yes
Submittal Table 10-1 Retail: Notification to Cities and Counties
Water Code Section 10621(b) and 10642
Add additional rows as needed
Add additional rows as needed
NOTES: Verbal notice provided to County staff prior to 60-day deadline. Formal written notice provided 5/9/2026.

DRAFT
2025 Urban Water Management Plan
96 Appendix B – DWR UWMP Compliance Checklist
Retail
(x =
required)
Wholesale
(x = required)
2025
Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject
Relevant
Submittal
Table
2025
UWMP
Location
x x Chapter 1 10615
A plan shall describe and evaluate sources of supply, reasonable and practical efficient uses,
reclamation and demand management activities.

Introduction and
overview n/a
Executive Summary, pp. 8-9; Ch. 1,
pp. 10-13; Ch. 4, pp. 23-28; Ch. 6, pp.
31-53; Ch. 9, pp. 63-70.
x x Chapter 1 10630.5
Each plan shall include a simple description of the Supplier’s plan including water availability,
future requirements, a strategy for meeting needs, and other pertinent information.

Additionally, a Supplier may also choose to include a simple description at the beginning of each
chapter. Plan preparation n/a
Executive Summary and Lay
Description, pp. 8-9; Ch. 1, pp. 10-13.
x x Section 2.1 10620(b)
Every person that becomes a Supplier shall adopt UWMP within one year after it has become a
Supplier. Plan preparation n/a
Not applicable — City is an existing
urban water supplier.
x n/a Section 2.5 10644
Supplier shall report the Public Water Systems number, volume of delivered water, and number
of connections that are included in this UWMP. Plan preparation 2-1 Appendix A; DWR Submittal Table 2-

1. x x Section 2.5 10644
Supplier shall report if this UWMP is an individual UWMP and whether the Supplier belongs to a
regional UWMP or regional alliance. Plan preparation 2-2 Appendix A; DWR Submittal Table 2-

2. x x Section 2.5 10644
Supplier shall report whether the data is in fiscal or calendar years and the units of measure
used for reporting water volumes. Plan preparation 2-3
Section 2.3, p. 14; Appendix A; DWR
Submittal Table 2-3.
x x Section 2.4 10642
Provide supporting documentation that the Supplier has encouraged active involvement of
diverse social, cultural, and economic elements of the population within the service area prior to
and during the preparation of the plan and contingency plan. Plan preparation n/a Sections 2.2, p. 14; 10.2-10.4, pp. 71;
Appendix C.
x x Section 2.4.2 10620(d)(3)
Coordinate the preparation of its plan with other appropriate agencies in the area, including
other Suppliers that share a common source, water management Plan preparation n/a Section 2.1, pp. 13-14; Section 10.2,
p. 71; Appendix C.
x n/a Section 2.4.1 10631(h)
Retail Suppliers will include documentation that they have provided their Wholesale Supplier(s)—if any—with water use projections from that source. Plan preparation 2-4 R Section 2.1, pp. 13-14, Appendix C. n/a x Section 2.4.1 10631(h)
Wholesale Suppliers will provide their Suppliers with identification and quantification of the
existing and planned sources of water available from the Wholesale Supplier to the Supplier
during various water year types. Plan preparation 2-4 W Not applicable — City is a retail
supplier, not a wholesale supplier.
x x Chapter 3.0 10631(a) Describe the Supplier service area. System description n/a Sections 3.1-3.2, pp. 15-16. x x Section 3.3 10631(a) Describe the climate of the Supplier’s service area. System description n/a Section 3.3, pp. 16-17; Table 3-1, p.

16. x x Section 3.4.1 10631(a)
Provide the current and projected service area populations for 2030, 2035, 2040, 2045 and
optionally 2050. System description 3-1
Sections 3.5-3.6, pp. 20-22; Table 3-3,
p. 22; Appendix A; DWR Submittal
Table 3-1.
x x Section 3.4.2 10631(a)
Describe other social, economic, and demographic factors affecting the Supplier’s water System description n/a
Section 3.5, pp. 20-21; Table 3-2, p.

21. x x Section 3.5 10631(a)
Describe the land uses within the service area… include the current and projected land uses
within the existing or anticipated service area affecting the Supplier’s System description
and baselines n/a Section 3.7, pp. 22-23.
x Optional
Sections 4.2.3
and

4.2.4 10631(d)(1)
Quantify past, current, and projected water use, identifying the uses among water use sectors. System water use 4-1 and 4-2
Sections 4.1-4.5, pp. 23-27; Tables 4-
1 through 4-3, pp. 25, 27; Appendix A;
DWR Tables 4-1 and 4-2.
x Optional Section 4.3.1
10631(d)(3)(
A)
Report the distribution system water loss for each of the five years preceding the plan update. System water use 4-5
Section 4.6, pp. 28-29; Table 4-5, p.
29; Appendix D, p. 77; Appendix A;
DWR Table 4-5.
x n/a Section 4.3.2
10631(d)(3)(
C)
Retail Suppliers shall provide data to show the distribution loss standards were met. System water use 4-6
Section 4.6, pp. 28-29; Table 4-5, p.
29; Appendix D, p. 77; Appendix A;
DWR Table 4-6.
x n/a Section 4.2.5.4 10631.1(a)
Include projected water use needed for lower income housing projected in the service area of
the Supplier. System water use 4-3
Section 4.5, pp. 26-27; Table 4-2, p.
27; Appendix A; DWR Table 4-3.
x n/a Section 4.2.5.3
10631(d)(4)(
A)
In projected water use, include estimates of water savings from adopted codes, plans, and
other policies or laws. System water use 4-3
Section 3.7, p. 23; Section 4.5, p. 26;
Section 9.11.4, p. 69; Appendix A;
DWR Table 4-3.
x n/a Section 4.2.5.3
10631(d)(4)(
B)
Provide citations of codes, standards, ordinances, or plans used to make water use projections. System water use 4-3
Section 3.7, p. 23; Section 4.5, p. 26;
Section 9.11.4, p. 69; Appendix A, p.
74; DWR Table 4-3.
x n/a Section 4.2.5.3
10631(d)(4)(
B)(ii)
To the extent that a Supplier reports the information described in subparagraph (A), an urban
water Supplier shall… Indicate the extent that the water use projections consider savings from
codes, standards, ordinances, or transportation and land use plans. Water use projections that do not account for these water savings shall be noted of that fact. System water use 4-3 Section 4.5, p. 26; Appendix A; DWR
Table 4-3.
x x Section 4.2.5.6 10635(b)
Demands under climate change considerations must be included as part of the drought risk
assessment. System water use n/a
Section 6.6, pp. 52-53; Section 7.7,
pp. 58-60.
n/a x Section 5.1 10608.36
Wholesale Suppliers shall include an assessment of present and proposed future measures,
programs, and policies to help their Retail Suppliers achieve targeted water use reductions.

Baselines and
targets n/a
Not applicable — City is a retail
supplier, not a wholesale supplier.

DRAFT
2025 Urban Water Management Plan
97 Retail
(x =
required)
Wholesale
(x = required)
2025
Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject
Relevant
Submittal
Table
2025
UWMP
Location
x n/a Section 5.2 10608.40
Retail Suppliers shall report on their compliance in meeting their water use targets. Reporting
requirements will vary depending on whether the Supplier:
- Was considered an urban retail water supplier in 2020, - Met its 2020 target in 2020, or
- Was part of a merger or consolidation since 2020.

Chapter 5 Subsections 5.2.1, 5.2.2, and 5.2.3 address each of these situations.

Baselines and
targets 5-1
Sections 5.1-5.3, pp. 30-31; Table 5-1,
p. 30; Appendix A; DWR Table 5-1.
x x Section 6.1 10631(b)(2)
When multiple sources of water supply are identified, describe the management of each supply in relationship to other identified supplies. System supplies n/a Sections 3.4.1, p. 17; 6.2, pp. 32-42;

6.3.1, pp. 42-43; 6.4.2-6.4.3, pp. 49-

50. x x
Sections 6.1
and

6.2 10631(b)(1)
Provide a discussion of anticipated supply availability under a normal, single dry year, and a
drought lasting five years, as well as more frequent and severe periods of drought, including
changes in supply due to climate change. System supplies n/a Sections 6.1-6.7, pp. 31-53; Ch. 7, pp.
53-60; Section 7.7, pp. 58-60; Section

6.6, pp. 52-53.
x x Section 6.2.2
10631(b)(4)(
C)
Indicate whether groundwater is an existing or planned source of water available to the
Supplier. If groundwater is identified as an existing or planned source of water… (include) a
detailed description and analysis of the location, amount and sufficiency of groundwater
pumped by the Supplier for the past five years.

Water supplies and
recycled water 6-1
Section 6.2.4, pp. 38-39; Section

6.3.4, pp. 46-47; Table 6-3, p. 39;
Appendix A; DWR Table 6-1.
x x Section 6.2.2
10631(b)(4)(
A)
Indicate whether a groundwater sustainability plan or groundwater management plan has been adopted by the Supplier or if there is any other specific authorization for groundwater management. Include a copy of the plan or authorization. System supplies n/aSection 6.2.4, pp. 38-39; Section

6.3.4, pp. 46-47.
x x Section 6.2.2
10631(b)(4)(
B) Describe the groundwater basin. System supplies n/a
Section 6.2.4, pp. 38-39; Section

6.3.4, pp. 46-47.
x x Section 6.2.2
10631(b)(4)(
B)
Indicate if the basin has been adjudicated and include a copy of the court order or decree and a
description of the amount of water the Supplier has the legal right to pump. System supplies n/a
Section 6.2.4, pp. 38-39; Section

6.3.4, pp. 46-47.
x x Section 6.2.2
10631(b)(4)(
B)
For unadjudicated basins… (include) information as to whether DWR has identified the basin as
a high- or medium-priority basin in the most current official departmental bulletin…
Water supplies and
recycled water n/a
Section 6.2.4, pp. 38-39; Section

6.3.4, pp. 46-47.
x x Section 6.2.2
10631(b)(4)(
B)
For unadjudicated basins… describe efforts by the Supplier to coordinate with sustainability or
groundwater agencies to achieve sustainable groundwater conditions.

Water supplies and
recycled water n/a
Section 6.2.4, pp. 38-39; Section

6.3.4, pp. 46-47.
x x Section 6.2.2.
10631(b)(4)(
C)
If groundwater is identified as an existing or planned source of water… (include) a detailed
description and analysis of the location, amount and sufficiency of System supplies n/a Section 6.2.4, pp. 38-39; Table 6-3, p.

39. x x Section 6.2.2
10631(b)(4)(
D)
Provide a detailed description and analysis of the amount and location of groundwater that is
projected to be pumped. System supplies 6-9
Section 6.2.4, pp. 38-39; Section

6.3.4, pp. 46-47; Table 6-7, p. 49;
Appendix A; DWR Table 6-9.
x x Section 6.1 10631(b)
Identify and quantify the existing and planned sources of water available for 2025, 2030, 2035,
2040, 2045 and optionally 2050. System supplies 6-8 and 6-9 Sections 6.2-6.4.3, pp. 32-50; Tables
6-6 through 6-8, pp. 48-50; Appendix
A; DWR Tables 6-8 and 6-9.
x x Section 6.2.7 10631(c)
Describe the opportunities for exchanges or transfers of water on a shortterm or long-term System supplies n/a Section 6.7, p. 53. x n/a Section 6.2.5 10633(a)
Describe the wastewater collection and treatment systems in the Supplier’s service area with
quantified amount of collection and treatment and the disposal methods.

System supplies
(recycled water) 6-2
Section 3.4.4, p. 20; Section 6.2.5, pp.
40-42; Table 6-4, p. 41; Appendix A;
DWR Table 6-2.
x x Section 6.2.5 10633(b)
Describe the quantity of treated wastewater that meets recycled water standards, is being
discharged, and is otherwise available for use in a recycled water project.

System supplies
(recycled water) 6-3
Section 3.4.4, p. 20; Section 6.2.5, pp.
40-42; Table 6-4, p. 41; Appendix A;
DWR Table 6-3.
x x Section 6.2.5 10633(c)
Describe the recycled water currently being used in the Supplier's service area.

System supplies
(recycled water) 6-4
Section 3.4.4, p. 20; Section 6.2.5, pp.
40-42; Table 6-5, p. 41; Appendix A;
DWR Table 6-4.
x x Section 6.2.5 10633(d)
Describe and quantify the potential uses of recycled water and provide a determination of the
technical and economic feasibility of those uses.

System supplies
(recycled water) 6-4
Section 6.2.5, pp. 40-42; Section

6.3.5, p. 47; Appendix A, p. 74; DWR
Table 6-4
x x Section 6.2.5 10633(e)
Describe the projected use of recycled water within the Supplier's service area at the end of 5,
10, 15, and 20 years, and describe the actual use of recycled water in comparison to uses
previously projected.

System supplies
(recycled water) 6-4 and 6-5
Section 6.2.5, pp. 40-42; Section

6.3.5, p. 47; Table 6-8, p. 50; Appendix
A; DWR Tables 6-4 and 6-5.
x x Section 6.2.5 10633(f)
Describe the actions that may be taken to encourage the use of recycled water and the
projected results of these actions in terms of acre-feet of recycled water used per year.

System supplies
(recycled water) 6-6
Section 6.2.5, pp. 40-42; Section

6.3.5, p. 47; Section 6.5, pp. 51-52;
Appendix A; DWR Table 6-6.
x x Section 6.2.5 10633(g)
Provide a plan for optimizing the use of recycled water in the Supplier's service area.

System supplies
(recycled water) n/a
Section 6.2.5, pp. 40-42; Section

6.3.5, p. 47; Section 6.5, pp. 51-52;
Section 9.11.1, p. 68.
x x Section 6.2.6 10631(g) Describe desalinated water project opportunities for long-term supply. System supplies 6-7 Section 6.5, pp. 51-52; Appendix A;
DWR Table 6-7.
x x Section 6.2.10 10631(f)
Describe the expected future water supply projects and programs that may be undertaken by the water Supplier to address water supply reliability in average, singledry, and for a period of drought lasting five consecutive water years. System supplies 6-7 Section 6.5, pp. 51-52; Sections 6.3.3-

6.3.5, pp. 45-47; Appendix A; DWR
Table 6-7.
x x
Section 6.3 and
Appendix O 10631.2(a)
The UWMP must include energy information, as stated in the code, that a Supplier can readily
obtain.

System suppliers,
energy intensity
O-1A, O-1B, O-1C, and O2
Section 6.4.4, pp. 50-51; Table 6-9, p.

51. x Section 7.1 10634
Provide information on the quality of existing sources of water available to the Supplier and the manner in which water quality affects water management strategies and supply reliability.

Water supply
reliability
assessment n/a
Sections 3.4.2, pp. 18-19; 6.6, pp. 52-
53; 7.2, p. 54; 7.7, pp. 58-60; 8.2, p.

61. x x Section 7.2 10635(a)
Service Reliability Assessment: Assess the water supply reliability during normal, dry, and a
drought lasting five consecutive water years by comparing the total water supply sources
available to the Supplier with the total projected water use over the next 20 years.

Water supply
reliability
assessment
7-2, 7-3, and
7-4
Sections 7.1-7.6, pp. 53-58; Tables 7-
1 through 7-6, pp. 56-58; Appendix A;
DWR Tables 7-2, 7-3, and 7-4.

DRAFT
2025 Urban Water Management Plan
98 Retail
(x =
required)
Wholesale
(x = required)
2025
Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject
Relevant
Submittal
Table
2025
UWMP
Location
x x Section 7.2.3 10620(f)
Describe water management tools and options to maximize resources and minimize the need to
Water supply
reliability n/a
Sections 6.3.1, pp. 42-43; 6.5, pp. 51-
52; 7.2, p. 54; 9.13, p. 70.
x x Section 7.3 10635(b)
Provide a drought risk assessment as part of information considered in developing the demand
Water supply
reliability n/a
Section 7.7, pp. 58-60; Tables 7-7 and
7-8, pp. 59-60.
x x Section 7.3 10635(b)(1)
Include a description of the data, methodology, and basis for one or more supply shortage
conditions that are necessary to conduct a drought risk assessment for a Water supply
reliability
assessment n/a
Section 7.7, pp. 58-60; Tables 7-7 and
7-8, pp. 59-60.
x x Section 7.3 10635(b)(2)
Include a determination of the reliability of each source of supply under a variety of water
Water supply
reliability n/a
Sections 6.3.2-6.3.5, pp. 43-47;
Section 7.7, pp. 58-60; Tables 7-7 and
x x Section 7.3 10635(b)(3)
Include a comparison of the total water supply sources available to the Supplier with the total
Water supply
reliability 7-5
Section 7.7, pp. 58-60; Tables 7-7 and
7-8, pp. 59-60; Appendix A, p. 74;
x x Section 7.3 10635(b)(4)
Include considerations of the historical drought hydrology, plausible changes on projected
supplies and demands under climate change conditions, anticipated Water supply
reliability
assessment n/a
Sections 6.6, pp. 52-53; 7.7, pp. 58-

60. x x Chapter 8 10632(a)
Provide a water shortage contingency plan (WSCP) with specified elements below.

Water shortage
contingency n/a Chapter 8, pp. 60-63; Appendix H.
x x Chapter 8 10632(a)(1)
Provide an analysis of water supply reliability (from Guidebook Chapter 7) in the WSCP.

Water shortage
contingency
planning n/a Section 7.2, pp. 54.
x x Section 8.2
10632(a)(2)(
A)
Provide the written decision-making process and other methods that the Supplier will use each
year to determine its water reliability.

Water shortage
contingency
planning n/a Section 7.2, pp. 54.
x x Section 8.2
10632(a)(2)(
B)
Provide data and methodology to evaluate the Supplier’s water reliability for the current year
and one dry year pursuant to factors in the code.

Water shortage
contingency
planning n/a
Section 7.2, pp. 54, Section 7-7 pp. 58-

60. x x Section 8.3
10632(a)(3)(
A)
Define six standard water shortage levels of 10%, 20%, 30%, 40%, 50% shortage, and greater
than 50% shortage. These levels shall be based on supply conditions, including percent
reductions in supply, changes in groundwater levels, changes in surface elevation, or other
conditions. The shortage levels shall also apply to a catastrophic interruption of supply.

Water shortage
contingency
planning n/a
Section 8.3, pp. 62-63; Appendix A;
DWR Table 8-1; Appendix H.
x x Section 8.3
10632(a)(3)(
B)
Suppliers with an existing WSCP that uses different water shortage levels must cross reference
their categories with the six standard categories.

Water shortage
contingency
planning 8-1
Section 8.3, pp. 62-63; Appendix A;
DWR Table 8-1; Appendix H.
x x Section 8.4
10632(a)(4)(
A)
Suppliers with WSCPs that align with the defined shortage levels must specify locally
appropriate supply augmentation actions.

Water shortage
contingency
planning 8-2
Appendix A; DWR Table 8-2; Appendix
H.
x x Section 8.4
10632(a)(4)(
B)
Specify locally appropriate demand reduction actions to adequately respond to shortages.

Water shortage
contingency
planning 8-3
Appendix A; DWR Table 8-3; Appendix
H.
x x Section 8.4
10632(a)(4)(
C) Specify locally appropriate operational changes.

Water shortage
contingency
planning 8-2
Appendix A, p. 74; DWR Table 8-2;
Appendix H.
x x Section 8.4
10632(a)(4)(
D)
Specify additional mandatory prohibitions against specific water use practices that are in
addition to State-mandated prohibitions are appropriate to local conditions.

Water shortage
contingency
planning Table 8-3 Appendix H.
x x Section 8.4
10632(a)(4)(
E)
Estimate the extent to which the gap between supplies and demand will be reduced by
implementation of the action.

Water shortage
contingency
planning 8-2 and 8-3
Appendix A, p. 74; DWR Tables 8-2
and 8-3; Appendix H.
x x Section 8.4.6 10632.5 The UWMP shall include a seismic risk assessment and mitigation plan.

Water shortage
contingency plan n/a
Section 8.2.1, pp. 61-62; Appendix G,
p. 80.
x x Section 8.5
10632(a)(5)(
A)
Suppliers must describe that they will inform customers, the public and others regarding any
current or predicted water shortages.

Water shortage
contingency
planning n/a Appendix H
x x Section 8.5
10632(a)(5)(
B),
10632(a)(5)(
C)
Suppliers must describe that they will inform customers, the public and others regarding any
shortage response actions triggered or anticipated to be triggered and other relevant
communications.

Water shortage
contingency
planning n/a Appendix H
x n/a Section 8.6 10632(a)(6)
Retail Supplier must describe how it will ensure compliance with and enforce provisions of the WSCP.

Water shortage
contingency
planning n/a Appendix H
x x Section 8.7
10632(a)(7)(
A)
Describe the legal authority that empowers the Supplier to enforce shortage response actions.

Water shortage
contingency
planning n/a Appendix H
x x Section 8.7
10632(a)(7)(
B)
Provide a statement that the Supplier will declare a water shortage emergency per Water Code
Chapter 3. Water Shortage Emergencies.

Water shortage
contingency
planning n/a Appendix H
x x Section 8.7
10632(a)(7)(
C)
Provide a statement that the Supplier will coordinate with any city or county within which it
provides water for the possible proclamation of a local emergency.

Water shortage
contingency
planning n/a Appendix H
x x Section 8.8
10632(a)(8)(
A)
Describe the potential revenue reductions and expense increases associated with activated
shortage response actions.

Water shortage
contingency
planning n/a Appendix H

DRAFT
2025 Urban Water Management Plan
99 Retail
(x =
required)
Wholesale
(x = required)
2025
Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject
Relevant
Submittal
Table
2025
UWMP
Location
x x Section 8.8
10632(a)(8)(
B)
Provide a description of mitigation actions needed to address revenue reductions and expense
increases associated with activated shortage response actions.

Water shortage
contingency
planning n/a Appendix H
x n/a Section 8.8
10632(a)(8)(
C)
Retail Suppliers must describe the cost of compliance with Water Code Chapter 3.3, Excessive
Residential Water Use During Drought.

Water shortage
contingency
planning n/a Appendix H
x n/a Section 8.9 10632(a)(9)
Retail Suppliers must describe the monitoring and reporting requirements and procedures that
ensure appropriate data are collected, tracked, and analyzed for purposes of monitoring
customer compliance.

Water shortage
contingency
planning n/a Appendix H
x x Section 8.10 10632(a)(10)
Describe reevaluation and improvement procedures for monitoring and evaluation the WSCP to
ensure risk tolerance is adequate and appropriate water shortage mitigation strategies are implemented.

Water shortage
contingency
planning n/a Appendix H
x n/a Section 8.11 10632(b)
Analyze and define water features that are artificially supplied with water, including ponds,
lakes, waterfalls, and fountains, separately from swimming pools and spas.

Water shortage
contingency
planning n/a Appendix H
x x Section 8.12 10632(c)
Make available the WSCP to customers and any city or county where it provides water within 30
days after adoption of the plan.

Water shortage
contingency
planning n/a
Sections 8.4, p. 63; 10.5-10.6, pp. 71-
72; Appendix H.
x n/a Sections 9.1 10631(e)(1)
Retail Suppliers shall provide a description of the nature and extent of each demand management measure implemented over the past five years. The description will address
specific measures listed in code.

Demand management measures n/a Chapter 9, pp. 63-70; Table 9-1, p. 65. n/a x Sections 9.2 10631(e)(2)
Wholesale Suppliers shall describe specific demand management measures listed in code, their distribution system asset management program, and Supplier assistance program.

Demand management measures n/a
Not applicable — City is a retail
supplier, not a wholesale supplier.
x n/a Chapter 10 10608.26(a)
Retail Suppliers shall conduct a public hearing to discuss adoption, implementation, and
economic impact of water use targets (recommended to discuss compliance).

Plan adoption,
submittal, and
implementation n/a Chapter 10, pp. 70-73; Appendix C.
x x Section 10.2.1 10621(b)
Notify, at least 60 days prior to the public hearing, any city or county within which the Supplier
provides water that the Supplier will be reviewing the UWMP and considering amendments or
changes to the plan.

Plan adoption,
submittal, and
implementation 10-1
Sections 10.2 and 10.5, pp. 71-72;
Table 10-1, p. 72; Appendix C.
x x Section 10.4 10621(f)
Each urban water Supplier shall update and submit its 2025 plan to DWR by July 1, 2026.

Plan adoption,
submittal, and
implementation n/a
Section 10.5, pp. 71-72; Table 10-1, p.
72; Appendix C.
x x
Sections 10.2.2,

10.3, and 10.5 10642
Provide supporting documentation that the Supplier made the UWMP and WSCP available for public inspection, published notice of the public hearing, and held a public hearing about the
UWMP and WSCP.

Plan adoption,
submittal, and
implementation n/a
Sections 10.3-10.5, pp. 71-72;
Appendix C.
x x Section 10.2.2 10642
The Supplier is to provide the time and place of the hearing to any city or county within which
the Supplier provides water.

Plan adoption,
submittal, and
implementation 10-1
Section 10.2, p. 71; Table 10-1, p. 72;
Appendix C.
x x Section 10.3.2 10642
Provide supporting documentation that the UWMP and WSCP has been adopted as prepared or modified.

Plan adoption,
submittal, and
implementation n/a Section 10.4, p. 71; Appendix C.
x x Section 10.4 10644(a)
Provide supporting documentation that the Supplier has submitted their UWMP to the California
State Library.

Plan adoption,
submittal, and
implementation n/a
Section 10.5, pp. 71-72; Table 10-1, p.
72; Appendix C.
x x Section 10.4 10644(a)(1)
Provide supporting documentation that the Supplier has submitted their UWMP to any city or
county within which the Supplier provides water no later than 30 days after adoption.

Plan adoption,
submittal, and
implementation n/a
UWMP Table 10-1, pp. 72. Appendix
C.
x x
Sections 10.4.1
and

10.4.2 10644(a)(2)
The UWMP, or amendments to the UWMP, submitted to DWR shall be submitted electronically.

Plan adoption,
submittal, and
implementation n/a
Section 2.4, p. 15; Sections 10.5 and

10.8, pp. 71-73; Table 10-1, p. 72.
x x Section 10.7.2 10644(b)
If revised, submit a copy of the WSCP to DWR within 30 days of adoption.

Plan adoption,
submittal, and
implementation n/a Section 10.8, p. 73; Appendix H.
x x Section 10.5 10645(a)
Provide supporting documentation that, not later than 30 days after filing a copy of its UWMP
with DWR, the Supplier has or will make the plan available for public review during normal
business hours.

Plan adoption,
submittal, and
implementation n/a
Sections 10.6-10.7, pp. 72-73; Table
10-1, p. 72.
x x Section 10.5 10645(b)
Provide supporting documentation that, not later than 30 days after filing a copy of its WSCP
with DWR, the Supplier has or will make the plan available for public review during normal
business hours.

Plan adoption,
submittal, and
implementation n/a
Sections 8.4, p. 63; 10.6-10.7, pp. 72-
73; Table 10-1, p. 72.
x x Section 10.6 10621(c)
If Supplier is regulated by the Public Utilities Commission, include its plan and contingency plan
as part of its general rate case filings.

Plan adoption,
submittal, and
implementation n/a
Not applicable — City is not regulated
by the California Public Utilities
Commission.

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100
Appendix C – Public Notices, Agency Coordination, and Adoption Documentation This appendix will be updated with appropriate notices when the final report is compiled.

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102
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 acre-feet 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.

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

AYES:

NOES:

ABSENT:

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103
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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Appendix D – Water Loss Audit Documentation
The City prepares annual validated water loss audit reports in accordance with State reporting requirements and submits those reports to the California Department of Water Resources through the State’s Water Use Efficiency data reporting system. Water loss audits are used to evaluate water supplied, authorized consumption, apparent losses, real losses, and related water loss performance indicators for the City’s potable water distribution system.

Rather than reproducing each full water loss audit report in this appendix, the City provides direct links to the submitted audit files available through the State’s Water Use Efficiency reporting portal. This approach avoids duplicating lengthy documents that are already maintained through the State’s reporting system while still providing access to the supporting audit records used in this UWMP. The City also maintains copies of the submitted audit files in its administrative records. 2025 UWMP Water Loss Audit Documentation
Reporting Year Reporting Year Basis Report Link
2025 Fiscal Year FY 2024-25 Water Loss Audit
2024 Fiscal Year FY 2023-24 Water Loss Audit
2023 Fiscal Year FY 2022-23 Water Loss Audit
2022 Calendar Year CY 2022 Water Loss Audit
2021 Calendar Year CY 2021 Water Loss Audit
2020 Calendar Year CY 2020 Water Loss Audit
Notes:

1. Water loss audit reports are available through the State’s Water Use Efficiency data reporting system.

2. The City transitioned from calendar-year water loss audit reporting to fiscal-year reporting following the Calendar Year 2022 audit.

3. If a direct portal link changes, the audit may be accessed by searching for the City of San Luis Obispo in the State’s water loss audit reporting portal at https://wuedata.water.ca.gov/awwa_plans.

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Appendix E – Safe Annual Yield Technical Memorandum
This appendix will be added when final report is compiled.

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Technical Memorandum
City SAY Model Update TM
Date: 1/8/2018
To: Mr. Aaron Floyd
City of San Luis Obispo – Public Utilities
San Luis Obispo, California
Prepared by: Adam Rianda, P.E.

Reviewed by: Jeroen Olthof, P.E.

Project: Safe Annual Yield Analysis Update
SUBJECT: SALINAS AND WHALE ROCK RESERVOIRS SAFE ANNUAL YIELD Section 1: Background
The City of San Luis Obispo (City) maintains a diversified portfolio of water supply sources that it can use to meet potable water demand.  Two of these sources are Salinas Reservoir, also known as Santa Margarita Lake, and Whale Rock Reservoir, located near the town of Cayucos.  Whale Rock Reservoir is a shared‐use reservoir serving the City, the California Polytechnic State University (Cal Poly), the California Men’s Colony (CMC), and the town of Cayucos. The City, Cal Poly, and CMC comprise the Whale Rock Commission, which governs reservoir operation.  Some characteristics of the two reservoirs are shown in Table 1.

Table 1. Reservoir Attributes
Reservoir Watershed Size
(Square Miles)
Storage Capacity
(Acre Feet)
Average Annual
Precipitation
(Inches)1
Average Annual
Evaporation
(Inches)1
Salinas 112.0 23,843 22.1 85.4
Whale Rock 20.3 38,967 18.7 61.6 1
Average annual precipitation and evaporation depths are based on the verified hydrologic data discussed in Section 2.

Salinas Reservoir and Whale Rock Reservoir are located in different climate regions and have differing characteristics.  Whale Rock Reservoir has a larger storage volume than Salinas, but it has a smaller watershed to provide natural recharge.  Salinas Reservoir receives more runoff each year, but it also experiences higher temperatures and higher evaporation rates, and it spills more frequently.  To maximize the available supply from these two reservoirs, the City has developed operational strategies that recognize the differences between the reservoirs.  In general, the strategies involve withdrawing water from Salinas Reservoir when it is available, and using Whale Rock Reservoir as‐needed to supplement the supply from Salinas.

To assist with the management of the City’s water resources and understand the available supply from Salinas and Whale Rock Reservoirs, the City maintains an Excel‐based model that estimates a safe annual yield (SAY) based on historical climatic conditions and reservoir operations.  For each reservoir, the model sums the inputs and outputs to calculate the reservoir volume on a monthly time step.  As inputs, the model uses the historical 106

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record of inflows, evaporation, precipitation, and downstream releases.  The model then calculates, over the period of record, the maximum amount that could be withdrawn each year without drawing the reservoir below its minimum pool constraint.  This maximum allowable annual withdrawal is considered to be the SAY.

The City’s Excel‐based model of the two reservoirs was first developed in 1988.  At that time, the critical drought period that controlled the SAY was the 1946‐1951 drought.  In 1991 the model was updated to incorporate the hydrologic conditions experienced during the 1986‐1991 drought.  That drought was the most severe in the historical record to that point and became the new controlling condition for estimating SAY.  The City estimated the combined SAY from the two reservoirs as 6,940 acre‐feet per year (AFY).  This estimate included the anticipated loss of storage volume due to siltation through the year 2010.  This estimate has been reported in previous City planning documents, including the 2015 Urban Water Management Plan (UWMP) and the 2016 update to the General Plan Water and Wastewater Management Element.  The 2015 UWMP, published in June of 2016, was prepared during a period of extended drought, and it noted that the City planned to re‐calculate the SAY when the on‐going drought came to an end.

During the winter of 2016‐2017, California received enough precipitation to provide some drought relief, and the Department of Water Resources phased out its mandatory conservation guidelines.  However, the state is still in a period of below‐average precipitation.  Figure 1 shows historical precipitation recorded at Salinas and Whale Rock Reservoirs.  For each month, the graph shows the average precipitation for the previous five‐year period.  This rolling five‐year average can be compared to the long‐term average, in this case the period from 1962 to 2016.  The 1986‐1991 drought was preceded by a period of above‐average rainfall, and when the drought ended the subsequent years had above‐average rainfall.  By contrast, the current dry period has had a much longer duration.  Since 2003, the rolling average has been at or below the long‐term average, and at the end of 2016 the rolling average reached the lowest value ever at Whale Rock.  It remains to be seen whether future years will bring enough precipitation to bring the rolling five‐year average back to its historical levels. 107 Page 433 of 546
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Figure 1. Rolling Five-Year Average Precipitation at Salinas and Whale Rock In early 2017, the City contracted with Water Systems Consulting, Inc. (WSC) to update the SAY model.  The update was intended to verify the historical input data, validate and document the calculations in the model, incorporate the full extent of the 2006‐2016 drought, and generate scenarios that accounted for potential climate change impacts.

Section 2: Model Updates
In January 2017, the City and Cal Poly began an update of the SAY model.  Two major objectives of the project were to update and verify the hydrologic input data and to develop scenarios that accounted for climate change impacts.  The SAY model was last updated in early 2015; therefore, the model that was used as the starting point for this project is referred to as the 2015 model.

Verification of Input Data and Extension of Input Data Through January 2017 The 2015 model contained hydrologic input data for Whale Rock Reservoir and Salinas Reservoir through February of 2015. While this data set contained values beginning in October of 1943, the source of the data had not been documented.  Furthermore, the construction of Whale Rock Reservoir was not completed until April of 1961, so there was nearly 18 years of data that predated the reservoir.  According to the City’s records, the (30.0)
(20.0)
(10.0)

0.0 10.0

20.0 30.0

0.0 10.0

20.0 30.0

40.0 50.0

60.0 Annual Inches of Rain at Whale Rock
Annual Inches of Rain at Salinas .

Salinas Rolling Five‐Year Average Salinas Average 1962 ‐ 2016 Whale Rock Rolling Five‐Year Average Whale Rock Average 1962 ‐ 2016 108

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hydrologic data predating the reservoir was generated through correlations between Salinas and Whale Rock Reservoir lake levels and precipitation.

In order to load the model with verified historical hydrologic data, the City compiled the information that could be traced to verified sources. Table 2 presents the data sets collected for this update as well as the start date of each data series.  All data sets were compiled through January of 2017, when the drought of 2006‐2016 had subsided.

Table 2. Verified Hydrologic Data Start Date
Reservoir Precipitation Evaporation Inflow1 Downstream Releases Salinas 7/1/1948 7/1/1970 4/1/1942 7/1/1942
Whale Rock 1/1/1962 10/1/1963 2/1/1962 2/1/1962 1
Inflow for Whale Rock Reservoir calculated by Damsaver begins 6/1/1987. Inflow from 1962 to 1987 was calculated using paper records compiled by City staff.

The inflow data for Whale Rock Reservoir came from two sources:  Damsaver and paper records.  Damsaver is an Excel‐based tool that the City began to use in June 1987 to record and report Whale Rock Reservoir hydrologic data, including the computation of monthly inflow. Prior to 1987, the City utilized a paper form to record monthly precipitation, evaporation, reservoir elevation, reservoir storage, and water releases. To generate a complete data set extending back to 1962, WSC performed mass balance1 calculations using data from the paper records. The calculated inflows were validated using a 2.5‐year overlap period, 1987 to 1989, when the City utilized both Damsaver and the paper forms. While there was variation from month to month, the total calculated inflows over the 2.5‐year period were within 10 percent of the total produced using the Damsaver software. Therefore, the pre‐1987 inflows calculated from the paper forms were considered acceptable for use in this evaluation.

In general, the verified historical data compiled for this update was not significantly different than the input data in the 2015 model.  The exception was in recorded evaporation rates.  For this update, historical evaporation data was available for the period beginning July 1, 1970.  The historical data in the previous model and the data compiled for this study are shown in Figure 2 and Figure 3. 1 The mass balance calculation was based on the fact that monthly change in storage volume will be determined by the inputs (precipitation and inflow) and outputs (evaporation and downstream releases) during that month.  Historical data for reservoir levels were used to calculate change in storage, and historical data was available for precipitation, evaporation, and downstream releases.  The team then solved for the only unknown variable, monthly inflow. 109

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Figure 2. Cumulative Evaporation Data for Salinas Reservoir, 1970-2015 Figure 3. Cumulative Evaporation Data for Whale Rock Reservoir, 1970-2015 For both reservoirs, the updated historical data show consistently higher evaporation rates than the data used in the 2015 model.  The difference results in evaporation losses approximately 30 percent higher than the 2015 model, leading to a reduction in the calculated SAY.

Climate Change Impacts
Although previous versions of the model included several scenarios with adjusted climatic patterns, they were based on simple modifications to relatively short data sets. As part of this model update, a range of new scenarios was added based on varying climate change projections identified by the U.S. Environmental Protection Agency (EPA) and the San Luis Obispo Council of Governments (SLOCOG). The estimated changes in climate associated with these scenarios were applied to the historical data set for inflows, precipitation, and evaporation.  The model was then used to calculate a revised SAY assuming that these conditions had prevailed during the historical period of record.
‐
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Cumulative
1970 1975 1981 1986 1992 1997 2003 2008 2014
Evaporation (inches)
Salinas Cumulative Evaporation, Previous Model (inches) Salinas Cumulative Evaporation, Verified Historical Data (inches) ‐
500
1,000
1,500
2,000
2,500
3,000
Cumulative
1970 1975 1981 1986 1992 1997 2003 2008 2014
Evaporation (inches)
Whale Rock Cumulative Evaporation, Previous Model (inches) Whale Rock Cumulative Evaporation, Verified Historical Data (inches) 110 Page 436 of 546
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Section 3: Scenario Modeling
Scenario 1: 2015 Model
Scenario 1 runs the model using the hydrologic input data used in the 2015 model. As discussed previously, the source of this hydrologic input data was not documented.

Scenario 2: Verified Historical Data
Scenario 2 utilizes the historical hydrological data set compiled for this update.  Because this input data has been verified against historical records, Scenario 2 is considered to be the baseline estimate for future conditions.

Scenarios 3 through 8: EPA CREAT Climate Change Projections Scenarios 3 through 8 are based on climate change projections identified in the EPA’s Climate Resilience Evaluation and Awareness (CREAT) Projection Map. CREAT was prepared by the EPA, specifically for drinking water, wastewater and stormwater utility owners and operators, as an informational tool to assist in understanding and addressing climate change risks. Projected changes in CREAT were derived from the evaluation of thirty‐eight Global Climate Models recognized by the Intergovernmental Panel on Climate Change (IPCC). Results from each model were recorded on a 0.5‐ by 0.5‐degree (approximately 34‐ by 34‐mile) grid basis and compared to three statistical targets based on the distribution of the models. The five models closest to each target were averaged to generate each projected temperature and precipitation change. The three targets are defined as:
 Hot/dry future conditions – Nearest to the 5th percentile of precipitation and 95th percentile of temperature projections;
 Central future conditions – Nearest to the 50th percentile of both precipitation and temperature projections; and
 Warm/wet conditions – Nearest to the 95th percentile of precipitation and 5th percentile of temperature projections.

Projections are presented for two planning horizons:  2035, the midpoint of a range from 2024 to 2045, and 2060, the midpoint of a range from 2050 to 2070.

For the SAY model, it is assumed that the change in inflow is directly proportional to the change in precipitation.

Because of the uncertainty about the exact relationship between higher temperatures and increased evaporation, future evaporation rates were assumed to be five percent higher than the verified historical data.

Projected changes are applied to the entire verified historical data set in Scenario 2.

Scenarios 9 through 12: SLOCOG Climate Change Projections Scenarios 9 through 12 are based on climate change projections identified in the San Luis Obispo Council of Governments (SLOCOG) 2014 Regional Transportation Plan. SLOCOG climate change projections reflect the continuation of current energy‐subsidy policies, implying relatively high energy consumption and high greenhouse gas (GHG) emissions. Per the SLOCOG report, this scenario closely followed the global emissions path of the late 1990s. The SLOCOG report states that given a sharp rise in emissions since 2000, the climate projections reflected may underestimate actual climate change. 111

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Like EPA’s CREAT tool, the SLOCOG projections are based on IPCC recognized Global Climate Models.  However, the SLOCOG study focuses specifically on three models:  CSIRO (from Australia), MIROC (from Japan), and HadCM (from the UK). The United States Department of Agriculture (USDA) Forest Service Mapped Atmosphere‐ Plant‐Soil System (MAPSS) team at the Pacific Northwest Research Station then converted the model output to a locally‐relevant scale of 8 kilometers (km) using local temperature and precipitation pattern data.

As with the EPA CREAT projections, SLOCOG projections are presented as a percent difference in precipitation and degree difference in temperature, and are assigned to two planning horizons, 2035 to 2045 and 2075 to 2085. The SLOCOG projections, however, are presented as a range for each window of time. Therefore, a scenario was created for the climatic lower bound and upper bound for each planning horizon.

As with Scenarios 3 through 8, Scenarios 9 through 12 apply the respective climate change projections to the verified historical data set (Scenario 2) and adjust the inflow proportionally to the change in precipitation, while evaporation rates were assumed to be five percent higher than historical values.

Scenario 13: Nature Climate Change Evaluation
Nature Communications, a peer‐reviewed open access scientific journal published by the Nature Publishing Group, published an article in in July of 2017 that presented an overview of various climate models and their predictions for future precipitation in California.  This work found that under future conditions, California could receive more precipitation in response to global warming.  It found that the anticipated changes in air circulation patterns were reminiscent of an El Nino event, which can lead to an increase in storm track activity in the east Pacific.

The article concluded that central California could expect on the order of three inches per year in additional rainfall attributable to global warming.  The historical average annual rainfall at Salinas Dam is approximately 23 inches, while the annual average at Whale Rock Reservoir is approximately 19 inches.  As a conservative estimate, it was assumed that under this scenario, precipitation and runoff values would increase 15 percent over their historical values.  Evaporation rates were assumed to be 5 percent higher than historical values.

Section 4: Model Results
The updated spreadsheet model is intended to be a tool that the City can use to evaluate SAY under potential future conditions.  Several simulations were run during the development of the spreadsheet, and the results are summarized in the following tables.  These preliminary results are intended to show the range of potential values under differing input assumptions. As discussed further in the Appendix, the model is set up to account for loss of reservoir capacity due to siltation up to, and including, the designated simulation year. The model results presented in Tables 3 through 5 account for the estimated siltation through 2017.

The model was first used to determine the impact of using verified historical data as inputs.  The results are summarized in Table 3.  For consistency with previous estimates, these results do not include the 2006 ‐ 2016 drought.  These results are presented for comparison with previously reported values of SAY.  Using the raw input data from the 2015 model, the updated model showed that an annual withdrawal of 6,940 AFY could be sustained.  With the incorporation of the updated evaporation data, the corresponding value is 6,590 AFY. 112

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Table 3. Safe Annual Yield Model Outputs with Verified Historical Data 2015 Model SAY
(AFY)
Updated Model SAY with Verified
Historical Data (AFY)
SAY (Period of record ending 2006; does not
include the 2006‐2016 drought)
6,940 6,590
Note:  These results are the combined City SAY from Salinas and Whale Rock Reservoirs, based on a joint operating strategy
The model was then used to calculate an updated SAY for the entire period of record, including the 2006 – 2016 drought.  These results are shown in Table 4.  This drought was more severe than the 1986‐1991 drought, and it has become the new controlling condition for the estimation of SAY.  The estimated SAY is 4,910 AFY, approximately 2,000 AFY less than the previously used estimate of 6,940 AFY.

Table 4. Safe Annual Yield Model Outputs Incorporating 2006 – 2016 Drought Updated Model SAY with Verified
Historical Data (AFY)
SAY (Period of record through 2016; includes the 2006‐2016 drought)
4,910
Note:  These results are the combined City SAY from Salinas and Whale Rock Reservoirs, based on a joint operating strategy
Finally, the model was used to simulate a range of potential climate change scenarios.  These estimates are summarized in Table 5.  There is considerable uncertainty about how climate change will impact the precipitation and evaporation patterns on the Central Coast.  The range of values provides an indication of potential future conditions that might occur, but it is not yet feasible to identify an expected value for future SAY.

Table 5. Safe Annual Yield Model Outputs for Climate Change Scenarios Range of SAY
under EPA
Climate Change
Scenarios (AFY)
Range of SAY
under SLOCOG
Climate Change
Scenarios (AFY)
Nature Climate
Change
Scenario (AFY)
SAY (Period of record through 2016; includes the
2006‐2016 drought)
4,690 – 5,050 4,050 – 5,070 4,950
Note:  These results are the combined City SAY from Salinas and Whale Rock Reservoirs, based on a joint operating strategy
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Section 5: Conclusion
The City’s spreadsheet model for estimating SAY from Salinas and Whale Rock Reservoirs was updated to incorporate verified historical data and the full extent of the most recent drought (2006 – 2016).  The revised estimate for the SAY from these reservoirs is 4,910 AFY, approximately 2,000 AFY less than the value of 6,940 AFY used in previous planning documents.  Two factors contributed to this decline.  First, the historic evaporation data in the model were revised to match currently available records.  Second, the updated model includes the full extent of the 2006‐2016 drought.  This dry period was more severe than the 1986‐1991 drought, and it is the new controlling period for estimating SAY.

The updated spreadsheet model can be used to estimate the SAY under a variety of scenarios.  The spreadsheet can also be used to demonstrate the advantages of coordinating the use of the City’s water supply sources, rather than analyzing each source in isolation.  It is recommended that the City and Cal Poly continue to coordinate their analyses of the expected supply from Whale Rock.  The model should also be kept up‐to‐date with additional hydrological data, as it becomes available. 114

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Appendix A: Model Layout
The updated model has been restructured to provide a more user‐friendly and transparent interface. This appendix briefly describes key tabs in the spreadsheet model.

Dashboard Tab
The primary components of the Dashboard tab, circled in blue in Figure A‐1, are the Modeled Scenario dropdown list, the City Withdrawal Mode selection, and the Solve buttons. The Modeled Scenario dropdown list allows the user to select the scenario of interest. The City Withdrawal Mode allows the user to calculate separate SAY’s for Salinas and Whale Rock Reservoir, or to model them as joint, or coordinated, use. When Joint Use is selected, the model prioritizes withdrawal from Salinas Reservoir and provides a single SAY for the two reservoirs. The Solve buttons allow the user to run the model without having to manually iterate to the desired solution. The Solve buttons count down the SAY from 100,000 AFY until the total unmet demand is equal to zero over the entire time series.

Just above the Modeled Scenario dropdown list is a summary of assumptions and input data. These assumptions and inputs have been discussed with the City and Cal Poly, and therefore likely will not change on a regular basis, but they should always be reviewed prior to a model run.

Figure A-1. Dashboard Tab Screenshot
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Scenario Tab
As discussed in Section 2, a suite of new scenarios has been incorporated into the updated model. All scenarios are defined on the Scenarios tab, including the scenario number and respective percent change in inflow, precipitation, and evaporation. While a temperature change in degrees Fahrenheit is listed, it is not currently being included in the calculations. All future scenarios are expected to have higher temperatures, which will lead to increased evaporation, but there is uncertainty about how much evaporation will increase. In addition to defining the scenario criteria, this tab is used to manually record the calculated SAY for each scenario.

Bathymetry Tab
The Bathymetry tab houses the stage‐storage‐area relationships for the two reservoirs.  For Salinas Reservoir, the relationship is based on the Salinas Reservoir Bathymetric survey conducted in 1990. The annual siltation was estimated to reduce available storage in Salinas Reservoir by 40 AFY, based on the 1990 bathymetric survey.

For Whale Rock Reservoir, the relationship is based on the Whale Rock Reservoir Bathymetry survey conducted in 2013. As part of the 2013 bathymetric survey, the annual siltation was estimated to reduce available storage by 32.6 AFY. These siltation rates can be found on the Dashboard tab along with the year of the associated bathymetric survey.

The user can select a year to run the simulation, and the model will reduce the full capacity of each reservoir to account for the expected siltation between the date of the respective bathymetric survey and the simulation year.  The City’s water supply planning policy already includes an expected reduction in future water supply of 500 AFY to account for reservoir siltation.  Therefore, the model simulations run for this project used a simulation year of 2017 to estimate the SAY under current conditions.

Demand Patterns Tab
The Demand Patterns tab defines the monthly demand multipliers for the City, Cal Poly, CMC, and Cayucos water deliveries.  For the updated model, the City demand pattern has remained the same as in the previous model.  The State demand pattern has been split into two new Cal Poly demand patterns, domestic and agricultural, and an evenly distributed demand pattern for the CMC.  Cal Poly provided domestic and agricultural usage data from 1992 through 2016, which was used to refine the Cal Poly demand patterns.  The demand patterns are shown in Figure A‐2.
116

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Figure A-2. Demand Patterns
Calculations Tab
The Calculations tab has inputs and formulas organized in a progression from left to right, with one row for every month. Row 7 on the Calculations tab defines whether a column is an input value or a formula. Input values are historical monthly hydrologic inputs including natural inflow volume, precipitation depth, and evaporation depth. Input values should be added to the model as new data is collected over time. As input values are added, the remainder of the cells in that row should be populated by dragging down the formulas from the cell above.

Column Descriptions Tab
This tab contains descriptions for each column on the Calculations tab. Column descriptions include a written description and a display of the respective formula.  This tab provides more detailed information about the calculations embedded in the spreadsheet.

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

16.00%

18.00%
1 2 3 4 5 6 7 8 9 10 11 12
Monthly Demand Multiplier
Month
City Monthly Demand Multiplier Cayucos Deliveries Monthly Demand Multiplier Cal Poly AG Monthly Demand Multiplier Cal Poly Domestic Monthly Demand Multiplier CMC Monthly Demand Multiplier
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Appendix F – Annual Water Supply and Demand Assessments The City prepares Annual Water Supply and Demand Assessments to evaluate near-term water supply availability, projected demands, infrastructure constraints, and potential shortage conditions. These assessments support implementation of the City’s Water Shortage Contingency Plan and provide annual updates regarding water supply conditions. Because the assessments are prepared annually and may be updated independently of the UWMP, this appendix provides a summary and public links to the assessment documents rather than reproducing each full assessment within the UWMP. 2022-2026 Water Supply and Demand Assessment Documentation Assessment Year Council Date Report Link
2026 June 16, 2026 Link to be provided following the June 16, 2026, City Council Meeting
2025 May 20, 2025 2025 Water Supply and Demand Assessment 2024 June 4, 2024 2024 Water Supply and Demand Assessment 2023 May 16, 2023 2023 Water Supply and Demand Assessment 2022 May 3, 2022 2022 Water Supply and Demand Assessment Notes: A link to the 2026 WSCP link will be provided in this UWMP following the June 16, 2026 City Council meeting where the 2026 Water Supply and Demand Assessment, 2025 Urban Water Management Plan, and 2025 Water Shortage Contingency Plan will be brought before the City Council for review and/or adoption.

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Appendix G – Seismic Risk / Hazard Mitigation Plan Reference Purpose
California Water Code section 10632.5 requires urban water suppliers to include a seismic risk assessment and mitigation plan as part of the Urban Water Management Plan. Pursuant to California Water Code section 10632.5(c), an adopted Local Hazard Mitigation Plan or Multi-Jurisdictional Hazard Mitigation Plan may be incorporated into an Urban Water Management Plan to satisfy this requirement if the plan addresses seismic risk.

The City of San Luis Obispo satisfies this requirement by incorporating by reference the 2025–2030 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP), including the applicable City of San Luis Obispo jurisdictional annex and related hazard mitigation materials.

Incorporated Document
• Document Title: 2025–2030 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan • Lead Agency: County of San Luis Obispo
• Participating Jurisdiction: City of San Luis Obispo
• UWMP Reference Section: Chapter 8, Section 8.2.1, Seismic Risk Assessment and Mitigation • Public Access: The full MJHMP, jurisdictional annexes, and supporting appendices are available through the County of San Luis Obispo Office of Emergency Services website.

Incorporation by Reference
The 2025–2030 San Luis Obispo County MJHMP is incorporated by reference into the City’s 2025 UWMP for purposes of complying with California Water Code section 10632.5. The MJHMP evaluates regional and local hazards, including earthquake and liquefaction hazards, and identifies mitigation strategies intended to reduce risk to people, property, infrastructure, and essential services.

The MJHMP includes information relevant to the City’s water system, including seismic hazards, liquefaction susceptibility, critical facility vulnerabilities, utility system impacts, emergency response coordination, infrastructure resilience, and mitigation planning. The City uses information contained in the MJHMP to support emergency preparedness planning, capital improvement prioritization, infrastructure resiliency efforts, and interagency coordination during emergency response and recovery.

Relationship to the UWMP
Chapter 8 of the City’s 2025 UWMP summarizes the City’s seismic risk assessment and mitigation approach and identifies the MJHMP as the planning document incorporated by reference to satisfy California Water Code section 10632.5. The UWMP also describes the City’s Water Shortage Contingency Plan, emergency supply resiliency considerations, and potential causes of water shortage conditions, including seismic events that could affect dams, reservoirs, pipelines, tanks, pump stations, treatment facilities, or distribution system infrastructure.

Document Availability
The full MJHMP is not reproduced in this appendix due to its size and because it is maintained as a separate County-led regional planning document. Instead, the MJHMP is incorporated by reference and made available through the County of San Luis Obispo Office of Emergency Services website. • Public link: 2025 Multi-Jurisdictional Hazard Mitigation Plan Version Control
If the 2025–2030 San Luis Obispo County MJHMP is amended, updated, or replaced after adoption of this UWMP, the City may continue to rely on the most current adopted hazard mitigation planning document, as applicable, for emergency preparedness, infrastructure resiliency, and seismic risk mitigation planning.

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Updates to the MJHMP may occur independently of the UWMP process in accordance with applicable federal, state, and local requirements.

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Appendix H – Water Shortage Contingency Plan
The City’s WSCP is available for review and comment at https://www.slocity.org/government/departmentdirectory/utilities-department/documents-and-files. Following adoption of the UWMP and WSCP, the WSCP will be added as appendix H.

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2025 Water Shortage
Contingency Plan
(PUBLIC REVIEW DRAFT)
This plan was adopted on __________, 2026
pursuant to San Luis Obispo City Council
Resolution No. ________ (2026 series)
San Luis Obispo City Council
Erica A. Stewart, Mayor
Emily Francis, Vice Mayor
Jan Marx
Michelle Shoresman
Michael R. Boswell
Plan Prepared by:

City of San Luis Obispo, Public Works and Utilities Department Utilities Branch
879 Morro Street
San Luis Obispo, CA 93401

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TABLE OF CONTENTS
SECTION 1: INTRODUCTION..........................................................................................................................5 SECTION 2: WATER SUPPLY RELIABILITY ANALYSIS & ANNUAL ASSESSMENT PROCESS ..............................5

2.1 Relationship to the UWMP & Water Supply and Demand Assessment......................................5

2.2 Annual Water Supply & Demand Assessment.............................................................................6

2.3 Five-Year Drought Risk Assessment ............................................................................................8

2.4 Water Supply Reliability Findings................................................................................................8 SECTION 3: WATER SHORTAGE RESPONSE FRAMEWORK............................................................................8

3.1 Relationship to State Standard Shortage Levels..........................................................................9

3.2 City Council Declaration & Implementation..............................................................................10 SECTION 4: WATER SHORTAGE STAGES AND RESPONSE ACTIONS ............................................................10

4.1 Overview....................................................................................................................................10

4.2 Water Shortage Response Stage: Monitor................................................................................11

4.3 Water Shortage Response Stage: Watch...................................................................................11

4.4 Water Shortage Response Stage: Warning ...............................................................................13

4.5 Water Shortage Response Stage: Alert .....................................................................................14

4.6 Water Shortage Response Stage: Severe ..................................................................................15

4.7 Water Shortage Response Stage: Extreme................................................................................15

4.8 Water Shortage Response Stage: Critical..................................................................................16 SECTION 5: COMMUNICATION, COMPLIANCE, AND ENFORCEMENT ........................................................16

5.1 Communication Protocols.........................................................................................................16

5.2 Customer Compliance & Enforcement......................................................................................17

5.3 Legal Authorities........................................................................................................................17 SECTION 6: WATER BUDGETS, EXEMPTIONS, AND APPEALS......................................................................17

6.1 Water Budgets & Allotments.....................................................................................................17

6.2 Exemptions & Adjustments.......................................................................................................18

6.3 Appeals......................................................................................................................................19 SECTION 7: REVENUE AND EXPENDITURE IMPACTS...................................................................................19 SECTION 8: MONITORING, REPORTING, AND REFINEMENT PROCEDURES................................................20 SECTION 9: CATASTROPHIC WATER SUPPLY INTERRUPTION .....................................................................20

9.1 Seismic Risk and Hazard Mitigation Planning............................................................................21

9.2 Emergency Response and Mutual Aid.......................................................................................21

9.3 Emergency Response Actions....................................................................................................21 SECTION 10: ADOPTION, SUBMITTAL, AND AVAILABILITY .........................................................................22

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APPENDIX I: STANDARDIZED TABLES ..........................................................................................................23 APPENDIX II: PUBLIC HEARING NOTICE ......................................................................................................27 APPENDIX III: ADOPTION RESOLUTION.......................................................................................................29

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SECTION 1: INTRODUCTION
The City’s Water Shortage Contingency Plan (WSCP)
establishes the framework the City will use to prepare for and respond to water shortage conditions. A water shortage may occur when available water supplies are insufficient to meet anticipated customer demands or when operational, regulatory, environmental, or emergency conditions limit the City’s ability to access, convey, treat, or deliver water supplies.

Water shortages may result from drought, climate change, infrastructure failure, water quality impacts, regulatory restrictions, power outages, seismic events, wildfire, flooding, or other emergency conditions. Because shortage conditions can vary in cause, severity, duration, and timing, this WSCP is intended to provide a flexible and implementable framework for reducing demand, extending available water supplies, protecting public health and safety, and maintaining essential water service.

This WSCP is prepared in coordination with the City’s 2025 Urban Water Management Plan (UWMP). The UWMP evaluates the City’s water supply reliability under normal-year, single dry-year, multiple dry-year, and five-year drought risk assessment conditions. This WSCP describes the shortage response procedures and actions the City may implement if the annual Water Supply and Demand Assessment, the City’s Water Projection Model, or another operational evaluation
indicates that available supplies may be insufficient to meet expected demands.

The City’s Water Conservation Ordinance, Chapter 13.07
of the San Luis Obispo Municipal Code, establishes
regulations and procedures related to water conservation and water shortage response. The City may also implement shortage response actions through City Council resolution, ordinance, emergency declaration, or other appropriate
legal authority depending on the nature and severity of the shortage.

The City’s water supply reliability is supported by a diverse portfolio of potable and non-potable supplies, including Salinas Reservoir, Whale Rock Reservoir, Nacimiento Reservoir, recycled water, and planned groundwater extraction. The City has also invested in conservation programs, water treatment facilities, conveyance and distribution infrastructure, storage, backup power, and emergency response capabilities that improve the City’s ability to manage those supplies effectively. Together, these investments reduce overreliance on any single source of supply and provide operational flexibility during droughts, infrastructure disruptions, and other water supply challenges. However, the City must retain the ability to respond to changing conditions if actual or projected supplies decline, demands exceed expected levels, or operational constraints limit the City’s ability to access, treat, or deliver water.

SECTION 2: WATER SUPPLY RELIABILITY ANALYSIS & ANNUAL

ASSESSMENT PROCESS

2.1 Relationship to the UWMP & Water Supply and Demand Assessment Water supply reliability is the City’s ability to meet customer water demands under varying hydrologic, operational, regulatory, infrastructure, and demand conditions. The City evaluates water supply reliability through several related planning documents, including the UWMP, the annual Water Supply and Demand Assessment, and this WSCP. Each document serves a different purpose, but together they support the City’s evaluation of water supply conditions and potential shortage response needs.

The California Department of Water
Resources defines drought as:
“A deficiency of precipitation over an
extended period of time resulting in a
water shortage for some activity,
group, or environmental sector.”
TABLE 1: RESERVOIR STORAGE
Reservoir Percent of
Capacity
Salinas 100%
Whale Rock 86%
Nacimiento 61%
Notes: Reservoir volumes are as of May 2026.

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➢ The UWMP provides a detailed assessment of the City’s long-term and short-term water supply reliability;
➢ The annual Water Supply and Demand Assessment evaluates water supply reliability for the upcoming fiscal year and supports the City’s annual shortage determination; and ➢ The WSCP establishes the staged actions the City may take if shortage conditions occur in the upcoming year or future years.

2.2 Annual Water Supply & Demand Assessment
The annual Water Supply and Demand Assessment evaluates the City’s water supply reliability for the current year and one upcoming dry year. The City may evaluate additional dry-year conditions at its discretion if doing so would assist with water supply planning, drought preparedness, or City Council decision-making.

The UWMP provides the City’s primary water supply reliability analysis. It forecasts the City’s ability to meet projected water demands under normal-year, single dry-year, multiple dry-year, and five-year drought risk assessment conditions. The UWMP distinguishes between methodologies used for long-term water supply planning and shorter-term reliability analysis.

For long-term water supply planning, the UWMP evaluates whether the City’s planned water supply portfolio is sufficient to meet projected demands over the UWMP planning horizon from 2025 through 2050. This analysis is informed by the policy framework established in the General Plan and Water and Wastewater Element. Long-term demand planning is based on General Plan population assumptions and the City’s 117 gallons per capita per day planning value. Long-term supply planning is based on established planning values for the City’s water supply portfolio, including Nacimiento Reservoir, Salinas and Whale Rock Reservoirs, recycled water use, planned groundwater when available, and long-term planning adjustments such as the 500 acre-foot reservoir siltation planning adjustment. This long-term analysis is intended to evaluate the City’s ability to serve projected growth and demands through the UWMP planning horizon.

The UWMP also includes shorter-term reliability analyses required by the Urban Water Management Planning Act, including single dry-year, multiple dry-year, and five-year drought risk assessment analyses.

These analyses evaluate how the City’s supplies are expected to perform under dry conditions and other reliability assumptions. The five-year drought risk assessment evaluates whether supplies are expected to be sufficient if the City were to experience five consecutive dry years during the required assessment period. Unlike the long-term General Plan and Water and Wastewater Element planning methodology, the five-year drought risk assessment uses current and projected near-term conditions to evaluate supply reliability. These conditions may include current and projected reservoir storage, recent demand, source availability, infrastructure constraints, recycled water availability, groundwater project status, dry-year assumptions, and Water Projection Model results.

The annual Water Supply and Demand Assessment serves a related but more focused purpose. Prepared annually by City staff, the assessment evaluates whether available supplies are sufficient to meet anticipated demands during the upcoming fiscal year, referred to as the assessment period. The annual assessment is a near-term operational and water supply reliability analysis that supports the City’s annual determination of whether a water shortage is anticipated and whether response actions under this WSCP may be needed. Like the UWMP’s five-year drought risk assessment, the annual Water Supply and Demand Assessment relies on current and projected near-term conditions rather than long-term General Plan buildout assumptions.

This WSCP is an implementation and response document. It does not duplicate all of the UWMP’s reliability tables or the detailed analysis included in the annual Water Supply and Demand Assessment. Instead, it incorporates the UWMP’s reliability analysis by reference, including the long-term reliability findings and shorter-term drought reliability analyses, and relies on the annual Water Supply and Demand Assessment and Water Projection Model to support near-term shortage determinations. Together, these documents help determine whether the City should remain in normal operations or consider implementation of staged response actions under this WSCP.

This structure keeps each document in its proper role:

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The City’s annual assessment process includes the following general steps:

1. Review current water supply conditions.

Staff review current reservoir storage, precipitation, hydrologic conditions, source-specific availability, water quality conditions, regulatory considerations, and other factors that may affect the City’s ability to access, treat, convey, or deliver water.

2. Estimate current-year unconstrained demand.

Staff estimate anticipated customer demand for the assessment period before applying any new shortage response actions triggered by that year’s assessment. This estimate may consider recent potable and non-potable water use, seasonal demand patterns, weather, population, expected near-term growth, land use changes, customer class trends, prior conservation levels, and other factors that may influence demand.

3. Quantify current-year available supply.

Staff quantify available supplies from each applicable source, including Salinas Reservoir, Whale Rock Reservoir, Nacimiento Reservoir, recycled water, and groundwater, if available. The assessment considers hydrologic and regulatory conditions for the current year and one dry year, as well as source-specific operational limitations.

4. Evaluate infrastructure capabilities and plausible constraints.

Staff evaluate whether existing infrastructure can access, treat, convey, store, and distribute the water supplies identified in the assessment. This may include consideration of treatment capacity, transmission and conveyance limitations, pump station availability, reservoir operations, distribution system constraints, groundwater project status, temporary outages, planned maintenance, emergency repairs, and other operational limitations. Temporary conveyance constraints may be incorporated when applicable.

5. Apply dry-year assumptions.

Staff evaluate available supplies under applicable dry-year assumptions. These assumptions may include reduced reservoir inflows, increased evaporation, reduced precipitation, higher seasonal demand, reduced source availability, water quality limitations, or other conditions that could affect supply reliability during a dry year.

6. Use locally applicable evaluation criteria.

The City will consistently rely on locally applicable evaluation criteria to determine whether shortage conditions may exist. These criteria may include projected monthly supply and demand balances, total projected annual surplus or shortage, estimated years of available water supply remaining, reservoir storage conditions, source-specific operational availability, infrastructure constraints, recycled water availability, groundwater availability, and whether projected conditions correspond to a WSCP shortage stage.

7. Evaluate results using the Water Projection Model.

The City uses its Water Projection Model to support the annual assessment. The model evaluates projected demand, available supplies, source-specific assumptions, infrastructure constraints, dryyear conditions, and the estimated number of years of available water supply remaining under the input conditions. The model allows the City to evaluate near-term reliability based on actual and expected conditions rather than relying solely on long-term planning assumptions.

8. Determine whether WSCP response actions may be needed.

If the annual assessment indicates that projected supplies are sufficient to meet projected demands and that available supplies are expected to remain above the City’s established years-of-supply thresholds, no shortage response action may be required. If the assessment indicates that supplies may be insufficient, or that available supplies have declined below a WSCP stage threshold, staff may recommend that the City Council declare the applicable shortage stage and implement appropriate response actions.

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9. Report findings and submit required information to the State Department of Water Resources (DWR).

Staff will generally present the annual assessment to the City Council in May or June of each year.

Following review, the City will submit the required annual water shortage assessment information to DWR by July 1, consistent with California Water Code requirements.

The annual assessment is intended to provide a consistent decision-making process while allowing the City to account for changing hydrologic, operational, regulatory, infrastructure, and demand conditions. Because actual conditions may vary from year to year, the assessment may result in a recommendation to remain in normal operations, declare a WSCP shortage stage, modify previously adopted response actions, or take other actions necessary to protect public health, safety, and essential water service.

2.3 Five-Year Drought Risk Assessment
The Urban Water Management Planning Act requires that the City conduct a five-year Drought Risk Assessment as part of the UWMP. The assessment evaluates whether the City’s projected water supplies would be sufficient to meet projected water demands during a period simulating five consecutive dry years.

This analysis provides a shorter-term reliability outlook than the UWMP’s long-term planning horizon and helps identify whether potential shortage conditions could occur during the five-year assessment period.

This assessment is particularly relevant to this WSCP because the City’s shortage response framework is structured around years-of-supply thresholds. These thresholds are intended to help the City identify potential shortage conditions before supplies are exhausted and before more severe response actions become necessary. By evaluating supply reliability across a five-year dry period, the assessment helps to determine whether available supplies are sufficient to maintain normal operations or whether the City may need to consider staged response actions under this WSCP.

2.4 Water Supply Reliability Findings
The City’s 2025 UWMP and conclude that the City’s diversified water supply portfolio, planned groundwater restoration, recycled water program, conservation efforts, and ongoing infrastructure investments provide a reliable basis for meeting projected water demands through the 2025-2050 UWMP planning horizon. The City’s reliability analyses show that projected supplies are expected to be sufficient to meet projected demands under normal-year, single dry-year, multiple dry-year, and five-year drought risk assessment conditions.

Actual conditions may differ from the assumptions used in the UWMP or annual assessment. Potential causes of reduced supply include extended drought, infrastructure failure, wildfire, water quality impacts, regulatory changes, treatment or conveyance limitations, groundwater production delays, groundwater basin management constraints, reduced recycled water availability, or demand conditions that differ from projections. If such conditions result in a projected or actual shortage, the City may implement this WSCP.

Identifying a potential shortage multiple years in advance is a responsible water management practice.

Early identification provides time for the City to implement phased demand reduction measures, increase public outreach, adjust operations, preserve reservoir storage, evaluate supplemental supplies, and avoid more abrupt or disruptive restrictions later. Early identification also allows the City Council, staff, customers, and regional partners to respond in a measured and coordinated manner before shortage conditions become more severe.

SECTION 3: WATER SHORTAGE RESPONSE FRAMEWORK
The City’s water shortage response stages provide a structured framework for escalating response actions as water supply conditions worsen. The stages are intended to reduce demand, extend available supplies, preserve water for public health and safety, and provide time for additional rainfall, supplemental supplies, infrastructure repairs, or operational adjustments to improve supply conditions.

The City’s local shortage stages are informed by the Water Projection Model’s estimate of the number of years of available water supply remaining based on defined inputs. This years-of-supply approach reflects WSCP-8 Page 456 of 546
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the City’s local water supply planning framework and allows the City to identify potential shortage conditions before supplies are insufficient to meet demand. To maintain consistency with State reporting requirements, the City maps each local stage to the State’s six standard shortage levels, which are expressed as percentage shortage ranges. When declaring a shortage stage and selecting response actions, the City Council would consider the Water Projection Model results, the applicable local shortage stage, the corresponding State shortage level, and the specific supply, demand, infrastructure, and operational conditions causing the potential shortage.

3.1 Relationship to State Standard Shortage Levels
California Water Code Section 10632 requires six standard water shortage levels corresponding to progressive shortage ranges of up to 10 percent, 20 percent, 30 percent, 40 percent, 50 percent, and greater than 50 percent. The City’s WSCP includes a Monitor Stage that represents normal conditions where greater than five years of water supply are available and the City’s ongoing conservation program is in place. The six shortage levels required by the Water Code begin with the City’s Watch Stage and progress through the Critical Stage, as shown in Table 2.

The City’s shortage stages are intended to operate cumulatively. Unless modified, suspended, or replaced by City Council action, actions implemented during a lower shortage stage would remain in effect when the City moves to a higher shortage stage. For example, actions implemented during the Watch Stage would remain in effect during the Warning Stage, and the Warning Stage would add additional measures intended to further reduce demand. As a result, the percentage shortage ranges shown in Table 2 represent cumulative shortage-response targets, while the measures described for each stage generally identify the additional actions that may be implemented as conditions worsen.

TABLE 2: Water Shortage Response Stages Quick Reference Guide

STAGE WATER SUPPLY
STATUS1 CITY ACTIONS
Monitor 5+ years of available
water supply
City maintains existing water conservation staffing levels and budget that supports meeting internal water efficiency goals and regulatory requirements for water conservation, including ongoing public outreach.

Watch
< 5 years of available
water supply
(up to 10% water
shortage)
City increases programs that encourage voluntary water conservation including public outreach, rebate programs, and water efficient fixture giveaways. City examines available alternative water sources (groundwater expansion, recycled water filling stations, water purchase agreements, etc.), City modifies internal operations to focus on decreasing water loss and prepares for subsequent WSCP stages. City ceases any short-term outsideCity water sales/leases.

Warning
< 4.5 years of
available water
supply
(up to 20% water
shortage)
City implements time of use irrigation restrictions (7:00 PM – 7:00 AM). City increases staffing, budget, and outreach to achieve additional voluntary conservation savings while preparing for Alert-Critical stages.

Alert
< 4 years of available
water supply
(up to 30% water
shortage)
City requires mandatory conservation measures including outdoor irrigation restrictions (four day a week watering) and considers a Water Offset Program for new connections.

Severe
< 3.5 years of
available water
supply
City implements Water Allotment Program. Water Offset Program for new connections may be increased (1.5:1 or 2:1 offset ratio). Allowable irrigation reduced to three days per week.

2025 Water Shortage Contingency Plan
WSCP-10
(up to 40% water
shortage)
Extreme
< 3 years of available
water supply
(up to 50% water
shortage)
City continues to implement a Water Allotment Program with reduced allotment levels. Water Offset Program for new connections may be increased (3:1 or 4:1 offset ratio). Allowable irrigation reduced to two days per week with optional additional measures limiting turf and spray irrigation.

Critical
< 2.5 years of
available water
supply
(>50% water
shortage)
City continues to implement a Water Allotment Program at further reduced levels (minimum for public health and safety). Irrigation no longer permitted.

Water Offset Program to cease and no new connections permitted.

If the annual assessment, five-year drought risk assessment, or another operational evaluation indicates that available supplies may be insufficient to meet expected demands, City staff would evaluate the appropriate WSCP stage and provide recommended response actions to the City Council for consideration.

The City Council would then declare the applicable water shortage stage1 and authorize implementation of specific shortage response actions through resolution, ordinance, emergency declaration, or other appropriate action. Outside of potential drought conditions, the City may also implement emergency response actions through the same process if a sudden supply interruption, infrastructure failure, water quality issue, power outage, or other emergency resulted in the need for immediate action to protect public health, safety, or essential water service.

NOTE: The City’s Water Supply Status is informed by the Water Projection Model described in Section 2 of this Water Shortage Contingency Plan.

3.2 City Council Declaration & Implementation
The City is not required to implement every action listed in a stage during every shortage event, nor is the list of actions in this WSCP intended to be exclusively relied upon. Response actions may be tailored to the specific circumstances of the shortage, including hydrologic conditions, reservoir storage, infrastructure constraints, treatment capacity, customer demand, time of year, and expected shortage duration.

SECTION 4: WATER SHORTAGE STAGES AND RESPONSE ACTIONS

4.1 Overview
The City’s water shortage response may combine demand reduction measures, public outreach, operational changes, supply augmentation, enforcement, financial measures, and administrative actions.

Response actions generally increase in intensity as shortage conditions become more severe.

Outdoor irrigation restrictions are an important component of the City’s response strategy because a substantial portion of seasonal demand is associated with landscape irrigation. Outdoor water uses are often discretionary, visible, and easier to monitor than many indoor uses. However, the City may also implement indoor water efficiency measures, customer-specific water budgets, water allotments, water waste enforcement, and other measures as needed.

The response actions described in this section are cumulative unless otherwise directed by the City Council.

Measures implemented during earlier shortage stages are expected to remain in effect during later shortage stages, with additional or more restrictive measures added as needed to address the increasing shortage level. Accordingly, references to an “additional” reduction in later stages are intended to describe the 1 When required by applicable conditions, the City Council shall declare a water shortage emergency in accordance with California Water Code Chapter 3, Section 350. The City shall coordinate with the County of San Luis Obispo and any other applicable local agency regarding the possible proclamation of a local emergency, as defined in Government Code Section 8558.

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incremental savings sought from the new measures added at that stage, not the total cumulative reduction target.

4.2 Water Shortage Response Stage: Monitor
The City of San Luis Obispo has made water conservation an integral part of the community’s values, culture, and policy context for managing its water resources. The community has demonstrated a high commitment to reducing its water usage during and outside of water shortages. Although not an actual declaration of a water shortage, the Water Shortage Contingency Plan’s Monitor Stage remains in place at all times along with voluntary conservation.

This stage is focused on achieving voluntary water savings, as opposed to mandatory demand reduction programs. To ensure the City is using water responsibly and remaining in compliance with water efficiency goals and regulations, the City continually assesses available water supply levels, monitors customer water demand trends, conducts water loss audits, and evaluates potential supplemental supply projects. The following are examples of demand management measures that may be taken to maintain water use efficiency goals:

1. Implement public outreach and communication programs (bill stuffers, social media, etc.).

2. Participate in trade shows, home shows, and special community events.

3. Offer complimentary water audits.

4. Identify and notify customers of possible leaks and inefficient uses of water.

5. Encourage the use of drip irrigation and drought tolerant plants.

6. Implement school (K-12) education programs related to water conservation.

7. Enforce the water efficiency retrofit program (toilet retrofit upon sale program).

Actions at the Monitor Stage would also include active enforcement of the City’s water waste prohibitions, such as those from Chapter 13.07 of the City’s Municipal Code, which defines water waste as follows:

4.3 Water Shortage Response Stage: Watch
When the City’s available water supply would provide less than five years of water, staff would recommend to the City Council that they adopt a resolution declaring a water shortage and to enter the Watch Stage and urge the public to reduce water use by approximately ten percent.

During the Watch Stage, the demand management measures utilized during the Monitor Stage above will increase along with a continued focus on voluntary water use reduction. The City will also increase public outreach, implement system and operational changes, increase enforcement actions and patrols, and City of San Luis Obispo, Municipal Code

13.07.20 – Water runoff prohibited.

A. No person shall cause any water delivered by the city water system to flow away from property owned, occupied or controlled by such person in any gutter, ditch or in any other manner over the surface of the ground, so as to constitute water waste runoff.

B. “Water waste runoff” is water flowing away from property and which is caused by excessive application(s) of water beyond reasonable or practical flow rates, water volumes or duration of application, or due to faulty systems that have not been repaired within seventy-two hours of written notice from the city. (Ord. 1734 § 7, 2024; Ord. 1704 § 9, 2021; Ord. 1089 § 1, 1987)

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undertake other administrative actions. These program expansion and changes may include:

1. Water Demand Reduction Programs:

A. Accelerate water audit programs for all customer classes B. Identify largest water users in each sector and contact for complimentary water audits C. Increase water waste patrols
D. Conduct water use surveys
E. Implement rebate programs
F. Consider the use of irrigation limitations
G. Host workshops on effective irrigation practices

2. Public Outreach Programs:

A. Issue a press release following Watch Stage declaration B. Include information in quarterly Resource Newsletter C. Evaluate outreach effectiveness and expand outreach for non-English languages as needed D. Update City website and create a page dedicated to information on details of WSCP Watch Stage E. Use billing inserts to notify public of current situation and needs F. Coordinate with regional partners on messaging and outreach G. Increase outreach to Cuesta and Cal Poly students and at public events such as Farmers Market, SLO Home Show, homeowners association board meetings, meetings with hospitality industry, etc.

H. Focus social media platforms on issues consistent with needed demand reductions

3. System and Operational Changes:

A. Cease any short-term water sales.

B. Reduce water usage for water main flushing and hydrant flushing C. Reduce distribution system pressure where feasible
D. Increase leak detection, water meter testing, and water meter replacement E. Require use of non-potable water sources for all street sweeping and hydrocleaning F. Activate the Drought Taskforce

4. Enforcement Actions:

A. First Violation: Customer Notification and Education Staff will notify the customer of the particular violation observed, and the demand reduction programs currently in place. Staff will assist the customer in determining resources necessary to comply with requirements. Examples of notification include: door tags containing educational information, mailed letter, and/or personal phone call by staff.

B. Second Violation: Issuance of Notice of Violation
Customer will be issued a written notice of violation (NOV), notifying the customer of specific violation, date and time the violation was observed, and consequences of subsequent violations.

C. Subsequent Violations: Customer may be issued a penalty/fine for violation.

5. Other Administrative Actions:

A. Begin drafting ordinance revisions and code changes that would go into effect in subsequent water shortage stages.

B. Plan for the funding and implementation of specific conservation programs launched in subsequent water shortage stages.

C. Review potential fiscal impacts of drought (i.e., increased water supply, operational, and capital costs); and demand reductions (reduced revenue).

D. Identify and plan for the need for additional staff. In planning for additional staff, consideration should be given to funding, available office space, vehicles, training, and other needed supplies and support.

E. Consider need for drought surcharge to stabilize revenue.

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F. Consider deferring previously scheduled capital projects as necessary to invest in acquisition of needed water supply sources and demand reductions.

G. Review available supplemental water supply options, such as increased use of groundwater, utilization of potable reuse, and implementation of residential recycled water filling stations for landscape irrigation.

4.4 Water Shortage Response Stage: Warning
When the City’s available water supply would provide less than 4.5 years of water, staff would recommend to the City Council that they adopt a resolution to enter the Warning Stage and urge the public to reduce water use by an additional 10 percent including mandatory conservation measures.

The water conservation measures described in the Monitor and Watch Stages above may increase during the Warning Stage, with an increased focus on limiting outdoor water uses. System and operational changes would remain in place. These increases and additions to programs may include:

1. Water Demand Reduction Programs:

A. Continue implementation of and possible increase of all demand reduction programs listed in Watch Stage.

B. Limit outdoor watering to between the hours of 7:00 PM and 7:00 AM.

C. Require restaurants to only serve water upon request.

D. Restrict use of decorative2 water features and fountains.

2. Public Outreach Programs:

A. Continue implementation of and possible increase of all public outreach programs listed in Watch Stage.

B. Issue a press release following Warning Stage declaration.

C. Target outreach to customers with large landscapes regarding irrigation restrictions.

D. Use of billing inserts, social media, postcards, and direct mail pieces to inform customers of new requirements and prohibitions.

E. Coordinate with local business groups such as the Chamber of Commerce and landscaping associations to help encourage conservation among commercial customers.

F. Coordinate with homeowners associations, property rental agencies, and other local groups to help encourage conservation among residential customers.

3. Enforcement Actions (Same as previous stage)

4. Other Administrative Actions:

A. Continue implementation of and possible increase of all other administrative actions listed in Watch Stage.

B. Begin preparing for the Alert Stage.

5. Optional Implementation of a Water Demand Offset Program:

During the Warning Stage, staff will begin updating the Water Demand Offset Program and messaging about the program to the development community and general public. The City may consider implementing a water demand offset program during this stage. Water demand offset programs are designed to require new development that causes increased water demand to offset such demand through conservation or acquisition/development of new water supplies. The goal of an offset program is to ensure that new development does not increase current water demands. It should be noted that 2 For purposes of this WSCP, decorative or recreational water features include artificially supplied ponds, lakes, waterfalls, fountains, and similar features. These features are distinct from swimming pools and spas, as defined in Health and Safety Code Section 115921. The City may restrict or prohibit the use of potable water for decorative water features during shortage stages, while separately evaluating restrictions applicable to swimming pools and spas based on public health, safety, evaporation, leakage, and other relevant considerations.

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offset programs simply expedite water efficiency measures and thus create water savings in the short term. Depending on the nature of the offset, long-term savings may not be realized.

At the Warning Stage the City may choose to implement a “net neutral” offset program, requiring that new demands offset usage at a rate of 1:1. Future stages of the WSCP may suggest a more aggressive, “net positive” water demand offset program. A “net positive” water demand offset program would require a positive offset of a project’s water demand. An example of this would be a project required to offset its water demand at a ratio higher than 1:1, such as 2:1 or 3:1.

There are several types of offset programs in use across California and the United States. Examples of potential offset programs are listed below.

A. Toilet replacements
B. Smart irrigation controllers
C. Submetering
D. In-lieu fees (fees are used to support new water supply projects) E. Irrigation system retrofits
F. Waterless urinals
G. Rainwater capture
H. Recycled Water Retrofit Projects

4.5 Water Shortage Response Stage: Alert
When the City’s available water supply would provide less than four years of water, staff would recommend to the City Council that they adopt a resolution to enter the Alert Stage and urge the public to reduce water use by an additional 10 percent including mandatory conservation measures.

The water conservation measures described in the stages above may increase during the Alert Stage, with an increased focus on limiting outdoor water uses. System and operational changes would remain in place.

These increases and additions to programs may include:

1. Water Demand Reduction Programs:

A. Limit outdoor watering to four days a week and only between the hours of 7:00 PM and 7:00 AM.

B. Defer landscape installations for new development or require development to install landscaping that provides a 50 percent reduction in Maximum Applied Water Allowance (MAWA). This would not apply to sites irrigated with recycled water.

2. Public Outreach Programs:

A. Continue implementation of and possible increase of all public outreach programs listed in previous stages.

B. Issue a press release following Alert Stage declaration C. Utilize water use allocation software to identify inefficient water users and make direct contact with these properties.

3. Enforcement Actions (Same as previous stage)

4. Other Administrative Actions:

A. Continue to implement and possibly increase all other administrative actions listed in prior stages.

B. Prepare utility billing system and bill format for water allocations and reductions listed in subsequent stages.

C. Establish appeals committee for customers who exceed allotments in subsequent stages, request health and safety variances, or receive fines from violating water waste prohibitions.

D. Increase utility billing training and support to address additional requirements of future stages.

E. Begin preparing for Severe Stage.

5. Implementation of a Water Demand Offset Program:

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At the Alert Stage the City may implement a “net neutral” offset program or increase a previously approved program to a “net positive” program (ex: 1.5:1 or 2:1 offset ratio). Future stages of the WSCP may suggest a more aggressive, “net positive” water demand offset program.

4.6 Water Shortage Response Stage: Severe
When the City’s available water supply would provide less than 3.5 years of water, staff would recommend to the City Council that they adopt a resolution to enter the Severe Stage and urge the public to reduce water use by an additional 10 percent.

At this water shortage response stage, the City would continue implementation of demand reduction measures previously adopted by City Council, public outreach, enforcement, and other responses and programs described in prior stages. System and operational changes would remain in place. At the Severe Stage, a water offset program may increase to a “net positive” program, such as 1.5:1 or 2:1 ratio.

Previous Water Demand Reduction Programs should be increased to include:
• Limit outdoor watering to three days a week and only between the hours of 7:00 PM and 7:00 AM.

During the Severe, Extreme, and Critical stages of the WSCP the City Council may adopt a Water Allotment Program, restricting the water use on an account-by-account basis. The following allotment method may be used:

Customer Classification Severe Stage Allotment
Single-family Residential and Multi-family
Residential
A per capita allotment allowing for indoor use and a
minimal outdoor irrigation budget. Verification of persons per household may be requested
Commercial and Institutional Baseline allocation or allocation based on percent reduction from normal usage
Landscape Meters Allocation based on percent reduction from normal usage

4.7 Water Shortage Response Stage: Extreme
When the City’s available water supply would provide less than three years of water, staff would recommend to the City Council that they adopt a resolution to enter the Extreme Stage and urge the public to reduce water use by an additional 10 percent.

At this water shortage response stage, the City would continue implementation of demand reduction measures previously adopted by City Council, public outreach, enforcement, and other responses and programs described in prior stages. System and operational changes would remain in place. At the Extreme Stage, a water offset program may increase to a higher proportional “net positive” program, such as 3:1 or 4:1 ratio.

Previous Water Demand Reduction Programs should be increased to include:
• Limit outdoor watering to two days a week and only between the hours of 7:00 PM and 7:00 AM. • Optional implementation of additional restrictions on turf and/or spray irrigation.

Customer Classification Extreme Stage Allotment
Single-family Residential and
Multi-family Residential
A per capita allotment allowing for indoor use and a reduced outdoor irrigation budget versus the Severe Stage. Verification of persons per household may be requested

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Commercial and Institutional Reduced baseline allocation or allocation based on percent reduction from normal usage
Landscape Meters Reduced allocation based on percent reduction from normal usage At this stage, due to the limited water supplies that remain, the City could consider removal of the “courtesy notification.”

4.8 Water Shortage Response Stage: Critical
When the City’s available water supply would provide less than 2.5 years of water, staff would recommend to the City Council that they adopt a resolution to enter the Critical Stage and urge the public to reduce water use by an additional approximately 10 percent.

At this water shortage response stage, the City would continue implementation of demand reduction measures adopted by City Council, public outreach, enforcement, and other responses and programs described in prior stages. System and operational changes would remain in place. Due to the limited water supplies that remain, the City Council would consider the cessation of new connections to the City’s water system while the Critical State is in effect.

Previous Water Demand Reduction Programs should be increased to include:
• Cessation of irrigation for all customers, minus specific exemptions.

Customer Classification Critical Stage Allotment
Single-family Residential and
Multi-family Residential
A per capita allotment allowing for indoor water use. Irrigation not permitted. Verification of persons per household may be requested Commercial and Institutional Reduced baseline allocation or allocation based on percent reduction from normal usage. Irrigation not permitted.

Landscape Meters Not permitted.

SECTION 5: COMMUNICATION, COMPLIANCE, AND ENFORCEMENT

5.1 Communication Protocols
The City will communicate water shortage conditions and response actions to customers, the public, interested parties, and local, regional, and state agencies. Communication efforts will be scaled to the severity of the shortage and may include but not be limited to:

A. City Council meetings and staff reports;
B. Press releases and media briefings;
C. City website updates;
D. Utility bill inserts or bill messages;
E. Direct mailers and postcards;
F. Physical postings in community facilities and areas; G. Email notifications;
H. Social media;
I. Newsletters;
J. Community workshops;
K. Targeted outreach to organizations and support networks for disadvantaged communities; L. Targeted outreach to high-use customers;
M. Outreach to homeowners associations, property managers, business groups, school districts, institutional customers, and landscape professionals;
N. Coordination with regional agencies and partner organizations;

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O. Multilingual outreach materials as needed; and
P. Emergency notifications if conditions require immediate public action.

Communications will identify the current or anticipated shortage condition, the applicable WSCP stage, required or requested customer actions, implementation dates, enforcement procedures, available assistance, and where customers can obtain additional information.

5.2 Customer Compliance & Enforcement
The City may enforce water shortage response actions through the Municipal Code, City Council resolutions, ordinances, administrative procedures, or other applicable legal authorities. Enforcement may increase in intensity as shortage conditions become more severe or as repeated violations occur. Where feasible, the City will prioritize education and communication with residents to encourage compliance before relying on penalties or fines.

Potential enforcement actions include:

A. Courtesy notices;
B. Written warnings;
C. Notices of violation;
D. Administrative citations or penalties;
E. Installation of flow restrictors, where legally authorized and appropriate; F. Termination of service for severe or repeated violations, where legally authorized and necessary; G. Referral for additional enforcement; and
H. Other remedies authorized by law.

The City may use monthly meter reads, Advanced Metering Infrastructure (AMI) data when available, customer reports, staff observations, water waste patrols, and billing system data to monitor compliance with shortage response actions.

5.3 Legal Authorities
The City’s legal authorities for implementing and enforcing this WSCP may include, but are not limited to:

A. California Water Code Sections 350 et seq. related to water shortage emergencies; B. California Water Code Section 10632 and related UWMP Act provisions; C. California Water Code Section 10632.1 related to annual water supply and demand assessments; D. California Water Code Chapter 3.3 related to excessive residential water use during drought; E. San Luis Obispo Municipal Code Chapter 13.07, Water Conservation; F. City Council resolutions declaring shortage stages or authorizing response actions; G. City Council ordinances establishing mandatory restrictions, penalties, rates, surcharges, or other measures;
H. Water service rules, regulations, and customer service requirements; I. Emergency powers available under local or state law; and J. Contractual authorities, where applicable.

When required by applicable conditions, the City Council shall declare a water shortage emergency in accordance with California Water Code Chapter 3, Section 350. The City shall coordinate with the County of San Luis Obispo and any other applicable local agency regarding the possible proclamation of a local emergency, as defined in Government Code Section 8558.

SECTION 6: WATER BUDGETS, EXEMPTIONS, AND APPEALS

6.1 Water Budgets & Allotments
During advanced shortage stages, the City may implement water budgets or water allotments to reduce demand and allocate available supplies in a manner that protects public health, safety, sanitation, fire protection, and other essential uses. Water budgets and allotments may be implemented by customer class,

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individual account, property type, historical use, irrigated area, or another method approved by the City Council.

Water budgets or allotments may be based on one or more of the following:

A. Customer class;
B. Historical water use;
C. Household size;
D. Irrigated landscape area;
E. Aerial imagery or parcel data;
F. Business or institutional function;
G. Health and safety needs;
H. Fire protection requirements;
I. Functional landscape needs;
J. Recycled water availability;
K. Seasonal demand patterns; and
L. Other relevant and legally supportable criteria.

The City may use aerial imagery, parcel data, customer account information, water meter data, AMI data when available, or other available information to establish water budgets or allotments. Water budgets may be adjusted by the City, as needed, to reflect updated information, customer appeals, approved exemptions, corrected account information, or changing shortage conditions.

6.2 Exemptions & Adjustments
The City may allow limited exemptions or adjustments from specific water shortage response actions when necessary to protect public health, safety, sanitation, fire protection, essential community functions, or longterm community resources. Exemptions and adjustments are intended to address unique circumstances and do not exempt any customer from the City’s general water waste prohibitions, including prohibitions on water waste caused by substandard, leaky or faulty fixtures or devices, irrigation runoff, or other avoidable waste of water.

Requests for exemptions from water use restrictions shall be processed in accordance with San Luis Obispo Municipal Code Section 13.07.100 and any applicable rules and procedures adopted by City Council resolution. Section 13.07.100 establishes the Water Conservation Adjustment Board and authorizes the Board to grant exceptions for uses of water otherwise prohibited by Section 13.07.070. The Board consists of the directors of the City’s Finance, Utilities,3 and Community Development Departments, or their designees.

Exemptions may be limited in duration, conditioned on corrective actions, or subject to monitoring and reporting requirements. The City may revoke or modify an exemption if conditions change, if the basis for the exemption no longer applies, or if the customer fails to comply with applicable conditions.

Potential exemption or adjustment categories may include:

Recycled Water Use:

Sites using recycled water for irrigation or other approved non-potable uses may be exempt from potable water irrigation restrictions because these uses do not rely on the City’s potable water supply. Recycled water use remains subject to applicable recycled water regulations, permits, site requirements, and operational limitations. Recycled water exemptions do not authorize wasteful use, runoff, or use inconsistent with recycled water rules or permit conditions.

Public Parks, Schools, and Community Recreation Areas:

The City may allow limited irrigation adjustments for public parks, schools, athletic fields, and other community recreation areas when necessary to protect public health and safety, preserve functional recreational areas, or avoid hazardous conditions. These adjustments may be limited to specific facilities, 3 Recognized as the Director of the Public Works and Utilities Department.

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irrigation schedules, turf renovation periods, or other conditions established by the City. Such adjustments would apply only to the specific shortage measures identified by the City and would not exempt the facility from water waste prohibitions or leak repair requirements.

Tree Preservation:

The City may allow limited irrigation necessary to preserve established trees, recognizing that trees provide long-term environmental, community, shade, habitat, stormwater, and economic benefits. Tree irrigation adjustments may be limited to hand watering, drip irrigation, soaker hoses, or other efficient methods approved by the City. This exemption is intended to preserve trees and does not authorize turf irrigation, runoff, overspray, or other wasteful water use.

Health, Safety, and Essential Uses:

Hospitals, healthcare facilities, care facilities, schools, food service establishments, critical businesses, and other customers with water needs related to public health, safety, sanitation, or essential operations may request an exemption or adjustment on a case-by-case basis. The Public Works and Utilities Director or designee may approve an exemption when the customer demonstrates that strict application of a shortage requirement would create a health, safety, sanitation, or essential service concern.

Other Case-by-Case Adjustments:

The City may consider other case-by-case exemptions or adjustments based on unique circumstances, including medical needs, fire protection needs, establishment of newly installed drought-tolerant landscaping if allowed by the applicable shortage stage, documented billing or classification errors, or other circumstances determined by the Public Works and Utilities Director or designee to be consistent with the purpose of the WSCP.

6.3 Appeals
Appeals related to exemption requests, water use restrictions, water budgets, allotments, penalties, or enforcement actions shall be processed in accordance with San Luis Obispo Municipal Code Section

13.07.100 and any applicable City Council-adopted rules or procedures.

Section 13.07.100 establishes the Water Conservation Adjustment Board for the purpose of appealing water conservation-related regulations and associated fines and penalties. The Board consists of the directors of the City’s Finance, Utilities,4 and Community Development Departments, or their designees.

Appeal procedures will be communicated to customers when water budgets, allotments, penalties, or other appealable requirements are implemented. Appeals may consider the customer’s circumstances, water use history, customer classification, health and safety needs, documented leaks or repairs, and consistency with the City’s adopted shortage response actions.

Filing an appeal does not relieve a customer from the obligation to comply with applicable water waste prohibitions, repair leaks, prevent runoff, or comply with emergency restrictions necessary to protect public health, safety, sanitation, or fire protection, unless otherwise authorized by the City.

SECTION 7: REVENUE AND EXPENDITURE IMPACTS
Implementation of the WSCP may affect City revenues and expenditures. Water conservation and demand reduction may reduce water sales revenue, while shortage response actions may increase costs related to staffing, public outreach, enforcement, customer service, billing system changes, emergency repairs, supplemental supply development, and operational adjustments.

The City may evaluate revenue and expenditure impacts during each shortage stage and may recommend financial response measures to the City Council as needed. Potential financial measures may include use of reserves, budget adjustments, deferral or reprioritization of capital projects, temporary drought rates or surcharges, increased penalties for water waste or violations, grants, loans, emergency funding, cost 4 Recognized as the Director of the Public Works and Utilities Department.

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recovery for emergency response actions, adjustments to conservation program funding, or other financial tools authorized by law.

During the 2012–2015 drought, the City utilized a drought surcharge to help address revenue shortfalls related to mandatory conservation measures. Any future drought surcharge, rate adjustment, or other financial measure would be evaluated based on actual shortage conditions, projected revenue impacts, implementation costs, legal requirements such as Proposition 218, and City Council direction.

During a declared water shortage, the City will monitor monthly water consumption, revenue, expenditures, enforcement activity, outreach needs, and program implementation costs. Staff may recommend program refinements or financial actions to the City Council as conditions evolve.

As required by California Water Code Section 10632(a)(8)(C), the City has considered the potential cost of compliance with Chapter 3.3 of Division 1, commencing with Section 365, related to excessive residential water use during drought. Potential compliance-related costs that the City may incur include billing system programming, printing and delivery of customer notices, tracking and reporting excessive use, appeal processing, enforcement documentation, staff time, legal review, and customer service support. The amount of these costs would depend on the shortage stage, the requirements triggered, the number of affected accounts, and the enforcement approach approved by the City Council.

SECTION 8: MONITORING, REPORTING, AND REFINEMENT

PROCEDURES
The City reads water meters monthly to collect water consumption data for billing, tracking, analysis, and state reporting. Collection of monthly water use data allows the City to evaluate demand trends, identify potential changes in customer behavior, monitor compliance, and determine whether projected demands remain consistent with actual use.

Monitoring and reporting are fundamental to water shortage planning and implementation. During shortage conditions, the City may monitor reservoir storage, source availability, precipitation and hydrologic conditions, water treatment and conveyance conditions, recycled water availability, groundwater project status and production, customer demand by class, total potable and non-potable water use, water loss, compliance with restrictions, enforcement activity, public outreach effectiveness, revenue and expenditure impacts, and Water Projection Model results.

The City may update the Water Projection Model as conditions change and may reevaluate whether the current WSCP stage remains appropriate. Staff may recommend that the City Council maintain, intensify, reduce, or terminate shortage response actions based on updated supply conditions, customer demand, compliance levels, weather, infrastructure status, or other relevant factors.

Each year, in compliance with California State regulations, the City will compile a Water Supply and Demand Assessment to determine if supplies are sufficient to meet demands in the upcoming year. Staff will provide this information to the City Council each year, generally in May or June, allowing for the information to be submitted to DWR by July 1, as required by the California Water Code.

SECTION 9: CATASTROPHIC WATER SUPPLY INTERRUPTION
Catastrophic water supply interruptions may occur with little or no warning and may require immediate action to protect public health, safety, sanitation, and fire protection. Potential causes include earthquake, wildfire, flooding, major pipeline failure, water quality contamination, regional power outage, treatment plant failure, cyberattack, dam or reservoir emergency, or other events that may affect the City’s ability to access, treat, convey, or distribute water.

The shortage levels established in this WSCP apply to catastrophic interruptions of water supplies, including regional power outages, earthquakes, and other emergency events. Because emergency conditions can

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differ significantly from drought-related shortages, the City may implement targeted emergency actions, operational changes, public notifications, or temporary restrictions that differ from the drought response measures listed in this WSCP, while using the shortage levels as an organizing framework when appropriate.

9.1 Seismic Risk and Hazard Mitigation Planning
The City participates in regional hazard mitigation planning through the San Luis Obispo County MultiJurisdictional Hazard Mitigation Plan (MJHMP). The MJHMP evaluates hazards, vulnerabilities, and mitigation strategies associated with natural and human-caused disasters, including seismic risk. The City incorporates the MJHMP by reference in the UWMP to support compliance with California Water Code Section 10632.5.

The City’s water system benefits from multiple water supply sources, interconnected transmission lines, emergency storage, backup power capabilities, mutual aid coordination, and emergency response procedures. These measures support the City’s ability to prepare for, respond to, and recover from seismic events and other emergencies that could affect water service.

9.2 Emergency Response and Mutual Aid
The City maintains emergency response procedures and coordinates with local, regional, and state partners during emergency conditions. The City may use emergency response plans, emergency operations procedures, mutual aid agreements, and coordination with public safety agencies to respond to catastrophic interruptions.

The City is a member of the Water Agency Response Network (WARN), a statewide mutual aid network that supports water and wastewater agencies during emergencies. The City may also coordinate with regional partners, including agencies associated with Whale Rock Reservoir, Nacimiento Reservoir, the County of San Luis Obispo, neighboring cities, and other water agencies.

The City may use onsite and portable generators to support water treatment, pumping, storage, and distribution functions during power outages. The City may also implement operational changes, emergency repairs, temporary demand restrictions, interconnections, emergency procurement, public notifications, bottled water distribution, or other emergency actions as needed.

As part of the City’s planned groundwater extraction project, the City has considered emergency response functionality in the siting and design of the two new groundwater wells. In addition to serving as future supplemental potable water supply sources, the wells are located in an area that provides relatively convenient vehicle access and is proximate to existing City facilities.

During a catastrophic event or severe emergency, such as a major earthquake, wildfire, extended power outage, large transmission main failure, or other event that interrupts water service or otherwise limits the City’s ability to convey or distribute water through the normal system, the groundwater well sites could provide an accessible location for emergency water distribution. Depending on the nature of the emergency, regulatory requirements, treatment system status, water quality conditions, staffing, traffic control, and public safety considerations, the City may use these sites to support filling of emergency water containers, water tenders, or other approved distribution methods.

The ability to use the groundwater well sites as emergency filling stations would provide an additional layer of resiliency by creating a potential local water access point outside of the normal distribution system. This capability would not replace the City’s broader emergency response procedures, mutual aid coordination, backup power planning, or water distribution system restoration efforts, but it would provide another tool to support emergency water access during catastrophic supply interruptions.

9.3 Emergency Response Actions
Potential actions during a catastrophic water supply interruption may include:

A. Activate emergency operations procedures;

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B. Notify City leadership, emergency management, and affected agencies; C. Evaluate system damage and operational status;
D. Prioritize water for public health, safety, sanitation, and fire protection; E. Issue public notifications, advisories, or emergency instructions; F. Implement temporary water use restrictions;
G. Isolate damaged facilities or pipelines;
H. Deploy backup power or portable generators;
I. Coordinate emergency repairs;
J. Request mutual aid through WARN or other agreements; K. Coordinate with public health and regulatory agencies; L. Provide temporary water supplies where feasible;
M. Use available alternative sources, if operationally and legally feasible; N. Monitor water quality and system pressure;
O. Update the City Council and public; and
P. Transition to appropriate WSCP stages if the interruption results in an ongoing shortage.

SECTION 10: ADOPTION, SUBMITTAL, AND AVAILABILITY
This WSCP is prepared and adopted in coordination with the City’s 2025 UWMP and is included as an appendix to the UWMP. The WSCP may be amended separately from the UWMP if necessary to address changing conditions, regulatory requirements, operational needs, emergency response procedures, or City policy direction, provided that applicable notice, public hearing, adoption, and submittal requirements are satisfied.

Following adoption, and no later than July 1, 2026, the City will submit the adopted WSCP, together with the 2025 UWMP as applicable, to DWR, the California State Library, and applicable cities and counties within which the City provides water supplies. In any event, the City will complete required post-adoption submittals and make the adopted WSCP available to customers, the public, and applicable cities and counties no later than 30 days after adoption. The adopted WSCP will be made available through the City’s website, and copies will be available at the City’s Utilities Administration Office at 879 Morro Street in San Luis Obispo.

If the City amends the WSCP in the future, the City will follow applicable public review, hearing, adoption, and submittal requirements.

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APPENDIX I: STANDARDIZED TABLES
Submittal Table 8-1: Cross-reference for Standard vs
Supplier Shortage Levels
Water Code Section 10632(a)(3)(B)
Check the box if the Supplier uses the
Standard six levels of water shortage.

Proceed to the next table.

Standard
Shortage
Levels
Percent
Shortage
Range
Suppliers
Shortage
Levels
Percent
Shortage
Range
1 Up to 10% Watch Stage Up to 10%
2 Up to 20% Warning
Stage Up to 20%
3 Up to 30% Alert Stage Up to 30%
4 Up to 40% Severe Stage Up to 40%
5 Up to 50% Extreme
Stage Up to 50%
6 >50% Critical
Stage >50%
NOTES: N/A

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Submittal Table 8-2 Retail: Supply Augmentation and Other Actions Water Code Section 10632(a)(4)(A),(C) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Supply Augmentation Methods
and Other Actions by Water
Supplier
Drop down list
These are the only categories that will
be accepted by the WUEdata online
submittal tool
How much is this going to reduce the
shortage gap?
Additional
Explanation or
Reference
(OPTIONAL)
Volume or
Percentage
Drop down
Shortage Gap
Reduction Value
(May be a range)
(AF)
Add additional rows as needed
1 - Watch Percentage 0%
2 - Warning Percentage 0%
3 - Alert Percentage 0%
4 - Severe Percentage 0%
5 - Extreme Percentage 0%
6 - Critical Percentage 0%
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES: The City of San Luis Obispo does not have any identified supply augmentation projects that have an implementation dependent upon Water Shortage Contingency Plan Stage.

DRAFT
2025 Water Shortage Contingency Plan
WSCP-25
Submittal Table 8-3 Retail: Demand Reduction Actions
Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand Reduction Actions
Drop down list
These are the only categories that will
be accepted by the WUE data online
submittal tool. Select those that apply.

How much is this going to
reduce the shortage gap? Additional
Explanation or
Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage Gap
Reduction
Value
(May be a range)
(AF)
Add additional rows as needed
1 Expand Public Information
Campaign Percentage 5.00% No
1 Offer Water Use Surveys Percentage 1.00% No
1 Provide Rebates on Plumbing
Fixtures and Devices Percentage 0.50% No
1 Increase Water Waste Patrols Percentage 1.00% Yes
1 Provide Rebates for Landscape
Irrigation Efficiency Percentage 0.50% No
1 Decrease Line Flushing Percentage 1.00% No
1 Reduce System Water Loss Percentage 1.00% No
2 Expand Public Information
Campaign Percentage 5.00% No
2 Increase Water Waste Patrols Percentage 3.00% Yes
2 Landscape - Limit landscape
irrigation to specific times Percentage 1.50% Yes
2 CII - Restaurants may only serve
water upon request
Percentage 0.25% Yes
2 Water Features - Restrict water use
for decorative water features, such
as fountains
Percentage 0.25% Yes
3 Moratorium or Net Zero Demand
Increase on New Connections Percentage 0.25%
Initiate new
connection
offset program
Yes
3 Expand Public Information
Campaign Percentage 5.75% No
3 Increase Water Waste Patrols Percentage 3.00% Yes
3 Landscape - Limit landscape
irrigation to specific days Percentage 1.00%
4 Days Per
Week Yes
4 Other Percentage 8.75%
Initiate Water
Allotment
Program
Yes

DRAFT
2025 Water Shortage Contingency Plan
WSCP-26
4 Landscape - Limit landscape
irrigation to specific days Percentage 1.00% Three Days Per Week Yes 4 Moratorium or Net Zero Demand
Increase on New Connections Percentage 0.25%
Intensify ratio
of new
connection
offset program
Yes
5 Landscape - Limit landscape
irrigation to specific days Percentage 1.00% Two Days Per Week Yes 5 Other Percentage 9.00%
Increase Water
Allotment
Program
Severity
Yes
6 Landscape - Prohibit all landscape
irrigation Percentage 5.00% Yes
6 Other Percentage 5.00%
Increase Water
Allotment
Program
Severity
Yes
6 Moratorium or Net Zero Demand
Increase on New Connections
Percentage 0%
Cessation of
New
Connections
Yes
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES:

1. During Stage 6, Cessation of New Connections is represented as resulting in a 0% decrease in water demand, as this cessation will not reduce current water use, rather it aims to reduce future water demand attributed to new development.

2. Demand reduction actions are intended to be cumulative. Actions implemented at a lower shortage level are assumed to remain in effect at higher shortage levels unless modified, suspended, or replaced by City Council action.

DRAFT
2025 Water Shortage Contingency Plan
WSCP-27
APPENDIX II: PUBLIC HEARING NOTICE
Public hearing notices for the City’s 2025 Water Shortage Contingency Plan will be included in this appendix once they have been published.

At the time of the preparation of the Draft Water Shortage Contingency Plan, all public hearing notices had not yet been published. The City will publish notice of the public hearing in accordance with applicable requirements prior to adoption of the Water Shortage Contingency Plan. Following publication, copies of the public hearing notices, including the date of publication and noticing information, will be added to this appendix.

DRAFT
2025 Water Shortage Contingency Plan
WSCP-28

DRAFT
2025 Water Shortage Contingency Plan
WSCP-29
APPENDIX III: ADOPTION RESOLUTION
A copy of the signed WSCP adoption resolution will be provided after the June 16, 2026 City Council meeting.

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 acre-feet 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 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:

DRAFT
2025 Water Shortage Contingency Plan
WSCP-30
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

City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: June 16, 2026
TO: Mayor and Council
FROM: Greg Hermann, Deputy City Manager
Prepared By: Matt Pennon, Diversity, Equity and Inclusion Manager Samantha Vethavanam, Diversity, Equity, and Inclusion Admin Specialist VIA: Whitney McDonald, City Manager
SUBJECT: ITEM 7C. – ANNUAL UPDATE ON THE IMPLEMENTATION OF THE

DIVERSITY, EQUITY, AND INCLUSION STRATEGIC PLAN
Staff received the following questions regarding a potential flag policy that would fall underneath the purview of the Office of Diversity, Equity, and Inclusion. The questions are in bold below with staff’s response shown in italics:
1) Data or anecdotes on the importance of a standing flag policy versus other visible representation (i.e. painted crosswalk or other Pride month installations).

At this time, staff would need City Council direction before beginning a more comprehensive staff review of flag policies and alternative forms of representation including any associated resource needs.

There is value in all visible forms of representation, such as flags, painted crosswalks, banners, umbrellas, public art, and cultural installations, or other community-focused displays. The right approach for each community is ultimately a policy choice for each governing body.

A flag policy can provide clarity, consistency, and a defined process for the display of flags on City-owned flagpoles. A standing flag policy may also reduce the need for recurring annual discussions regarding the display of specific commemorative flags and provide greater clarity regarding the City's intent and process for flag displays. A few local jurisdictions have adopted policies that establish clear criteria for commemorative flag displays, identify authorized flags, and create recurring approval processes for annual observances.

Item #7c – Annual Update on the Implementation of the DEI Strategic Plan Page 2 Should the City Council wish to explore this topic further, staff would research policies and practices from other jurisdictions regarding representation during Pride Month, identify potential approaches and considerations, evaluate operational and legal implications in coordination with the City Attorney's Office, and complete a memo with options for Council consideration and direction. This effort could be completed by the end of this calendar year with minimal disruption to planned work with support from Office of Diversity, Equity and Inclusion interns and fellows.
2) Models of flag policies that avoid continuous review.

Locally, the City of Arroyo Grande has adopted a flag policy (Attachment A) that may serve as a useful model for the City to review when considering the development of our own standing flag policy.

One notable aspect of Arroyo Grande’s approach is that it establishes clear criteria and procedures for commemorative flag displays while also authorizing certain recurring annual observances (Military Appreciation Month in May, Pride Month in June, and Juneteenth on June 19). This reduces the need for City Council to revisit the same requests each year and provides greater consistency, predictability, and transparency regarding when commemorative flags may be displayed.

As part of any future research effort, staff could review Arroyo Grande's policy, as well as policies from other jurisdictions, to identify best practices, evaluate legal and operational considerations, and determine what approach would best meet the needs of the community while aligning with the direction of the City Council. 3) Capacity for the department to take on the research and implementation of said policy.

Should the City Council wish to direct staff to research and develop a flag policy specifically, the Office of Diversity, Equity and Inclusion would need to shift the current workload and priorities to support the effort. The development of a flag policy would require staff time for research, review of policies from other jurisdictions, coordination with the City Attorney's Office and City Manager's Office, stakeholder outreach as directed, policy development, preparation of Council materials, and implementation planning.

While staff could incorporate this work into the Office's workplan, doing so may require adjusting timelines for existing projects and initiatives. To assist Council in understanding the impacts on staff capacity, the list below identifies current and planned projects that would experience delays, modified timelines, or reduced staff support should a flag policy become a priority work item.

Item #7c – Annual Update on the Implementation of the DEI Strategic Plan Page 3 Identified Projects List:
 1.1.17. Partner with veteran-based organizations to identify opportunities for learning for City departments and the public.
 1.1.19. Work with community organizations to provide additional resources and training to staff engaging with elderly populations to support inclusive engagement structures.

Should the City Council wish to pursue a policy, staff would welcome direction regarding the scope, priorities, and desired outreach of such an effort. Staff would anticipate returning to City Council with a recommended policy in the first quarter of 2027.

ATTACHMENT
A – City of Arroyo Grande Memo & Resolution Authorizing Commemorative Flag Displays

Item Click or tap here to enter text.

MEMORANDUM
TO: City Council
FROM: Matthew Downing, City Manager
BY: Isaac Rosen, City Attorney
SUBJECT: Review and Adoption of a Resolution Authorizing the Recurring Annual Display of Specified Commemorative Flags at City Hall and Heritage Square Park
DATE: April 23, 2024
SUMMARY OF ACTION:

Adoption of this Resolution by 4/5 of the City Council will authorize the City, in accordance with the Flag Policy adopted in May of 2021, to fly certain specified flags on an annually recurring basis at City Hall and Heritage Square Park for a period not to exceed thirty (30) days. The flags considered as part of this Resolution include: the Military Service commemorative flag in the month of May; the Pride commemorative flag in the month of June; and a commemorative flag for Juneteenth (the Sunday-Saturday of the week during which June 19th of each year falls).

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

There is minimal financial impact and impact on personnel resources related to authorizing the display of the specified commemorative flags on a recurring annual basis.

RECOMMENDATION:

Adopt a Resolution authorizing the City to display the commemorative flags specified therein on a recurring annual basis, in accordance with all policies and procedures established in the City’s adopted Flag Policy.

BACKGROUND:

In May 2021, the City Council adopted a policy governing the display of flags at City Hall and other City facilities. In accordance with this policy and with applicable law, staff is presenting this Resolution to authorize the City to fly, on an annually recurring basis, certain specified flags as requested by City Council members, which include:

Item Click or tap here to enter text.

City Council
Review and Adoption of a Resolution Authorizing the Recurring Annual Display of Specified Commemorative Flags at City Hall and Heritage Square Park April 23, 2024

A. Commemorative Flag Marking Military Appreciation Month (May) In 1999, the United States Senate passed a resolution designating May as National Military Appreciation Month. In connection with this remembrance, the City desires to approve the flying of the “Service Flag” during the month of May each year.

B. Commemorative Flag Marking LGBTQ+ Pride Month (June) According to the Library of Congress, Lesbian, Gay, Bisexual and Transgender Pride Month (“LGBTQ+ Pride Month”) is currently celebrated each year in the month of June to honor the 1969 Stonewall riots in New York City. In connection with this remembrance, the City desires to approve the flying of the “Pride Flag” during the month of June each year.

C. Commemorative Flag Marking Juneteenth
Juneteenth is a federal holiday that celebrates the end of slavery in the United States.

The date of June 19th was first recognized as a federal holiday in 2021. In connection with this remembrance, the City desires to approve the flying of the “Juneteenth Flag” during the Sunday-Saturday of the week during which June 19th falls each year.

ANALYSIS OF ISSUES:

The City’s adopted Flag Policy expressly authorizes the flying of a “commemorative flag” at City Hall and Heritage Square Park upon a request by one City Council member to place the discussion of such authorization on a City Council meeting agenda, and at least one other City Council member agrees with the request. This Resolution is brought in accordance with this policy and requires a 4/5 majority of City Council members to agree to adopt the resolution, which would authorize flying the specified commemorative flags on an annual, recurring basis. While this was not a specific request of the City Council, staff have seen this practice in other communities and view it as an opportunity for the City Council to consider. Each such flag shall be approved to be displayed for a period of time that is “reasonable or customary” for the subject commemorated, but no longer than thirty (30) consecutive days each year. The term “commemorative flag” is defined by the Flag Policy to mean a flag that identifies with a specific historical event, cause, nation or group of people that the City Council choses to honor or commemorate consistent with the City’s mission and priorities. In accordance with federal law, the following are not allowed as commemorative flags and may not be considered for approval by the City Council:

1. Flags of a particular religious movement or creed, to avoid the appearance of City government endorsing religion or a particular religious movement or creed;

2. Flags of a political party, to avoid the appearance of City government endorsing a political party; and

3. Flags advocating a certain outcome in an election.

Item Click or tap here to enter text.

City Council
Review and Adoption of a Resolution Authorizing the Recurring Annual Display of Specified Commemorative Flags at City Hall and Heritage Square Park April 23, 2024

Should this Resolution be adopted, the City will fly all approved commemorative flags annually in accordance with the rules and procedures set forth in the Flag Policy.

ALTERNATIVES:

The following alternatives are provided for the City Council’s consideration:

1. Adopt the Resolution authorizing the recurring annual display of specified commemorative flags at City Hall and Heritage Square Park;

2. Do not adopt the Resolution; or

3. Provide alternative direction to staff.

ADVANTAGES:

Authorizing the display of the specified commemorative flags will commemorate important social and historical causes and demonstrate the City’s commitment to diversity and inclusion.

DISADVANTAGES:

No disadvantages are identified.

ENVIRONMENTAL REVIEW:

The adoption of this Resolution is exempt from CEQA pursuant to CEQA Guidelines Section 15061(b)(3), which is the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment and CEQA does not apply where it can be seen with certainty that there is no possibility that the activity may have a significant effect on the environment.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

ATTACHMENTS:

1. Proposed Resolution

2. Pictures of Commemorative Flags

3. City of Arroyo Grande Flag Policy

ATTACHMENT 1
RESOLUTION NO. _____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO

GRANDE, CALIFORNIA AUTHORIZING THE RECURRING ANNUAL

DISPLAY OF SPECIFIED COMMEMORATIVE FLAGS AT CITY HALL

AND HERITAGE SQUARE PARK
WHEREAS, the City Council desires to adopt a resolution, in accordance with its existing Policy on the Display of Flags (“Flag Policy”), to authorize specific, qualifying “commemorative flags” to be flown on a recurring annual basis; and WHEREAS, the City Council desires to reflect the dignity of flags flown on City flagpoles or displayed in front of City facilities, as well as the role of City Hall as an inclusive gathering location and local symbol of government and democracy; and WHEREAS, the City’s flagpoles are not intended to serve as a forum for free expression by the public, but rather for the display of federal, state, and City flags, and any commemorative flag as may be authorized by the City Council as an expression of the City’s official sentiments; and
WHEREAS, the adoption of this Resolution is exempt from CEQA pursuant to CEQA Guidelines Section 15061(b)(3), which is the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment and CEQA does not apply where it can be seen with certainty that there is no possibility that the activity may have a significant effect on the environment; and WHEREAS, the Supreme Court expressly held in the 2022 case Shurtleff v. City of Boston that the First Amendment’s “Free Speech Clause does not prevent the government from declining to express a view,” and “[w]hen the government wishes to state an opinion, to speak for the community, to formulate policies, or to implement programs, it naturally chooses what to say and what not to say”; and WHEREAS, in accordance with applicable law and City’s Flag Policy, the City may take action to approve the flying of specific, qualifying commemorative flags as a form of government (rather than private) speech; and
WHEREAS, pursuant to the City’s Flag Policy, four (4) Council Members must vote in favor of displaying the requested commemorative flag(s) for such action to be successful, rather than a simple majority as is required for most Council actions; and WHEREAS, the City desires to approve the annual flying of these specified flags to commemorate important social and historical causes, and demonstrate the City’s commitment to diversity and inclusion.

ATTACHMENT 1

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The foregoing recitals are true and correct and are incorporated herein by this reference.

SECTION 2. The City of Arroyo Grande does hereby resolve that the following commemorative flags shall be flown as specified (images of which are set forth within the Exhibit A), in accordance with the requirements and procedures set forth in the City’s Flag Display Policy:
• The Service Flag shall be flown during the month of May each year to commemorate National Military Appreciation Month.
• The Pride Flag shall be flown during the month of June each year to commemorate LGBTQ+ Pride Month.
• The Juneteenth Flag shall be flown during the Sunday-Saturday of the week during which June 19th falls each year.

SECTION 3. The City Manager or their designee is responsible for ensuring the proper implementation of the Flag Display Policy at all City facilities.

SECTION 4. This resolution shall be effective immediately.

On motion by Council Member ________, seconded by Council Member _______, and by the following roll call vote, to wit:

AYES:

NOES:

ABSENT:

The foregoing Resolution was adopted this 23rd day of April, 2024.

ATTACHMENT 1

CAREN RAY RUSSOM, MAYOR
ATTEST:

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:

MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:

ISAAC ROSEN, CITY ATTORNEY

ATTACHMENT 1

EXHIBIT A

PICTURES OF COMMEMORATIVE FLAGS
A. Commemorative Flag Marking Military Appreciation Month B. Commemorative Flag Marking LGBTQ+ Pride Month
C. Commemorative Flag Marking Juneteenth

Item 7c
Department: Administration
Cost Center: 1010
For Agenda of: 6/16/2025
Placement: Business
Estimated Time: 45 minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Samantha Vethavanam, Diversity, Equity, and Inclusion Admin Specialist; Matt Pennon, Diversity, Equity, and Inclusion Manager
SUBJECT: ANNUAL UPDATE ON THE IMPLEMENTATION OF THE DIVERSITY,

EQUITY, AND INCLUSION STRATEGIC PLAN

RECOMMENDATION
Receive and file the annual update on the implementation status of the Diversity, Equity, and Inclusion Strategic Plan.

REPORT-IN-BRIEF
In February 2024, the City of San Luis Obispo adopted its first Diversity, Equity, and Inclusion Strategic Plan. Since then, staff have been implementing the work program in accordance with the corresponding implementation matrix. The Diversity, Equity, and Inclusion Strategic Plan is organized into four overarching pillars: (1) Diverse Community Engagement and Representation; (2) Equitable Communication and Accessibility; (3) Embedded Accountability and Sustainable Change; and (4) Inclusive Organizational Culture and Structures. A significant number of the items within the plan have been completed and are now embedded into the structure of the Office of Diversity, Equity, and Inclusion, with additional items anticipated to be completed in the coming years.

Attachment A to this report includes the current implementation matrix, which outlines completed items aligned with the strategic plan work program, as well as items that are in progress, on track, incomplete, or not yet started.

POLICY CONTEXT
The City’s 2025-27 Financial Plan Major City Goal (MCG) for Diversity, Equity, and Inclusion includes the directive to implement initiatives that support increased access and belonging, facilitate diverse community engagement and representation, operationalize inclusive City practices, and foster an inclusive organizational culture. Based on the adoption of the Diversity, Equity, and Inclusion Strategic Plan (DEISP) by City Council on February 20, 2024, staff commenced the work program, focusing on strategies related to increased access and engagement of City services, and more equitable City policies and practices.

Item 7c

DISCUSSION
Background
In 2020, the City Council authorized and approved a resolution that established a Diversity, Equity, and Inclusion (DEI) Task Force, which was comprised of 12 residents and community members at-large. The DEI Task Force completed three-months of intensive work, participating in “learning sessions” designed to identify the greatest equity gaps in the City and determine the strategies for addressing those gaps. The DEI Task Force’s work culminated with the release of the report titled Recommendations to City Council for Advancing Diversity, Equity, and Inclusion in the City of San Luis Obispo on January 12, 2021. The recommendations focused on systemic change across the community, as well as all City functions, departments, and policies, and to create a culture of representation, equity, and inclusivity. The report included over 90 recommendations, including five key recommendations:

1. The adoption of DEI as an MCG for Fiscal Year 2021-23

2. Establish the Office of Diversity, Equity, and Inclusion within the City

3. Develop and implement the DEISP for the City

4. Commit ongoing, annual funding of at least $150,000 for DEI High Impact Grants

5. Charge the Human Relations Commission (HRC) to designate Diversity, Equity, and Inclusion as a Standing Priority.

These recommendations were accepted by City Council on January 12, 2021 and are complete. Item #3, to develop and implement a DEI Strategic Plan for the City, was the last of the five to be completed.

On May 2, 2023, the Office of DEI presented the proposed framework for the DEISP during a study session to City Council. City Council provided feedback and direction to focus on action-oriented and specific tactics that directly address diverse communities’ needs and organizational transformation. Over the next several months, staff developed the DEISP based on the direction from Council, as well as the results from a community wide vision survey, one-on-one interviews with community leaders in the DEI field, and multiple community engagement workshops in English and Spanish. The DEISP was eventually adopted by City Council in February 2024.

This will be the first annual update on the implementation of the DEISP due to staff transitions and the Office of DEI not becoming fully staffed until May 2025.

The Diversity, Equity, and Inclusion Strategic Plan
The DEISP is intended to be a roadmap through Fiscal Year 2027-28 and includes 90 tactics spread across four pillars. The pillars, which are the broad focus areas that underpin the overall strategy of the plan, are as follows:

1. Diverse Community Engagement and Representation: Establish and maintain equitable pathways for diverse representation in City processes, services, and community-wide initiatives that foster systemic change and increase public awareness.

Item 7c

2. Equitable Communication and Accessibility: Engage in equitable communication focused on creating accessibility and enhancing external and internal messaging that reinforces the City’s commitment to DEI.

3. Embedded Accountability and Sustainable Change: Evaluate City initiatives and strategies to operationalize DEI across all City functions to establish measured growth and transformational change.

4. Inclusive Organizational Culture and Structures: Cultivate an inclusive workplace culture with equitable programs and policies that value and welcome individuals from diverse backgrounds.

Each pillar contains two goals which determine the specific tactics that fall within each.

Metrics of success were intentionally embedded into the strategic plan as well, as a mechanism for identifying progress and building accountability. Metrics provided are illustrative and may be reviewed and updated.

Implementation Update
Implementation of the DEISP is an ongoing process and staff continue to adapt to emerging trends, needs, and opportunities to address diversity, equity, and inclusion in the City. The DEISP includes an implementation matrix that mirrors the Economic Development Strategic Plan implementation matrix and thus has the following status update categories:
 Complete (Green) = This item has been accomplished.
 On Track (Blue) = This item is on track toward meeting or maintaining this task. [For items that are “Ongoing”, an On Track designation may also indicate that the foundation for the work had been laid and it is now part of the Office of DEI’s regular work program.]
 In Progress (Yellow) = Action has been initiated but is delayed or otherwise not fully on track. Requires removal of barriers or other actions to achieve implementation.
 Incomplete (Red) = Action has not begun on this item or barriers may prevent implementation.
 Blank = This item has a start or end date that has not yet passed.

To date, the DEISP includes the following:
 22 Completed tactics
 46 On Track tactics (with 24 of those being ongoing and now part of the regular DEI workplan)
 10 In Progress tactics
 7 Incomplete tactics
 5 Blank Status tactics

Item 7c
Key Accomplishments
The following are key accomplishments and/or notable updates under each pillar of the DEISP to date.

Pillar 1: Diverse Community Engagement and Representation Goal 1.1 Strengthen public involvement through inclusive community engagement and equitable access to information and decision-making opportunities.  1.1.3. Explore and develop shared multicultural programming, activities, and events with Cal Poly, Cuesta College, and non-profit partners through a pilot and/or pop-up multicultural center experience.

During Fiscal Years 2023-2025, the City, in partnership with Cal Poly’s Office of Culture and Institutional Excellence (then known as the Office of University Diversity and Inclusion), held the Community Belonging Series. This multicultural series included 15 events over the course of two years in different areas of the City. Workshop topics covered subjects such inclusive leadership, microaggressions, elections and voting, and more. The series also included film screenings, art exhibitions, and a downtown business walk celebrating Black, Indigenous, and People of Color-owned businesses. Survey results after the conclusion of the series revealed that the program significantly advanced its goals of fostering belonging, reflection, and allyship and fostered a high level of satisfaction and ongoing interest.

As a result of the positive feedback, City staff felt it was critical to continue the series rebranded as The Belonging Project, a City-run initiative that built on the Community Belonging Series. The new series launched in January 2026 and held the first event in February. To date, there have been three The Belonging Project events which will continue occurring on at least a quarterly basis, and events have been planned through the beginning of 2027.

Past events include a session with the County’s Health Equity Team on how language and lived experience, particularly within the Mixteco communities, affect interactions with public systems and the health care industry and a session with the Cal Poly Debate Team featuring a public-facing, present-and-defend advocacy format designed to support real-world civic decision-making. The third session, titled Belonging Beyond the Binary, provided civic leaders and community members with a better understanding of the lived-experiences of the transgender and nonbinary community, which was born out of a request directly from the community and was included in The Belonging Project as an off-schedule event.

Based on feedback survey received to date, 100% of respondents noted they would attend another The Belonging Project event in the future, 83% agreed or strongly agreed that they felt more connected to the San Luis Obispo community, and 100% said the event helped them to understand new perspectives or experiences. Upcoming events include a session on how to give public comment, a disability learning session, and a cultural food fair.

Item 7c
 1.1.11. Develop a DEI cabinet of key community group leaders to serve as trusted sources between the community and the City’s DEI initiatives.

Accomplishing this tactic has been a joint effort between the City’s Office of DEI and Cal Poly’s Office of Culture and Institutional Excellence (CIX). In January 2026, the inaugural meeting of the DEI Advisory Council was held at City Hall. The Advisory Council is scheduled to meet twice per year and is made up of trusted leaders throughout the community including representatives from yak titʸu titʸu yak tiłhini Northern Chumash Tribe (ytt), local non-profits, relevant public agencies, the business community, and more. The mission of the advisory council is to strengthen collaboration, trust, and belonging between community leaders, through shared dialogue, feedback, and partnership, and community-informed action.

The DEI Advisory Council is not a formal City Advisory Body; however, the goal is for the members to provide feedback and guidance on projects, initiatives, programs, etc. related to diversity, equity, and inclusion efforts within the City’s and CIX’s purview. The Council is not a voting entity, and the meetings are not public.

They are meant to provide advice only.

As the Council is comprised of community partners from various areas of expertise/interest, members are meant to be liaisons between the communities they represent and the City and CIX to help ensure the work continues to reflect and respond to those needs. Members include those who represent the undocumented/immigrant population, the LGBTQIA+ community, the student population, and more (a list can be furnished upon request). A formal charter is being developed and will be presented at the next meeting.

Goal 1.2 Enhance local non-profit and business environments to encourage practices that promote a stronger sense of community and belonging.
 1.2.2. Work with Cal Poly and Cuesta College to host interns.

Since 2024, the Office of DEI has hosted a total of 11 interns, fellows, and administrative support volunteers. Most positions have been held by students from both Cal Poly San Luis Obispo and Cuesta College. Internship connections have been made through the Cal Poly Psychology Department, the Cal Poly Spanish Language Debate Team, Cuesta College Ethnic Studies, the Cal Poly College Corps Program, and the Health Care Connections Program.

A few of the projects these students have supported the Office with include crafting the internal DEI Newsletter, assisting with graphics and social media production, refining and enhancing the Responding to Hate and Bias Toolkit, and conducting research and providing recommendations on various DEISP tasks, including best practices in screening, recruitment, and interviewing candidates for employment with the City. The support provided to the Office of DEI has been invaluable and the students have in turn gained hands-on experience working in an office setting and serving their community.

Item 7c
 1.2.7. Establish funding for all departments to add demographic questions to projects and programs in which such data will contribute to a better understanding of the participants’ makeup and needs to inform inclusive enhancements to future projects.

In order to ensure more effective use of public funds, rather than providing funding for departments to establish demographic questions, the Office of DEI has developed a standard set of nine questions that will be provided to departments for use at their discretion. Staff felt that this approach would not only create more consistent data and reduce the need to create separate questions but would also allow the Office of DEI to be directly involved in the process and able to act as support to departments that request it.

To fulfill this tactic, staff developed the set of questions to align with evolving federal standards. The questions will be provided to staff via a paper form as well as an online survey, along with an FAQ for staff on how to use it and an FAQ for community members on what it will be used for. The Office of DEI is also available to support when and how to use the demographic survey, how to interpret the results, and what can be done after analyzing the data, including improving outreach to targeted communities, understanding what gaps or barriers exist, and creating more equitable programming. Some examples of when the survey can be used would be during listening sessions, focus groups, community forums, and surveying efforts. The demographic questions can be easily attached to registration forms, near sign-in tables via a QR code, or included at the beginning or end of other surveys as optional. The goal is to further support departments in the work they are doing without increasing their workload.

Pillar 2: Equitable Communication and Accessibility
Goal 2.1 Develop and implement inclusive and accessible communication strategies that reflect the city’s DEI initiatives.
 2.1.3. Establish consistent and regular messaging, either visual, written, or oral, that validates and encourages the City’s commitment to DEI with the community and the City organization.

In late 2025 to early 2026, the Office of DEI along with the Public Communications Manager strategized, planned, and executed a 2026 Diversity, Equity, and Inclusion Communications Plan. The plan supports internal and external communications for the Office and highlight's themes of “access and belonging” as a reflection of the City’s commitment to ensuring that all residents, staff, and visitors feel included and connected to the City’s work. The plan is also responsive to metrics gathered this fiscal year as compared to last fiscal year and will focus on driving more engagement to the City’s DEI webpage through advertising events such as The Belonging Project and resources such as the Responding to Hate and Bias Toolkit:

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o Website Views: 5,475 views of DEI webpages this fiscal year, down 28.5% compared to the previous fiscal year.
o Email Subscribers: 3061 contacts subscribed to DEI topic, 70 new subscribers this fiscal year.
o News Release Outputs: 9 news releases distributed this fiscal year, up from 7 compared to the previous fiscal year.

The plan has and will continue to guide the Office of DEI’s messaging whether it is written, oral, or visual. The Office of DEI and the Public Communications Manager are also working on an Access and Belonging Icon which will be rolled out to City staff and community partners later this year (see “Next Steps” section for more information).
 2.1.7. Partner with SLOFD to enhance disaster preparedness outreach programs for those with disability, access, and functional needs, and lower-socio-economic community members who are disproportionately affected by natural disasters.

The Office of DEI is actively engaged with the Emergency Response Manager, as well as the Office of Sustainability & Natural Resources, in disaster preparedness activities including attending and supporting Firewise Community meetings, collaborating at The Belonging Project events, researching grants to help make the City more resilient to climate impacts, and providing outreach and engagement recommendations to ensure underrepresented communities are informed of and included in these efforts.

Goal 2.2 Improve local downtown and overall city environments by creating opportunities to celebrate diversity and facilitate inclusion.
 2.2.2 Partner with the public art program to remove barriers and expand representation by diverse artists (BIPOC and LGBTQIA2S+) in the City.

The Office of DEI has been collaborating with the Public Art Coordinator on several initiatives aimed at advancing equitable and inclusive representation throughout the City. One ongoing effort includes brainstorming ideas for diverse artwork and historical interpretation to be displayed in and around Palm Street, with a focus on the Historic Chinatown District and the Indigenous aqueduct remnants, in partnership with community organizations and stakeholders.

The Office of DEI staff are also collaborating with the San Luis Obispo Museum of Art (SLOMA) on a few different initiatives. Office of DEI staff are members of SLOMA’s Inclusion, Diversity, Equity, and Access (IDEA) Committee, City staff also had a DEI Employee Committee meeting at SLOMA and received a tour of the current exhibits, and Office of DEI staff also attended the SLOMA GAYthering last year to support SLOMA’s efforts related to Pride Month. Additionally, Office of DEI staff and SLOMA staff are constantly communicating on ways to collaborate in the future in both their current space and their new location on Higuera Street.

Item 7c
In addition, DEI staff will serve on the jury for the 2026 Poetry Walk and have helped promote the opportunity to diverse community partners while encouraging interested individuals to apply. The Office of DEI and the Public Art Coordinator will continue working together on future projects and initiatives to help ensure City spaces, programs, and public art reflect and celebrate the diversity of the community.
 2.2.3. Explore the development, expansion, and funding opportunities for cultural activations, promotions, and celebrations in downtown, such as expansion of banner programs and store-front decorations.

The Office of DEI took the lead, in collaboration with Parks & Recreation (P&R) and Economic Development & Tourism (ED&T) staff, in coordinating the City’s 2026 Lunar New Year celebration. The event is anticipated to remain a City-led initiative for the foreseeable future, with DEI, P&R, and ED&T continuing to play key leadership roles. In addition, Office of DEI staff continue to promote, attend, and support cultural events across the community, including Día de los Muertos, Mawtini, the Arab American Heritage Festival, Juneteenth, Pride, and other community celebrations.

The Office of DEI also coordinated a banner installation along South Higuera from late March through early April featuring the message, “Welcome to San Luis Obispo: Where Everyone Belongs,” reinforcing throughout the downtown corridor the City’s commitment to fostering an inclusive and welcoming community for all.

The Office plans to continue regular banner installations each year. Once the Access and Belonging Icon has been launched to the community, the usage guidelines will include information on how organizations and businesses may use the icon as a storefront decal (more information in “Next Steps” below).

Pillar 3: Embedded Accountability and Sustainable Change Goal 3.1 Prioritize transformational governance where DEI is embedded in budgeting, planning, programming, and policymaking.
 3.1.1. Further develop purpose, role, activities and enhance impact of DEI Employee Committee, including equal standing and priority to tasks and responsibilities assigned to the members (e.g. Employee Resource Groups (ERGs), newsletters, cultural celebrations, trainings, internal communication, public web pages, etc.).

In mid-2025, Office of DEI staff, in collaboration with the members of the DEI Employee Committee, finalized a charter which was subsequently approved by the City’s leadership team. The charter outlines the Committee’s goals and purpose, structure, membership composition, and meeting cadence and provided flexibility for staff to spend time working on DEI Employee Committee initiatives outside of the regular meetings. Additionally in mid-2025, staff created the first DEI Employee Committee workplan for Fiscal Year 2025-26 and created subcommittees to carry out the tasks outlined in the workplan.

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Subcommittees include Family Friendly Workplace, Workplace Development, and Communications. Thus far, these subcommittees have provided valuable support and feedback on topics related to recruitment and retention, outreach events, the employee newsletter, and family friendly workplace policies and practices.

Through this work, the City was able to complete the Family Friendly Workplace assessment1in February 2025 as part of a Major City Goal work item. In response, staff, in collaboration with the Human Resources (HR) Department, redesigned the Family Friendly Workplace Subcommittee to include representatives from HR and the DEI Manager. The subcommittee is now focused on exploring additional employee benefits and workplace supports for City staff.  3.1.15. Provide support to the Community Development Department (CDD) and other departments in reviewing public engagement practices, policies, plans, and proposed ordinances to ensure inclusive and equitable outcomes [related to the DEI MCG workplan].

The Office of DEI has continuously messaged its readiness and ability to provide support for all City departments and individual staff on a variety of tasks including assistance in developing or reviewing DEI-related training content; review of internal policies, procedures, or guidelines; consultation on project plans; and feedback and recommendations on social media content, art/graphic design, promotional materials, etc. The Office of DEI ensures reviews of policies and procedures are done with a lens of anti-discrimination and anti-harassment and can also provide feedback on how to make meetings or materials more accessible to all audiences.

The main mechanism DEI staff use to receive and track such requests is through an internal support request form which is available on the City’s SharePoint page under Employee Resources. The Office of DEI has messaged about the availability of this request form via email and through the internal newsletter. Throughout calendar year 2025, the Office of DEI supported the review of four internal policies and provided feedback from a DEI lens. In addition, the Office of DEI worked with Public Works and Transit to develop a Title VI plan, Title VI reporting guidelines, and a staff training. Title VI is a United States civil rights law that prohibits discrimination on the basis of race, color, or national origin in any program or activity that receives federal financial assistance. The plan explains what rights community members have related to Title VI, including how to file a complaint if they feel they have been discriminated against, and what steps staff need to take in order to respond.

1 The San Luis Obispo County Family Friendly Workplace Assessment is sponsored by First 5 San Luis Obispo County and is done collaboration with all five of the San Luis Obispo County chambers of commerce. The assessment can measure how family friendly a particular workplace is and help organizations discover new strategies to better support employees and their families. Results and awardees can be found at slofamilyfriendlywork.org.

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In 2024, the Office of DEI supported CDD with the creation of a Racial Equity Statement and a Gender Equity Statement to be used in their collaborative housing and homelessness funding opportunities. The Office of DEI also presented at a CDD department meeting to inform staff of the support the Office can provide and will continue to message this to other departments throughout the City.

Pillar 4: Inclusive Organizational Culture and Structure Goal 4.1 Empower city leadership and city staff to build upon their DEI competencies and engage in expanded educational offerings.
 4.1.2. Update and provide resources using the internal DEI website to engage staff in knowledge-acquisition and skill-retention opportunities.

As noted above, the Office of DEI maintains an internal SharePoint page that is accessible to all City staff through the Employee Resources section. In 2025, the page was updated to provide expanded information about both the Office’s initiatives and the DEI Employee Committee.

The SharePoint page serves as a centralized hub for DEI-related resources, including articles, guides, and other professional development opportunities designed to help staff broaden their knowledge and competencies at their own pace. Once completed and ready for distribution the Responding to Hate and Bias Toolkit, as well as an internal language toolkit, will be linked here. In addition, the page houses internal DEI newsletters featuring information on local events, current issues, and cultural holidays and celebrations, providing staff with ongoing opportunities for learning and engagement.

Goal 4.2 Foster an inclusive workplace culture that promotes equitable hiring, retention, and promotion practices.
 4.2.3. Create and rollout DEI-focused trainings for employees [related to the DEI MCG workplan].

The Office of DEI has contracted with two experienced consultants and facilitators to create a suite of four DEI-focused workshops which will be deployed throughout City departments on a recurring or as-needed basis. The DEI Manager has also developed a separate workshop which will be rolled into the suite of workshops.

The entire program will be called “Building a Culturally Fluent Workforce.” The DEI Employee Committee will be the first to receive each workshop as a means of providing feedback on the content itself as well as on how it can or should be tailored for each City department. At present, one workshop has been given to the DEI Employee Committee and is in the process of being refined before it is rolled out to the rest of the organization.

Item 7c
The workshops are as follows: 1) Addressing Bias to Build Belonging; 2) Understanding and Interrupting Microaggressions; 3) Identity Awareness; 4) External Community Engagement and Cultural Humility; and 5) The Responsibility of Privilege. These workshops are meant to be 1.5 to 2 hours long; however, the Office of DEI is also exploring ways to break them down further into digestible pieces in order to be more easily integrated into workflows for staff. Each workshop is designed to provide tools and resources that can be implemented in real time to support more inclusive and effective service delivery.

Next Steps
Throughout the next fiscal year, the Office of DEI will be most focused on completing the following items (in addition to completing Major City Goal work items):
 1.1.13. Develop and release a “how to” guide in Spanish and other languages on how to participate in public meetings and share public comment [related to the DEI MCG workplan].
o The “how to” guide has been completed as a long-form PowerPoint and as a short-form brochure and both have been translated into Spanish. o It is now being refined, and the design is being updated; a webpage is also in process which will include the information from the guide in an easily accessible format.
o The guide will be rolled out at the August 27, 2026, The Belonging Project event titled: “Your City, Your Voice: Giving Public Comment that Counts.” o The event will be hosted in Council Chambers, allowing attendees to get hands-on experience providing public comment while being coached by Office of DEI staff.
 1.2.4. Support and partner with proven providers to implement a series of technical assistance events to educate and equip minority- and women-owned businesses (MWOBs) with the tools they need to be successful business owners in the community [related to the DEI MCG workplan].
o The Office of DEI, in collaboration with the Office of ED&T and community and business partners, is planning to host two listening sessions open to all business owners and prospective business owners in the County, targeted to uplifting MWOBs. Invitations to the listening session will be open to County residents to ensure that individuals interested in establishing a business within the City, regardless of their current place of residence, have the opportunity to participate. Office staff have connected and are working with Montijo Mouton Consulting (MMC) to facilitate the listening sessions.

MMC are a local women and minority-owned business and leadership consulting firm.
o One session will be in-person, and one will be virtual. Both will occur before the end of Fiscal Year 2026-27.

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 2.2.6. Research and explore the development of a community-led design process for creating a DEI icon to be included in City materials and shared with grant recipients, local businesses, and non-profit organizations. o The icon, officially titled the Access and Belonging Icon, was created through a collaborative and community-driven process, starting with a focus group made up of leaders in the DEI space.
o Staff also received feedback from the DEI Advisory Council, the DEI Employee Committee, and the HRC.
o This icon was developed by City Communications staff and reflects the themes of access and belonging while being recognizable as an icon connected to the City.
o The rollout plan for the icon is now in development. The icon will be first rolled out internally and then externally to partners, then to the communityat-large. The icon is intended to help identify spaces, programs, services, projects, and partnerships that intentionally work to foster welcoming and inclusive environments for all people.
o When used internally by City staff, the icon will always be paired with City’s emblem and appropriate uses include community engagement event signage, DEI grant materials, and accessibility-related communications.

When used externally by the community, approved organizations may use the icon on its own and uses can include storefront decals, website badges, posters, and more.
o The Office of DEI is also in the process of creating resource packet that will include tools related to cultural awareness (i.e., appropriate language, pronoun usage, etc.) which will be available for community partners when they download the icon.
 3.1.10. Develop and implement a DEI language toolkit for City staff that includes guidelines to address inequities while also building better practices. o The Inclusive and Respectful Language Toolkit provides definitions and guidance on key terms and language that staff may encounter and use in their day-to-day interactions.
o It also includes resources and practical tools designed to foster understanding, strengthen communication, and support respectful engagement among staff.
o The toolkit has been completed and is currently being translated into Spanish. An internal rollout and implementation plan is also being developed.
 3.2.4. Develop a Bias and Hate Incident Reporting process in collaboration with the Police Department and work with the Human Relations Commission (HRC) to review citywide hate crime and incident data on a quarterly basis and identify appropriate supportive action(s) through the Office of DEI.

Item 7c
o The Office of DEI website was updated to include a new, user-friendly graphic outlining how to report hate and bias incidents or crimes, as well as a link to the San Luis Obispo Police Department (SLOPD) hate crime data webpage.
o The website now also provides information on how the Office of DEI can support individuals who experience hate or bias incidents and includes a list of nonprofit organizations and community resources available to provide additional assistance.
o The HRC received an overview of current hate crime data through a presentation by SLOPD at its June 4, 2025 meeting. Moving forward, the Office of DEI plans to agendize a review of current hate crime data for the HRC twice per year. These reviews will provide an opportunity for the Commission to offer their feedback on community outreach and engagement efforts related to the City’s response to hate and bias, identifying additional resources that may be needed, and discuss ways to ensure community members feel supported and safe when reporting incidents. Staff have shifted to a twice-per-year review schedule to better accommodate the HRC agenda capacity and allow for more meaningful discussions and analysis of the data.
o By fall 2026, the Office of DEI plans to finalize and publicly launch the “Responding to Hate and Bias: A Community Toolkit for Prevention, Support, and Action.” The toolkit includes an overview of hate, bias and discrimination including definitions, key terms, and the history of bias and resilience in the City of San Luis Obispo, as well as community tools and tips. The launch is anticipated to be a community-focused event featuring participation from SLOPD, the HRC, and DEI leaders.
 4.2.1. Continue to enhance job descriptions and recruiting materials such as material in Spanish or in different formats to create easy access [related to the DEI MCG workplan].
o The Office of DEI is partnering with HR to have a statement on the top of all job postings starting this summer that reads as follows:
“The City of San Luis Obispo values diversity, equity, inclusion, and belonging. We are committed to fostering a community where all individuals are treated with dignity, respect, and inclusion, and where everyone can thrive.

Our job posting site is compatible with tools such as Google Translate, which applicants may use to view postings in their preferred language.

Please note that all application materials and responses must be submitted in English, as English is the working language of the City. For questions or assistance, please contact [email protected].”

Item 7c
Previous Council or Advisory Body Action
As noted above, City Council reviewed the draft DEISP framework at their May 2, 2023, meeting and subsequently adopted the plan at their February 20, 2024, meeting.

Furthermore, the HRC previously heard an update on the status of implementation of the DEISP at their July 9, 2025, meeting.

Public Engagement
Staff consistently engages with nonprofit partner organizations, academic partners, tribal entities, the business community, residents, visitors, and other stakeholder groups as implementation of the DEISP persists. The Office of DEI continues to promote the work being done at community events such as resource fairs on Cal Poly’s campus, the City’s Monday Meet-Ups, and cultural and other significant events throughout the City. The [email protected] email address is also widely shared as the best way to get in contact with Office staff.

For the current item, public comment can be provided to the City Council through written correspondence prior to the meeting and through public testimony at the meeting.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act 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: 2025-26
Funding Identified: Yes
Fiscal Analysis:

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

Total N/A N/A $ $
There is no direct fiscal impact related to receiving and filing the update on the DEISP.

Item 7c

ALTERNATIVES

1. Council could decide not to receive the status report on the Diversity, Equity, and Inclusion Strategic Plan. However, the plan is a key component of implementing the City’s diversity, equity, and inclusion efforts.

2. Council could choose to direct changes to the implementation of the Diversity, Equity, and Inclusion Strategic Plan. Council should provide direction on which aspects of the DEISP implementation plan should be adjusted and staff can return to Council with a revised implementation plan for further review.

ATTACHMENTS
A - Current Diversity, Equity, and Inclusion Strategic Plan Implementation Matrix

City of San Luis Obispo, California
PLAN NAME: 2023-2028 DEI Strategic Plan
CONTACT: Matt Pennon
Lead Organization
Supporting Partners
Timeline
Status ON TRACK

IN PROGRESS

INCOMPLETE
COMPLETE This item has been accomplished.

Key Accomplishments / Notes
Abbreviation
5CHC 5 Cities Homeless Coalition
AAPI AAPI SLO County
ASN Access Support Network
AIA American Institue of Architects local chapter
SLOBHD Behavioral Health Department
BBBS Big Brothers Big Sisters
N/A Building a Better SLO
BAEC Cal Poly Black Academic Excellence Center
BSU Cal Poly Black Student Union
CIX Cal Poly Office of Culture and Institutional ExcellenceCIE Cal Poly Center for Innovation & Entrepreneurship MCC Cal Poly Multicultural Center
CCCUSS Central Coast Coalition for Undocumented Student Success N/A Central Coast FolliesN/A Central Coast Youth ChorusN/A City Farm SLO CAPSLO Community Action Partnership of San Luis Obispo County, Inc (CAPSLO) CCC Community Counseling Center (CCC) of San Luis Obispo N/A Conzona Women’s Ensemble
CASA Court Appointed Special Advocates of San Luis Obispo County, Inc N/A Corazón Latino
Cuesta Cuesta College
CCF Cuesta College Foundation
N/A Disability Resource Center (Cal Poly)
N/A Disability Resource Center (Cuesta College)N/A Dismantling Racism from the Inside Out/Bend the Arc Diversity Coalition Diversity Coalition of San Luis Obispo County DPN Diversity Partners Network meetings
DSLO Downtown SLO
N/A Festival Mozaic
Food Bank Food Bank Coalition of San Luis Obispo County N/A Foundation for the Performing Arts Center
GALA GALA Pride and Diversity Center
History Center History Center of SLO County
Hospice Hospice of San Luis Obispo County
ILRC Independent Living Resource Center, INC
N/A Jack's Helping Hand, Inc

ABOUT THIS DOCUMENTMATRIX COMPONENTSORGANIZATIONS OUTREACHED AND ENGAGED Organization Name
This implementation matrix is designed to be a flexible, ever-evolving tool for tracking progress towards implementation of your strategic plan. In addition to identifying lead organizations and establishing priorities, it provides a graphic representation of when actions should realistically be implemented and suggests potential partners to help carry them out. The status column provides a visual indicator for monitoring where each strategy and action stands. Finally, space is provided for logging key milestones and accomplishments or capturing notes about barriers encountered.

Organization responsible for implementation of this task.Stakeholder and partner organizations that will serve as collaborators or that can help move implementation forward.

A visual representation of the suggested timing of implementation This item is on track toward meeting or maintaining this task.Action has been initiated but is delayed or otherwise not fully on track. Requires removal of barriers or other actions to achieve implementation.

Action has not begun on this item or barriers may prevent implementation.

Brief description of relevant activities, major milestones, and/or accomplishments related to this task.

City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 507 of 546 JCC Jewish Community Center Federation
LOC Latino Outreach Council
N/A Literacy for Life OrganizationN/A Listos CA (Central Coast) LTC Ombudsman Long Term Care Ombudsman Services of San Luis Obispo County Lumina Lumina Alliance
MTC Meals That Connect
MCSC MCSC Women's Business Center
NAACP NAACP SLO County Chapter
NCTC Northern Chumash Tribal Council
N/A One Cool EarthN/A Opera San Luis ObispoN/A Orchestra NovoN/A Parent Connection of SLO CountyN/A Pathpoint ODEI Office of Diversity, Equity, and Inclusion
One Community Fund One Community Fund: Fueling a Vibrant Immigrant Future Peace Academy Peace Academy of the Science and Arts
PSHH People's Self-Help Housing Corporation
N/A Promotores
PHD Public Health Department
RACE Matters RACE Matters SLO

REACH REACH
RP Restorative Partners
N/A Salinan Tribe of SLO and Monterey Counties
SLCUSD San Luis Coastal Unified School District
N/A San Luis Obispo Children's Museum
Climate Coalition San Luis Obispo Climate Coalition
N/A San Luis Obispo Committee for Education on Alcoholism, dba "MiddleHouse" SLOLAF San Luis Obispo Legal Assistance Foundation

SCORE SCORE
N/A Senior Volunteer ServicesN/A Shower the PeopleN/A SLO Access For AllN/A SLO Association of RealtorsN/A SLO Chamber of CommerceN/A SLO County Arts Council SLOCOE SLO County Office of Education
N/A SLO International Film Festival
SLOMA SLO Museum of Art
N/A SLO Noor Foundation
SLOREP SLO Rep. Theater
N/A SLO SymphonyN/A SLO Vocal Arts EnsembleN/A SLO Wind OrchestraN/A Smart Share Housing Solutions, Inc SLOCDRC The San Luis Obispo Child Development Resource Center N/A Tolosa Children's Dental Center
TMHA Transitions Mental Health Association
Tri-Counties Tri-Counties Regional Center
N/A United Cerebral Palsy of San Luis Obispo County
UnitedWay United Way of San Luis Obispo County
VSO Veterans' Services Office
N/A Visit SLON/A Visit SLOCAL
YTT YTT Northern Chumash Nonprofit Board
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 508 of 546 ONGOING FY24-25 FY25-26 FY26-27 FY27-28
¬¬¬¬¬ Establish bimonthly collaborative and informative meetings with Cal Poly Office of University Diversity & Inclusion and Cuesta College Office of Student Equity & Special Programs to further explore partnerships around education and training. Admin-DEI Cal Poly & Cuesta College 9 ON TRACK Operationalized. ODEI regularly attends the DPN
meetings; ODEI manager has regular meetings with CIX
at Cal Poly and has scheduled regular check ins with
Cuesta.
2¬¬¬¬¬ Provide financial assistance to qualified families through City funded scholarships for youth related programs such as: before/after school childcare, spring break & summer camps, swim lessons, and after school sport programs.

P&R Parks & Recreation 9 ON TRACK
Operationalized. In FY 2024–25, the total fee reductionbudget was $30,406, which included $25,000 from thefinancial plan and $5,406 carried over from 2023–24.

P&R awarded $33,500 in fee reduction scholarships to 38 qualifying children. Funding in the amount of $25,000 is included in the2025–27 Financial Plan to continue supporting this program.
¬¬¬¬¬ Explore and develop shared multicultural programming, activities, and events with Cal Poly, Cuesta College, and Non-profit partners through a pilot and/or pop-up multicultural center experience.

Admin-DEI Cal Poly 9 ON TRACK
Ooerationalized. Multicultural programming was
completed in FYs 23-25 via the Community BelongingSeries. The Belonging Project (TBP) has been operationalized in FY 25-26 and will continue moving
forward.
4¬¬¬¬¬ Host City/Cal Poly quarterly roundtable (City & Cal Poly Leadership, DEI Employee Committee, HRC, Cal Poly students, DEI Leaders, Cuesta College, etc.) regarding community/student experience, relationship-building, and partnership programs. Admin-DEI Cal Poly, Cuesta
College, Other Nonprofits 9 ON TRACK
Operationalized. ODEI is regularly collaborating with
academic partners. This includes events with students at Cal Poly, especially those involved in Greek life, Cuesta, and San Luis Coastal Unified School District.
5¬¬¬¬¬ Continue to work with community partners (Police Advisory Committee and Roundtable) to give the community a voice in policing and ensure that 21st Century Policing Recommendations are implemented where possible. Admin-DEI & PD PD 9 ON TRACK Operationalized. ODEI Manager attended police briefings to introduce ODEI's work. ODEI also regularly attends the PAC and is working with SLOPD on implementation of
some of SLOPD's strategic plan items such as trainings. 6¬¬¬¬¬ Annually report out on demographic data collected in NeoGov for City job applicants and Oracle for paid advisory body members and identify targeted strategies to address potential equity gaps.

Admin-DEI Clerk's Office & HR Q4 IN PROGRESS ODEI has received the data from HR and is working on analyzing the results. 7¬¬¬¬¬ Design and implement programs aimed at removing barriers and increasing the representation of Black and Indigenous People of Color (BIPOC) and LGBTQIA2S+ communities in all City advisory bodies. Including the process to track demographic data for City volunteers and unpaid advisory body members. Admin-DEI & HR Human Resources Q3 COMPLETE ODEI created and implemented a training around how tojoin an Advisory Body (AB) and supported a communitymixer to encourage individuals to join ABs. ODEI alsoreviewed demographic data for AB members and plans to continue doing outreach and presentations on this topic.This work has been operationally combined with

1.2.6 8¬¬¬¬¬ Research and explore ways to further integrate Tribal liaison functions in City programs and projects.

Admin-DEI & P&R Administration-IT Department Q1 COMPLETE ODEI met with ytt, Salinan Tribe, and NCTC during
development of land acknowledgment. A part of TBP,ODEI will host the Cal Poly Indigenous Walking Tour for the public. Additionally, members of ytt were included in the DEI Advisory Council and were part of the focus
group for the DEI Icon. Furthermore, ODEI is working
with ytt on recognizing the aqueduct.

¬¬¬¬¬ Research ways to allocate dedicated and ongoing funding capabilities to support equitable access to Parks & Recreation programs and services in the community. Admin-DEI Parks & Recreation Q1 ON TRACK Research completed and sent to Parks & Rec for analysis.PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION1.1. STRENGTHEN PUBLIC INVOLVEMENT THROUGH INCLUSIVE COMMUNITY ENGAGEMENT AND EQUITABLE ACCESS TO INFORMATION, AND DECISION-MAKING OPPORTUNITIES

KEY ACCOMPLISHMENTS / NOTES
NOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.

LEAD

ORGANIZATION

SUPPORTING

PARTNERS

TIMELINE
STATUS
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 509 of 546 ONGOING FY24-25 FY25-26 FY26-27 FY27-28
PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION

KEY ACCOMPLISHMENTS / NOTES
NOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.

LEAD

ORGANIZATION

SUPPORTING

PARTNERS

TIMELINE
STATUS

1.1.1. Monitor community demographic data to best inform target areas for more inclusive community engagement strategies as recommended by the Public Engagement and Noticing (PEN) Manual. Admin-DEI & P&R Administration-IT Department Q1 ON TRACK ODEI staff, in collaboration with IT, are working on developing GIS functions to monitor demographic data within the City.

1.1.11. Develop a DEI cabinet of key community group leaders to serve as trusted sources between the community and the City’s DEI initiatives. Admin-DEI Administration-IT Department Q2 COMPLETE DEI Advisory Council has been established and will meet twice a year. This is in collaboration with Cal Poly CIX.

1.1.12. Develop or contract for interpretation services for critical and key events ensuring information, services, and outreach are presented in a culturally and linguistically appropriate manner for the key languages spoken in the City, including Spanish and ASL.

Admin-DEI Administration-IT Department Q4 ON TRACK
IT has received funding to implement live translation and interpretation services for City Council meetings,
including translations from a number of different
languages as well as closed captioning for hard ofhearing individuals. This will be implemented by July 1, 2026.

1.1.1. Develop and release a “how to” guide in Spanish and other languages on how to participate in public meetings and share public comment.

Admin-DEI Administration-IT Department Q2 ON TRACK How To Guide has been developed and translated. Developing other outreach materials and a website. Will be launched August 27, 2026.

1.1.14. Research and explore a parking validation program for in-person attendance at City Council meetings. Admin-DEI Public Works Q4 COMPLETE Parking validation program has been operationalized since 2024.

1.1.15. Conduct community training and civic classes on how to be involved in City projects and programs in English and Spanish to ensure greater participation and representation.

Admin-DEI Administration-IT Department Q2 COMPLETE
The City hosted the first Candidate Education Forum in
November 2025 and will continue to host these in odd
numbered years. Translation was available on request.

ODEI will continue to message about providing public
comment, joining advisory bodies, or attending other City events to the community where possible.

1.1.16. Continue to provide Community Academy program in even numbered years including application outreach to underserved and underrepresented communities.

Admin-DEI &
Public Works
Administration-IT
Department
9 ON TRACK
Operationalized. Community Academy completed for
2026 and will continue to be implemented in even
numbered years. ODEI assisted with application review,
outreach, and messaging.

1.1.17. Partner with veteran-based organizations to identify opportunities for learning for City departments and the public.

Admin-DEI Administration-IT Department Q4 ON TRACK List of local veteran-serving organizations has been gathered. Next steps are to brainstorm meaningul ways to collaborate with organizations and then do outreach.

1.1.18. Support the implementation of the Sustainability & Natural Resources Office Major City Goal (MCG) climate justice initiatives impacting vulnerable populations.

Admin-DEI
Office of
Sustainability &
Natural Resources
9 ON TRACK
Operationalized. ODEI is supporting emergency
preparedness outreach efforts; working on equity related items in the CASE, specifically developing an equity
checklist for CIP projects; supporting CAP update efforts;and part of the Green Team. Regularly checking in withS&NR.

1.1.1 . Work with community organizations to provide additional resources and training to staff engaging with elderly populations to support inclusive engagement structures. Admin-DEI Administration-IT Department 9 ON TRACK List of local older adult-serving organizations has been gathered. Next steps are to brainstorm meaningul ways to collaborate with organizations and then do outreach.

1.2.1. Utilize the Assistant VP for Strategic Planning and Network at Cal Poly OUDI to research best practices, grants for internships, programs, outreach, innovative practices, etc. Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. ODEI manager meets regularly with VP at Cal Poly.

1.2 ENHANCE LOCAL NON-PROFIT AND BUSINESS ENVIRONMENTS TO ENCOURAGE PRACTICES THAT PROMOTE A STRONGER SENSE OF COMMUNITY AND BELONGING City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 510 of 546 ONGOING FY24-25 FY25-26 FY26-27 FY27-28
PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION

KEY ACCOMPLISHMENTS / NOTES
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1.2.2. Work with Cal Poly and Cuesta College to host interns.

Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. ODEI has hosted Cal Poly and Cuesta students and will continue this effort.

1.2.. Research and explore a partnership with a qualified third party to develop and maintain a DEI competence certificate program for local businesses. Admin-DEI Office of Economic
Development &
Tourism
Q4 INCOMPLETE

1.2.4. Support and partner with proven providers to implement a series of technical assistance events to educate and equip minority- and women-owned businesses (MWOBs) with the tools they need to be successful business owners in the community. Admin-DEI Office of Economic Development & Tourism
Q3 ON TRACK
ODEI is working on two listening sessions for all
businesses, targeted to MWOBs and open to all.

Developed run of show, spoken with the Chamber, sent a
preliminary survey to businesses, and now collaboratingwith a consulting firm.

1.2.5. Support the review of policies and practices to ensure compliance with current antidiscrimination, anti-harassment, and retaliation law, and further the City’s DEI values Admin-DEI Human Resources Q1 COMPLETE
ODEI has support request form and frequently messagesout about it's availability for departments to submit itemsfor review. ODEI also reviewed 4 City policies in 2025and plans to review 4 more in 2026. This work is operationally being combined with 3.1.3 and 3.1.6

1.2.6. Partner with non-profit organizations, such as the Chamber of Commerce and Diversity Coalition, to research the viability of developing a Leadership SLO module or program which encourages BIPOC and LGBTQ+ communities to develop leadership skills and encourage diverse groups to assume leadership roles on municipal boards, commissions, and the City Council. Admin-DEI Businesses & Non- profits Q3 COMPLETE ODEI created and implemented a training around how tojoin an Advisory Body (AB) and supported a communitymixer to encourage individuals to join ABs. ODEI alsoreviewed demographic data for AB members and plans to continue doing outreach and presentations on this topic.This work has been operationally combined with

1.1.7 1.2.7. Establish funding for all departments to add demographic questions to projects and programs in which such data will contribute to a better understanding of the participants’ makeup and needs to inform inclusive enhancements to future projects. Admin-DEI Administration-IT Department Q2 COMPLETE Demographic survey has been updated, FAQ created, and the new tools have been rolled out to the Leadership Team at the City.

1.2.8. Research opportunities to support ongoing funding for the DEI SLO Business Grant Program.

Admin-DEI
Office of Economic
Development &
Tourism
Q1 IN PROGRESS
Research was completed on FY 2023 EDA Public Works
and Economic Adjustment Assistance Program but it was
found not to be viable.

1.2. . Support and sponsor job fairs to support businesses in engaging various communities that will foster more diverse and inclusive workforce development.

Admin-DEI Human Resources Q3 COMPLETE
ODEI in collaboration with Human Resources, has
supported and sponsored multiple job fairs and
community events, increasing engagement with a widerrange of community members and expanding candidateapplicant pools.

1.2.1. Support and embed an equity lens into the City financial planning and budget process.

Admin-DEI Finance Department Q1 COMPLETE
ODEI Manager participates in the Financial Steering
Committee meetings and provides insight and feedbackon the budget process.

City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 511 of 546 ONGOING FY24-25 FY25-26 FY26-27 FY27-28

2.1.1. Support the development and implementation of the Broadband Strategic Plan to ensure access is equitable and pursue funding to fill gaps. Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. Broadband Expansion will be completed November 2026.2.1.2. Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN) to ensure diverse participation.

Admin-DEI Administration-IT Department 9 ON TRACK
Operationalized. The Public Engagement and
Noticing Manual has been updated and intial
trainings completed. Training will continued to beoffered by Communications.

2.1.. Establish consistent and regular messaging, either visual, written, or oral, that validates and encourages the City’s commitment to DEI with the community and the City organization. Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. DEI Communications Plan has
been completed. Promoting Access and Building
Belonging is the consistent messaging. DEI iconwill also be implemented soon to reinforce messaging.

2.1.4. Partner with appropriate City departments to provide options for participation for all major public meetings when possible. Admin-DEI City Clerk's Office Q4 COMPLETE Zoom option will now be available City Council meetings starting July 1, 2026.

2.1.5. Develop comprehensive DEI material in collaboration with Tourism Business Improvement District (TBID) & Promotional Coordinating Committee (PCC) for the SLO Visitor Center.

Admin-DEI Office of Economic Development & Tourism Q2 IN PROGRESS ODEI has created a flyer on the office's work which
was dropped off to the Visitor Center. ODEI is also
in the preliminary stages of developing a potential
cultural historical walking tour of downtown SLO
and some additional areas. ODEI has spoken to
the Chamber, ED&T, and the History Center.

2.1.6. Partner with SLOPD to develop communication response plan for local, state, or national events impacting policing and DEI. Admin-DEI Police Department Q42.1.7. Partner with SLOFD to enhance disaster preparedness outreach programs for those with disability, access, and functional needs, and lower-socio-economic community members who are disproportionately affected by natural disasters.

Admin-DEI Fire Department Q2 ON TRACK
ODEI is actively engaged with the Emergency
Response manager in disaster preparednessactivities including Firewise Community meetings and collaborating at The Belonging Project events,
and providing assistance in outreach. ODEI
attended Listos CA summit and continues to
collaborate with Fire, S&NR, etc. to discussdisaster response efforts.

2.1.8. Incorporate land acknowledgement into City Council meetings and advisory body meetings. Admin-DEI Administration-IT Department Q3 IN PROGRESS Land Acknowledgment has been drafted but is on hold for other reasons.

2.1. . Provide City Council meeting information or other forms of communication in Spanish on the City’s website. Admin-DEI Administration-IT Department Q3 IN PROGRESS The City's website has an auto-translate feature powered by Google and can translate into 13 different languages including Spanish.

2.1.1. Develop diverse visual messaging to ensure individuals with limited literacy skills understand events, programs, or projects sponsored or led by the City. Admin-DEI Administration-IT Department 9 INCOMPLET E

KEY ACCOMPLISHMENTS / NOTES
PILLAR 2: EQUITABLE COMMUNICATION AND ACCESSIBILITY2.1. DEVELOP AND IMPLEMENT INCLUSIVE AND ACCESSIBLE COMMUNICATION STRATEGIES THAT REFLECT THE CITY'S DEI INITIATIVESNOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.

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2.1.11. Support City departments upon request in reviewing language, content, and images in all communication and marketing materials to ensure inclusion and accessibility. Admin-DEI All City Departments 9 ON TRACK Operationalized. DEI Support Request Form is available and frequently messaged.

2.2.1. Develop signage that articulates the City’s DEI values at City parks including Mission Plaza.

Admin-DEI Administration-IT Department Q3 IN PROGRESS
Research completed on bilingual signage for a few
city locations. Costs may vary but were high. Due
to budget limitations and reductions this initiative is on hold.

2.2.2 Partner with the public art program to remove barriers and expand representation by diverse artists (BIPOC and LGBTQIA2S+) in the City.

Admin-DEI Parks & Recreation Q3 COMPLETE
ODEI is meeting regularly with the Public Art
Coordinator on plans to bring diverse artists andartwork to Palm Street. ODEI staff on jury for 2026Poetry Walk and has shared the opportunity withdiverse community partners. Will continue to partner and share art opportunities tounderrepresented communities.

2.2.. Explore the development, expansion, and funding opportunities for cultural activations, promotions, and celebrations in downtown, such as expansion of banner programs and store-front decorations.

Admin-DEI Office of Economic Development & Tourism Q4 COMPLETE ODEI threw 2026 Lunar New Year celebration and
will likely continue. ODEI continues to be presentat, and support, cultural events in the City includingDia de los Muertos, the verbatim theatre, Arab American Heritage Festival, and Juneteenth. ODEI
also had a banner up on S. Higuera that stated
everyone belongs here.

2.2.4. Explore and research the viability and implementation of all new City facilities to include gender inclusive restrooms Admin-DEI Community Development Q3 INCOMPLET E

2.2.5. Explore and research ways to incorporate bilingual information in City signage for key destinations.

Admin-DEI Parks & Recreation Q3 IN PROGRESS
Research completed on bilingual signage for a few
city locations. Costs may vary but were high. Due
to budget limitations and reductions this initiative is on hold.

2.2.6. Research and explore the development of a community-led design process for creating a DEI icon to be included in City materials and shared with grant recipients, local businesses, and non-profit organizations.

Admin-DEI Administration-IT Department Q2 ON TRACK Icon has been created via a community input process. Rollout plan is being developed.

2.2.7. Contract to develop a feasibility study for a multicultural center.

Admin Office of Sustainability & Natural Resources Q4 COMPLETE Completion of Community Belonging Series with
Cal Poly; Cal Poly sent over analysis showing thatthe series was beneficial and the City shouldcontinue doing these events even if there is no funding for a physical space.

2.2 IMPROVE LOCAL DOWNTOWN AND OVERALL CITY ENVIRONMENTS BY CREATING OPPORTUNITIES TO CELEBRATE DIVERSITY AND FACILITATE INCLUSION City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 513 of 546 ONGOING FY24-25 FY25-26 FY26-27 FY27-28
.1.1. Further develop purpose, role, activities and enhance impact of DEI Employee Committee, including equal standing and priority to tasks and responsibilities assigned to the members (e.g. Employee Resource Groups (ERGs), newsletters, cultural celebrations, trainings, internal communication, public web pages, etc.). Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. The DEI Employee Committee (DEIC)has continuously met and produced internal newsletters inaddition to other activities. The DEIC formalized a charter and created subcommittees as well.
.1.2. Continue to provide grant support to the HRC for DEI High Impact Grants and Human Services Grants and complete necessary follow up to ensure required reporting by grant recipients.

Admin-DEI Administration-IT Department 9 ON TRACK
Operationalized. Both grants have continued. New reportreview worksheets have been created to aid HRC in their review and an online reporting mechanism implementedfor grantees. .1.. Edit existing and create new policies and procedures that reflect a DEI lens for internal processes to ensure all City Departments support the DEI Major City Goal.

Admin-DEI All City Departments 9 ON TRACK
Operationalized. ODEI has support request form andfrequently messages out about it's availability fordepartments to submit items for review. ODEI also reviewed 4 City policies in 2025 and plans to review 4
more in 2026. This work is operationally being combinedwith 1.2.5 and 3.1.6 .1.4. Evaluate resources needed to implement the DEISP across City departments and make funding recommendations as needed.

Admin-DEI Administration-IT Department 9 ON TRACK
Operationalized. ODEI has evaluated the resourcesrequired to implement the DEISP acress City departmentsand developed funding recoomendations as appropriate to support sustainable implementation.
.1.5. Based on the completion of the DEI Strategic Plan, determine the ongoing support structure needed in the Office of DEI to optimally deliver organizational and community programs and services. Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. ODEI has two full time staff members and hosts interns. .1.6. Review and embed DEI language into existing policies and procedures, codes of conduct within facilities, parks, programs, events, and rentals for services provided to the community.

Admin-DEI All City Departments 9 ON TRACK
Operationalized. ODEI has support request form andfrequently messages out about it's availability fordepartments to submit items for review. ODEI also reviewed 4 City policies in 2025 and plans to review 4
more in 2026. This work is operationally being combinedwith 1.2.5 and 3.1.3 .1.7. Include the DEI Manager in Financial Planning Steering Committee meetings.

Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. ODEI Manager is on Financial Planning Steering Committee. .1.8. Continue to support and act as the staff liaison to the Human Relations Commission.

Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. ODEI continues to support and staff HRC on a regular basis. .1.
. Annually revise and enhance DEI section in the City’s Legislative Platform.

Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. ODEI feedback happens on a regular basis. .1.1. Develop and implement a DEI language toolkit for City staff that includes guidelines to address inequities while also building better practices. Admin-DEI Administration-IT Department Q4 ON TRACK The Inclusive and Respectul Language Toolkit has been developed and is currently being translated. A staff roll out plan will be developed next.

3.1.11 Include DEI parameters in the review and selection process of all available City grant funding opportunities in compliance with Proposition 209 Admin-DEI Administration-IT Department Q2 COMPLETE
ODEI went through a comprehensive review process ofour grant requirements, procedure, and reporting relatedto anti-discrimination laws and has updated the grantprocess as a result.

3.1.12. Develop and distribute to the community and partners a brief annual report from the Office of DEI highlighting outcomes and results of DEI work. Admin-DEI Administration-IT Department Q4 ON TRACK ODEI is currently working on the 2025-26 annual report which will be distributed in July or August of 2026.

PILLAR 3: EMBEDDED ACCOUNTABILITY AND SUSTAINABLE CHANGE3.1. PRIORITIZE TRANSFORMATIONAL GOVERNANCE WHERE DEI IS EMBEDDED IN BUDGETING, PLANNING, PROGRAMMING, AND POLICY-MAKING

KEY ACCOMPLISHMENTS / NOTES
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PILLAR 3: EMBEDDED ACCOUNTABILITY AND SUSTAINABLE CHANGE

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3.1.13. Explore, research, and implement the development of a Racial Equity Statement and a Gender Equity Statement to support the Community Development Department in their collaborative housing and homelessness funding opportunities.

Admin-DEI Community Development Q2 COMPLETE Completed. Both statements have been developed.

3.1.14 Embed and operationalize the City's equity consideration, as presented in the Climate Adaptation & Safety Element (CASE) report, into project and program desing, development, and implementation via project plans. Admin-DEI Administration-IT Department Q3 ON TRACK ODEI is currently working on Program EJ-2.5: Develop Equity Checklist for City Programs and Capital Improvement Projects (see 3.2.6 below)

3.1.15. Provide support to the Community Development Department and other departments in reviewing public engagement practices, policies, plans, and proposed ordinances to ensure inclusive and equitable outcomes. Admin-DEI Administration-IT Department Q3 COMPLETE ODEI has support request form and frequently messagesout about it's availability for departments to submit items for review. Presented at CDD department meeting toinform staff of support ODEI was provide.

3.2.1. Promote DEI best practices in Police Department (PD) recruiting and hiring efforts.

Admin-DEI Police Department 9 ON TRACK
Best practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommitteeon Workplace Development to review and make recommendations to move forward with. This work is
operationally being combined with 3.2.5 and 4.2.1

3.2.2. Work in partnership with Public Works and the Police Department to ensure new public safety building design is equitable and inclusive for the community and all department employees.

Admin-DEI PD & Public Works 9 IN PROGRESS
Planning and design work for the Public Safety Building ison hold until completion of Tenant Improvements at 1106 Walnut. Additional design work for the public safety
building is proposed to be funded as part of the next
Financial Plan CIP budget.

3.2.3. Complete a planning study for gender inclusive restroom and sleeping facilities for Fire Stations 3 & 4. Process with design work pending results of study. Admin-DEI Fire Department Q3 COMPLETE Completed. Study is complete and gender inclusivity is being incorporated into design of tenant improvements for Fire Station 3 & 4.

3.2.4. Develop a Bias and Hate Incident Reporting process in collaboration with the Police Department and work with the Human Relations Commission (HRC) to review citywide hate crime and incident data on a quarterly basis and identify appropriate supportive action(s) through the Office of DEI. Admin-DEI Administration-IT Department Q4 COMPLETE Operationalized. ODEI and SLOPD went over the hate
and bias reporting process with HRC and staff updated
flow chart and information on ODEI website. ODEI
developing a Responding to Hate and Bias Toolkit.

3.2.5. Develop outreach, recruitment, and retention, and advancement programs to remove barriers to access for diverse communities in Fire, Police, Utilities, and the Public Works departments.

Admin-DEI FD, PD, Utilities, and Public Works 9 ON TRACK Best practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommittee on Workplace Development to review and makerecommendations to move forward with. This work is operationally being combined with 3.2.1 and 4.2.1

3.2.6. Embed DEI guidelines into the capital improvement project review committee processes.

Admin-DEI Public Works 9 ON TRACK
ODEI and PW met and discussed how to incorporateEquity Checklist information into existing PID. Sent to PW for review. DEI will be more integrated into the planning process.

3.2 PARTNER WITH KEY PUBLIC FACING CITY DEPARTMENTS IN PURSUING STRATEGIES AIMED AT CREATING DIVERSITY, ADDRESSING INEQUITIES, AND FOSTERING SYSTEMIC CHANGE City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 515 of 546 ONGOING FY24-25 FY25-26 FY26-27 FY27-28

4.1.1. Provide DEI-related training for all staff of all levels (Council, Commissions, Advisory Boards, Directors, Managers, Staff, etc.) Admin-DEI Administration-IT Department Q4 ON TRACK Five trainings have been, or are in the process of being, developed and will be rolled out to all City staff. This work is operationally being combined with 4.2.34.1.2. Update and provide resources using the internal DEI website to engage staff in knowledgeacquisition and skill-retention opportunities. Admin-DEI Administration-IT Department 9 ON TRACK Operationalized. Internal DEI Sharepoint has been updated with resources.4.1.3. Collaborate with Human Resources to develop mandatory specialized DEI training matrix across all positions within the organization that identifies required and preferred DEI training objectives. Admin-DEI Human Resources 9 INCOMPLETE

4.1.4. Incentivize and recognize participation in inclusive leadership training modules for all Department Heads and managers within the organization. Admin-DEI Administration-IT Department Q44.1.5. Promote professional development opportunities outside the organization for staff to enhance their DEI competencies. Admin-DEI Administration-IT Department Q3 COMPLETE ODEI regularly shares DEI-related events with DEICmembers and to all City staff via the DEI newsletter.Additional professional development opportunities will be included in the internal DEI Sharepoint.

4.2.1. Continue to enhance job descriptions and recruiting materials such as material in Spanish or in different formats to create easy access.

Admin-DEI Human Resources 9 ON TRACK
Best practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommittee onWorkplace Development to review and makerecommendations to move forward with. This work isoperationally being combined with 3.2.1 and 3.2.5

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

Admin-DEI Human Resources 9 ON TRACK
Best practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommittee onWorkplace Development to review and makerecommendations to move forward with.

4.2.3. Create and rollout DEI-focused trainings for employees.

Admin-DEI Human Resources Q4 ON TRACK
Five trainings have been or are in the process of beingdeveloped and will be rolled out to all City staff. This work is operationally being combined with 4.1.1

4.2.4. Examine policies and programs to support primary caretakers.

Admin-DEI Human Resources 9 ON TRACK
Family Friendly Workplace Assessment was taken by Citystaff and recommendations were not found to be feasiblyimplemented. FFW Subcommittee of DEIC are meeting with HR and ODEI regularly to discuss with policies and programs can be implemented.

4.2.5. Collaborate with Human Resources to formalize a bilingual program for City employees including supplemental staff.

Admin-DEI Human Resources 9 ON TRACK
ODEI in collaboration with HR, has developed an SOP for utilizing bilingual staff. Additional resources, including adocument translation guide and a tracking system to support bilingual staff time, are in progress.

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

Admin-DEI Human Resources 9 ON TRACK
The City offers flex schedules and implemented a formal Telework Policy in FY25 Q3. A job share program has notyet been developed. FFW Subcommittee of DEIC are meeting with HR and ODEI regularly to discuss withpolicies and programs can be implemented and shared throughout the City.

PILLAR 4: INCLUSIVE ORAGNIZATIONAL CULTUREA AND STRUCTURE4.1. EMPOWER CITY LEADERSHIP AND CITY STAFF TO BUILD UPON THEIR DEI COMPETENCIES AND ENGAGE IN EXPANDED EDUCATIONAL OFFERINGS4.2 FOSTER AN INCLUSIVE WORKPLACE CULTURE THAT PROMOTES EQUITABLE HIRING, RETENTION, AND PROMOTION PRACTICESNOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.

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PILLAR 4: INCLUSIVE ORAGNIZATIONAL CULTUREA AND STRUCTURENOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.

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4.2.7. Implement an annual Quarterly Management Meeting to be focused on DEI in collaboration with the Office of DEI. Admin-DEI Human Resources Q3 INCOMPLETE4.2.8. Conduct job qualification study to identify comparable/transferable qualifications or skill sets between education and years of experience. Admin-DEI Human Resources 9 INCOMPLETE4.2. . Research and explore employment pipeline programs to remove barriers for diverse individuals including but not limited to Black, Indigenous, people of color, people within the LGBTQIA2S+ community, and those who have diverse neuro and physical abilities.

Admin-DEI Human Resources Q4

4.2.1. Partner with Human Resources and City Attorney’s Office to research a process for employees to report bias incidents that occur in the workplace. Admin-DEI Human Resources & Attorney's Office Q4

4.2.11 Collaborate with established Employee Resourve Groups (ERGs) such as PACE and SLOHAS to embed DEI into ongoing staff development and engagement opportunities. Admin-DEI Administration-IT Department Q4 IN PROGRESS College Corp Fellow will be working on this in FY 26-27.4.2.12. Develop hiring toolkit for hiring panels that focuses on addressing bias in the workplace.

Admin-DEI Administration-IT Department 9 IN PROGRESS
Best practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommittee onWorkplace Development to review and makerecommendations to move forward with.

4.2.13. Integrate DEI requirements into performance evaluations for management level positions which can include, but is not limited to training, team development, and project implementation. Admin-DEI Human Resources Q3 COMPLETE ODEI collaborated with HR to incorporate DEI competencies into management evaluations; trainings related to DEI topics and skills will be rolled out to all staff.

4.2.14. Develop and implement a DEI module in new hire onboarding process.

Admin-DEI Human Resources Q4 COMPLETE Pronouns information has been incorporated into onboarding. DEI is part of Day of Welcome.

4.2.15. Work with the Employee Recognition Committee to establish an Inclusive Excellence Staff Award. Admin-DEI Administration-IT Department Q1

4.2.16. Collaborate with the Fire Department and other interested departments to expand their internship and mentorship program to remove barriers and increase diverse recruitment practices and employment retention.

Admin-DEI Fire Department 9 ON TRACK Operationalized in 2023 and 2024. The Fire internship is ongoing and expanding.

4.2.17. Require departments, with the support of the Office of DEI, to complete a DEI “SWOT” analysis for internal strength, weaknesses, opportunities, and threats every other year in alignment with the City financial planning processes.

Admin-DEI All City Departments Q1 INCOMPLETE
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 517 of 546