Grover Beach City Council
August 28, 2023

AGENDA

GROVER BEACH CITY COUNCIL

GROVER BEACH CITY HALL - COUNCIL CHAMBER
154 SOUTH EIGHTH STREET

GROVER BEACH, CALIFORNIA
MONDAY, AUGUST 28, 2023, 6:00 PM
Next Resolution No .23-28
Next Ordinance No. 23-02
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting, please contact the City Clerk's Office (805-473-4567) at least 48 hours prior to the meeting to ensure that reasonable arrangements can be made to provide accessibility to the meeting.

CALL TO ORDER

CALL TO ORDER

MOMENT OF SILENCE

FLAG SALUTE
ROLL CALL Council Members Daniel Rushing, Clint Weirick, Zach Zimmerman, Mayor Pro Tem Robert Robert, and Mayor Karen Bright

CLOSED SESSION ANNOUNCEMENTS

AGENDA REVIEW
At this time the City Council will review the order of business to be conducted and receive requests for, or make announcements regarding, any change(s) in the order of the day. The Council should by motion adopt the agenda as presented or as revised.

CEREMONIAL CALENDAR

1. Proclamation for National Preparedness Month

PRESENTATIONS

2. Oceano Dunes Stewardship Study (Visit SLO CAL)
Meetings can be viewed on Channel 20 and are live streamed on the City’s website via www.slospan.org. Members of the public who cannot attend the meeting in person may provide public comment during the meeting by calling (805) 321-6639 to provide public comment via phone (the phone line will open just prior to the start of the meeting at 6:00 PM) or written public comments can be submitted via email to [email protected] prior to the Council meeting. If submitting written comments in advance of the meeting, please note the agenda item. Written comments will be read out loud during the City Council meeting on the appropriate agenda item subject to the customary 3-minute time limit.

Agenda: Grover Beach City Council Meeting Page 2
Monday, August 28, 2023

PUBLIC COMMUNICATIONS
During this time, the Council will allow up to 15 minutes for Public Communication with additional communication, if necessary, allowed after the Regular Business Items. Any member of the public may address the Council for a period not to exceed three minutes total on any item of interest within the jurisdiction of this Council. The Council will listen to all communications; however, in compliance with the Brown Act, the Council cannot act on items not on the agenda.

CONSENT AGENDA
The following routine items listed below are scheduled for consideration as a group. Recommendations for each item are noted in parentheses. Members of the audience may speak on any item(s) listed on the Consent Agenda. Any Council Member, the City Attorney, or the City Manager may request that an item be withdrawn from the Consent Agenda to allow for full discussion. Items withdrawn from the Consent Agenda will be heard after the rest of the Consent Agenda is approved.

3. Treasurer’s Report for the Period July 1, through July 31, 2023 (Recommended Action: Approve the Treasurer’s Report as submitted.)

VOICE VOTE

4. Treasurer’s Report for the 2022 Streets Bond Account - $10,000,000 for the Period July 1, through July 31, 2023.
(Recommended Action: Approve the Treasurer’s Report as submitted.)

VOICE VOTE

5. Minutes of the City Council Meeting on Monday, July 24, 2023. (Recommended Action: Approve the minutes as submitted or revised.)

VOICE VOTE

6. Resolution to Update the FY 2023-24 Master Fee Schedule – Finance Manager Zarate (Recommended Action: Adopt a Resolution amending the Master Fee Schedule approving changes to fees including the annual cannabis audit fee and fire building inspection fee and to move fees from the former Parks and Recreation Department to the City Management Department to conform to organizational changes, to become effective immediately.)

ROLL CALL VOTE

7. Resolution to Reclassify the Job Classification of Deputy City Manager to Assistant City Manager, and Management Analyst/Human Resources to Human Resources Officer, and Set the Salary Schedule – Management Analyst/Human Resources Mattocks
(Recommended Action: Adopt the Resolution to reclassify the Job Classifications of Deputy City Manager to Assistant City Manager, and Management Analyst/Human Resources to Human Resources Officer and set the salary schedule.)

ROLL CALL VOTE

8. Resolution to Delegate Authority for Determining Industrial Disability to the City Manager Pursuant to Government Code Sections 21156 and 21173 – Management Analyst/Human Resources Mattocks
(Recommended Action: Adopt the Resolution to Delegate Authority for Determining Industrial Disability to The City Manager Pursuant to Government Code Sections 21156 And 21173.)

ROLL CALL VOTE
Agenda: Grover Beach City Council Meeting Page 3
Monday, August 28, 2023

9. Selection of Voting Delegate and Alternate(s) for the 2023 League of California Cities Annual Conference – City Manager Bronson
(Recommended Action: Select Mayor Bright to serve as delegate and Mayor Pro Tem Robert or Council Member Rushing to serve as alternate(s) for the upcoming annual business meeting to be held at the League of California Cities Annual Conference.)

ROLL CALL VOTE

10. Sewer Upgrades Project (CIP 5002) Rejection of All Bids – Acting Public Works Director/City Engineer Munoz-Morris
(Recommended Action: Reject all bids for the Sewer Upgrades Project (CIP 5002) and provide direction to staff to modify the project and re-advertise for bids as soon as possible.)

VOICE VOTE

11. Five Cities Fire Authority Fire Prevention Agreement and Delegation of Authority to the City of Grover Beach – Community Development Director Martin (Recommended Action: Approve a Fire Prevention Agreement to delegate fire prevention service authority to the City of Grover Beach and authorize the Mayor to execute the agreement on behalf of the City.)

ROLL CALL VOTE

PUBLIC HEARING

12. Second Reading and Adoption of an Ordinance to Repeal Chapter 8 (Performance of Public Projects; Purchasing of Supplies and Equipment; Contracting for Services) and Adding a New Section 2800 of Chapter 8 (Purchasing Policy) of Article II (Administration) of the Grover Beach Municipal Code – Deputy City Manager Eriksson
(Recommended Action: Conduct a public hearing for the second reading and adoption of an Ordinance to repeal Chapter 8 (Performance of Public Projects; Purchasing of Supplies and Equipment; Contracting for Services) and Adding a New Section 2800 of Chapter 8 (Purchasing Policy) of Article II (Administration) of the Grover Beach Municipal Code.)

ROLL CALL VOTE

REGULAR BUSINESS

13. Short-Term Rental Program Update – Community Development Director Martin and Senior Planner Castillo
(Recommended Action: Receive an update on the implementation of the City’s ShortTerm Rental Program and provide policy direction to staff on potential revisions to the program.)

PUBLIC COMMUNICATIONS
Any member of the public may address the Council for a period not to exceed three minutes total on any item of interest within the jurisdiction of this Council. The Council will listen to all communications; however, in compliance with the Brown Act, the Council cannot act on items not on the agenda.

Agenda: Grover Beach City Council Meeting Page 4
Monday, August 28, 2023

COUNCIL COMMITTEE REPORTS
This item gives the Mayor and Council Members the opportunity to present reports to the other members regarding committees, commissions, boards, or special projects on which they may be participating.

Air Pollution Control District (APCD) Karen Bright (Alt: Robert Robert) Central Coast Blue Regional Recycled Water Authority Karen Bright (Alt: Daniel Rushing) (CCBRRWA)
South SLO County Sanitation District (SSLOCSD) Karen Bright (Alt: Clint Weirick) Integrated Waste Management Authority (IWMA) Robert Robert (Alt: Daniel Rushing) Five Cities Fire Joint Powers Authority Daniel Rushing (Alt: Clint Weirick) SLO Council of Governments / SLO Regional Transit Authority Daniel Rushing (Alt: Karen Bright) (SLOCOG / SLORTA)
South County Transit Committee Daniel Rushing (Alt: Karen Bright) Zone Three Advisory Committee Daniel Rushing (Alt: Karen Bright) Homeless Services Oversight Council (HSOC) Clint Weirick (Alt: Zach Zimmerman) SLO County Water Resources Advisory Committee (WRAC) Clint Weirick (Alt: Robert Robert) REACH Zach Zimmerman (Alt: Robert Robert)
South County Chambers of Commerce Zach Zimmerman (Alt: Daniel Rushing) Visit SLO CAL Advisory Committee Zach Zimmerman (Alt: Robert Robert)

COUNCIL COMMUNICATIONS
This item gives individual Council Members the opportunity to seek consensus for scheduling a specific item on a future agenda, authorizing staff time to provide background information and prepare a staff report for a future agenda, or to comment on Council business, City operations, projects or other items of community interest.

CITY MANAGER’S REPORTS AND COMMENTS
CITY ATTORNEY’S REPORTS AND COMMENTS

CLOSED SESSION
It is the intention of the City Council to meet in Closed Session concerning the following item:

A. Public Employee Performance Evaluation –
Consistent with Government Code Section 54957 (b)(1) Title: (City Manager)

ADJOURNMENT
* * * * *
Per Resolution No. 17-21, the public portion of City Council meetings will be scheduled to start at 6:00 p.m. and conclude no later than 11:00 p.m. Any open session items remaining on the agenda at 11:00 p.m. that have not been discussed or considered by the City Council will be continued to an adjourned meeting of the City Council (scheduled before the next regular meeting). However, the City Council may choose to continue the meeting past 11:00 p.m. upon a proper motion and a 4/5ths vote in favor of such an action. * * * * *
Agenda: Grover Beach City Council Meeting Page 5
Monday, August 28, 2023
Staff reports or other written materials relating to each item of business referred to on this agenda are available from the City website www.groverbeach.org and on file in the City Clerk’s Office. A public counter copy is available for public inspection and reproduction during normal business hours at City Hall, 154 South 8th Street, Grover Beach, CA. Related materials submitted after distribution of the agenda packet are available in the City Clerk's Office during normal business hours. If you have questions regarding any agenda item, please contact the appropriate City Department. Any writings or documents regarding any item on this agenda, not exempt from public disclosure, provided to a majority of the City Council and distributed subsequent to distribution of the agenda packet will be made available for public inspection in the City Clerk’s Office during normal business hours.
* * * * *
Note: This agenda was prepared and posted pursuant to Government Code Section 54954.2. This agenda is subject to amendment up to 72 hours prior to the date and time set for the meeting. Please refer to the agenda posted at City Hall for any revisions or call the City Clerk’s Office at (805) 473-4567 for more information.
* * * * *
The agenda and staff reports are also available on the City’s website: www.groverbeach.org

CITY OF GROVER BEACH

POLICIES AND PROCEDURES FOR CONDUCT AND DECORUM AT COUNCIL MEETINGS (Pursuant to Resolution No. 07-44, adopted 04-16-07, revised 02-18-2020) The City Council and staff welcomes and encourages civic participation and debate on issues. The Council values the public’s opinion and in every Council meeting invite and encourages the public to address the Council on any matter of interest. The Council adopted these policies and procedures for appropriate conduct and decorum at Council meetings and establish guidance for public participation during Council meetings.

These policies will foster and provide greater clarity to preserve the intent of open government and maintain a positive environment for public input and City Council decision-making.

1.0 DECORUM AND ORDER – IN GENERAL

1.1 The presiding officer is responsible for the maintenance of order and decorum at all times.

1.2 The presiding officer shall determine all points of order subject to the right of any Council member to appeal to the City Council by majority vote. If any appeal is taken, the question shall be “Shall the decision of the presiding officer be sustained” in which event a majority vote of the Council shall govern and conclusively determine such question of order.

1.3 All Council members, staff members and members of the public should speak respectfully and avoid the use of profanity, vulgarity and slanderous comments. Recognizing that the First Amendment precludes the City Council form prohibiting speakers from speaking based upon the content of their speech, the presiding officer shall use their best efforts, short of enforcement action, to remind and encourage all participating in the meeting to keep their speech respectful towards others and within bounds appropriate for children and persons of sensitivity toward course language as a courtesy to others present or otherwise viewing Council meetings.

2.0 DECORUM AND ORDER – COUNCIL MEMBERS

2.1 Manner of Speaking.

Any Council member desiring to speak shall first address the presiding officer. Upon recognition by the presiding officer, the Council member shall speak only to the question under debate.

2.1(a) Questioning Staff.

A Council member desiring to question the staff should address his question to the City Manager, or, in appropriate cases, the City Clerk or City Attorney, who shall be entitled either to answer the inquiry or to designate some staff member for that purpose. Such a designation may be made at the time of any staff presentation or on the agenda listing for the item.

2.1(b) Interruptions.

Once recognized, a Council member shall not be interrupted while speaking unless called to order by the presiding officer; unless a point of order is raised by another Council member, or unless the speaker chooses to yield to questions from another Council member.

3.0 DECORUM AND ORDER – STAFF

3.1 City Manager Responsibilities
The City Manager is responsible for ensuring that members of the administrative staff observe the rules of decorum and order set forth in this Policy.

3.2 Addressing the City Council
Any administrative staff member desiring to address the City Council or members of the public shall first be recognized by the presiding officer. All remarks shall be addressed to the presiding officer and not to any individual Council Member or member of the public. Administrative staff members shall accord the utmost courtesy to the City Council, other administrative staff members and the public.

4.0 DECORUM AND ORDER – MEMBERS OF THE PUBLIC

4.1 Addressing the City Council
Any member of the public desiring to address the City Council or members of the public shall first be recognized by the presiding officer at the appropriate place on the agenda. All remarks shall be addressed to the presiding officer and not to any individual Council Member, City Manager, City Attorney or member of the administrative staff or member of the public.

4.2 Time Limitation for Addressing the City Council
Public comment when addressing the City Council shall be generally limited to three (3) minutes per speaker. Depending on the extent of the agenda and the number of persons desiring to speak on an issue, the presiding officer may, at the beginning of the hearing, set a different time limit for each speaker. Any person may speak for a longer period of time upon approval from the presiding officer, when deemed necessary, for instance when a person is speaking on behalf of a group or has a graphic or slide presentation requiring more time.

4.3 Failure to Yield, Disruptions
Any person who refuses to relinquish the floor after their allotted time or while attending the City Council meeting engages in conduct or speech which disrupts the business of the meeting shall be brought to order and/or removed from the room if the sergeant-at-arms is so directed by the presiding officer.

Disruptive remarks from the audience, stamping of feet, clapping, whistles, yells and similar demonstrations shall not be permitted by the presiding officer who may direct the sergeant-at-arms to remove such offenders from the room.

4.4 Prosecution
Aggravated cases shall be prosecuted on appropriate complaint signed by the presiding officer.

5.0 ENFORCEMENT OF DECORUM

5.1 The Chief of Police or his designee shall be the ex-officio sergeant-at-arms of the City Council. The sergeant-at-arms shall carry out all legal and valid orders and instructions given by the presiding officer for the purpose of maintaining order and decorum in the Council Chamber. Upon instructions from the presiding officer, it shall be the duty of the sergeant-at-arms to remove any disorderly person from the Council Chambers or place the disorderly person under arrest or both.

5.2 As set forth in Government Code Section 54957.9, in the event that any meeting is willfully interrupted by a person or group of persons so as to render the orderly conduct of such meeting unfeasible or impedes the ability of the Council to hold the meeting, and order cannot be restored by the removal of individuals who are willfully interrupting the meeting, the presiding officer may order the meeting room cleared and continue in session. Only matters appearing on the agenda may be considered in such a session. Duly accredited representatives of the press or other news media, except those participating in the disturbance, shall be allowed to attend any session held pursuant to this Section. Nothing in this Section shall prohibit the City Council from establishing a procedure for readmitting an individual or individuals not responsible for willfully disturbing the orderly conduct of the meeting.

PROCLAMATION OF THE GROVER BEACH CITY COUNCIL
DECLARING SEPTEMBER as
“NATIONAL PREPAREDNESS MONTH”
WHEREAS, the safety and well-being of our citizens are of paramount importance to the prosperity and resilience of our nation; and
WHEREAS, the challenges posed by natural disasters, public health emergencies, technological disruptions, and other unforeseen events highlight the necessity of preparedness and proactive planning; and
WHEREAS, a proactive approach to disaster preparedness can mitigate the impact of emergencies, reduce loss of life, and protect property and infrastructure; and WHEREAS, individuals, families, communities, and businesses play a crucial role in fostering a culture of preparedness and enhancing our collective ability to respond effectively to crises; and
WHEREAS, the month of September presents an opportunity to raise awareness and promote actions that enhance preparedness across our nation; WHEREAS, by taking steps to develop emergency plans, assemble disaster supply kits, and staying informed about potential hazards that may impact the community; we strengthen the resilience of our society and create a safer, more prepared nation for ourselves and future generations.

NOW, THEREFORE, BE IT RESOLVED that the Grover Beach City Council does herby officially proclaim the month of September as “National Preparedness Month” and urges all citizens, communities, businesses, schools, and government agencies to join together in proactive efforts to prepare for emergencies and disasters.

IN WITNESS THEREOF, I have hereunto set my hand and caused the Seal of the City of Grover Beach to be affixed this 28th day of August 2023.

Karen Bright, Mayor
Attest:

Wendi Sims, City Clerk
Agendai Item No. 1
Grover Beach City Council
August 28, 2023
Agenda Item No. 2
Oceano Dunes
Stewardship
Study
Commissioned by Visit SLO CAL
In partnership with the City of Pismo Beach, the City of Grover Beach, the City of Arroyo Grande and the
County of San Luis Obispo

ACKNOWLEDGEMENTS
resonanceco.com
@ResonanceCo
Adam Verdin,Owner Old Juan’s Cantina; Member of VACO(VitalityAdvisory Council of Oceano)
BonitaErnst ,Head of thePeople fortheDunes Caren
Ray Russom, Mayor, City ofArroyo Grande
Charles Varni, Director,Oceano Community Services District Cheryl Cuming, CBID Board Member and Chief AdministrativeOfficerof Highway 1 Road Trip (unincorporated area of SLO County TBID)
Christian Juaregi, Retired Fire Battalian Chief for CalFire Chuck Davison, President and CEO, Visit SLO CAL
Dena Bellman, DistrictPlanning Chief – Senior Park &Recreation Specialist Channel Coast District for California StateParks
Edward Waage, Mayor, City of Pismo Beach Fernando
Granados, Sales Manager, Envoy Mortgage Gina Hunt
McMann, Chumash
James Worthley,Planning Director atSLOCOG
Jeff Lee, Mayor, City of GroverBeach
Jennifer Rokes, Secretary/Treasurer, VACO Jill
Quint, Owner of Deltina Coffee Roasters Jim
Lewis, City Manager of Pismo Beach
Jim Suty,President of Friends of theOceano Dunes (FoOD) Jocelyn Brennan, President of HRM Corp.

Karen White,Resident and former Reporter,Santa Maria Times Kathy McCorry, CEO ofSouth County Chamber of Commerce
Keith Smith, CEO/President of United Spinal Association Central Coast of California Chapter
2 Kevin Pearce, Superintendent III, StateParks
Laura Fiedler,Economic Development Manager forSLO County Linda Austin, President at Oceano DepotAssociation; Member, VitalityAdvisory Council of Oceano (VACO)
Matt Downing, Community Development Director,City of Pismo Beach Matthew Bronson, City Manager of GroverBeach
Melissa James, President&CEO of REACH
Mona Tucker, yak tityu tityu tilhini Northern Chumash (ytt) Nick Alter,Chair &Co-Founder of Oceano Economic Development Council Nicole Moore, Past Chair of South County Chambers of Commerce Roger Jacobs, DistrictPlanning Chief, StateParks
Ronnie Glick, Senior Environmental Scientist, California StateParks Russ Levanway, ExecutiveVicePresident of REACH
Sam Cohen, Government and Legal Specialist The Santa Ynez Band of Chumash Sandy Cheek, Policy and Consultation Advisor, Northern Chumash Tribal Council Sean Emerson, General Manager of Vons GroverBeach
Sheila Patterson,Executive Director at Ride Nipomo Equestrian Trail Alliance Steve Ray, Owner ofSteve’sATVRentals&Golf Course
TrevorKeith,Director of SLO County Dept. ofPlanning and Building Violet Sage Walker,Tribal Chairwoman forthe Northern ChumashTribal Council Whitney McDonald, City Manager of Arroyo Grande

APPROACH
resonanceco.com
@ResonanceCo
Study Objectives
01 Quantify thedirect and indirecteconomic impact of theOcean Dunes SVRA 02 Identifya range of future use scenarios toensure theeconomic, environmental, recreational, and cultural stewardship of theStatePark
03 Develop potential recommendations for tourism in theOcean Dunes SVRA, independentof thefinal outcome of off-road vehicular use

APPROACH
resonanceco.com
@ResonanceCo
Study Methodology

ASSESSMENT
7 RECOMMENDATIONS
Stakeholder Engagement
30+ one-on-one and group interviews with
stakeholders
Economic Impact Analysis
Economic and fiscal impact analysis of visitor
spending
Open House
1 virtual open house with 20+stakeholders
Strategic Review
Research review Site visit
Destination Benchmarking
Benchmark of dunes around the world to
inform potential recommendations
Visioning
Workshop
1 in-person workshop with key stakeholders
resonanceco.com
@ResonanceCo
Stewardship
Recommendations
20recommendations categorized in 5strategic focus areas setting a solid foundation for sustainable growth and long-term responsible management and promotion of the destination with suggested implementation timelines.

The future of theOceano Dunes stewardship planning
process will ultimately be decided by California State Parks and other state agencies, the County of San Luis Obispo, and the three surrounding municipalities, with approval from the California Coastal Commission.

RECOMMENDATIONS

REGIONALSTEWARDSHIP

INFRASTRUCTUREANDINVESTMENT

PRODUCTANDEXPERIENCEDEVELOPMENT

PARKMANAGEMENTANDOPERATIONS

MARKETINGANDCOMMUNICATIONS
Regional
Stewardship
The governance and preservation of the economic,
social, environmental, recreational, and cultural attributes of Oceano Dunes, and the management of the visitor
experience.
resonanceco.com
@ResonanceCo

RECOMMENDATIONS
resonanceco.com
@ResonanceCo
Regional Stewardship
RS.1- CREATEAN OCEANODUNESSTEWARDSHIPCOMMITTEE Short
RS.2- IMPROVEVISITOR MONITORING, REPORTINGAND DATAUSE Short RS.3- PROVIDECAPACITY BUILDING SUPPORTFORTOURISMWORKFORCE Medium Timeline
Infrastructure
and Investment
Infrastructure improvements and new investments in the
Park and surrounding areas toprovide necessary facilities and services for residents and visitors, enhance the overall tourism experience, manage accessibility, and ensure
sustainable growth in the long term.
resonanceco.com
@ResonanceCo

RECOMMENDATIONS
resonanceco.com
@ResonanceCo
Infrastructure and Investment
II.1 IMPROVEACCESSIBILITY FORALL ABILITIES Short
II.2 INCREASE ALTERNATIVETRANSPORTATIONOPTIONS Medium
II.3 ENHANCEAND EXPANDTRAIL SYSTEMSANDWALKWAYS Medium
II.4 CREATEAND UPDATEDIRECTIONAL AND INTERPRETIVESIGNAGE Medium II.5 IMPROVEBATHROOM AND CAMPSITE FACILITIESAND ACCESS Medium II.6 UPGRADEDUNESWELCOMECAPACITY Med/Long
II.7 DIVERSIFYACCOMMODATIONS Long
II.8 DEVELOP MOREEVENTVENUES, RESTAURANTS,AND RETAILSPACES Long Timeline
Product and Experience
Development
The diversification of activities and experiences available within and around the Dunes to enhance the overall visitor experience and to support local businesses.
resonanceco.com
@ResonanceCo

RECOMMENDATIONS
resonanceco.com
@ResonanceCo
Product and Experience Development
ED.1 CREATEUNIQUE OHVEXPERIENCES Short
ED.2 DIVERSIFYVISITOR ACTIVITIESAND SERVICES Short
ED.3 CREATECULTURALHERITAGEEXPERIENCES Short
ED.4 EXPAND ECO-EXPERIENCESAND PROGRAMS Short
ED.5 DEVELOPNEWEQUESTRIAN FACILITIES Medium
Timeline
Park Management
and Operations
The management of theOcean Dunes SVRAand visitor
experience improvements by California StateParks based
on Park access and conditions.
resonanceco.com
@ResonanceCo

RECOMMENDATIONS
resonanceco.com
@ResonanceCo
Park Management and Operations
Timeline
PM.1 UPDATETHEPARK’SFEEAND RESERVATION SYSTEM Short
PM.2 STRENGTHEN PARKMANAGEMENTOPERATIONS&PROGRAMS Short Marketing and
Communications
The coordination of communications and promotions of
Oceano Dunes toprovide visitors and residents with the most current information about available activities, rules, and regulations for visiting thePark and supporting stewardship. resonanceco.com
@ResonanceCo

RECOMMENDATIONS
resonanceco.com
@ResonanceCo
Marketing and Communications
Timeline
MC.1 IMPROVEPROMOTION AND EDUCATIONOFOCEANODUNES Short
MC.2 DEVELOPRESPONSIBLEVISITATION RESOURCES Short
resonanceco.com
@ResonanceCo
Economic Impact
Approach
Spending by visitors toOceano Dunes generates
significant economic and fiscal (tax)impacts in the
regional economy.

The economic impacts of spending by visitors toOceano Dunes originating from outside San Luis Obispo County were
estimated using regional Input-Output (I-O) models based on customized IMPLAN (www.implan.com) models for the
regional economy of San Luis Obispo County in 2019

RECOMMENDATIONS
resonanceco.com
Direct Economic
Impact
In 2019,2.2million visits toOceano Dunes originating from outside SLO CAL spent a total of $336.9million throughout the county.The economic impact aligns the direct expenditure measurements with the related sectors: hotels, restaurants, retail, and recreation.

RECOMMENDATIONS
resonanceco.com
Total Economic Impact
The $336.9million in spending by visitors toOceano Dunes originating from outside SLO CAL generated a total economic impact of $511.2million throughout the county in 2019.This total economic impact of $511.2million supported approximately 5,600 part-time and full-time jobs and generated $31.8million in state and local taxes in 2019.

RECOMMENDATIONS
THANK YOU!
Chuck Davison
President & CEO
Visit SLO CAL
[email protected]
Report: https://www.slocal.com/oceano-dunes-study-2023-request/ Oceano Dunes
Stewardship Study
JUNE 1, 2023
PAGE 2
Acknowledgements

ACKNOWLEDGEMENTS
Adam Verdin,
Owner Old Juan’s Cantina; Member of VACO
(Vitality Advisory Council of Oceano)
Bonita Ernst,
Head of the People for the Dunes
Caren Ray Russom,
Mayor, City of Arroyo Grande
Charles Varni,
Director, Oceano Community Services District
Cheryl Cuming,
CBID Board Member and Chief Administrative Officer
of Highway 1 Road Trip (unincorporated area of SLO
County TBID)
Christian Juaregi,
Retired Fire Battalian Chief for CalFire
Chuck Davison,
President and CEO, Visit SLO CAL
Dena Bellman,
District Planning Chief – Senior Park & Recreation
Specialist Channel Coast District for California State Parks Edward Waage,
Mayor, City of Pismo Beach
Fernando Granados,
Sales Manager, Envoy Mortgage
Gina Hunt McMann,
Chumash
James Worthley,
Planning Director at SLOCOG
Jeff Lee,
Mayor, City of Grover Beach
Jennifer Rokes,
Secretary/Treasurer, VACO
Jill Quint,
Owner of Deltina Coffee Roasters
Jim Lewis,
City Manager of Pismo Beach
Jim Suty,
President of Friends of the Oceano Dunes (FoOD)
Jocelyn Brennan,
President of HRM Corp.

Karen White,
Resident and former reporter, Santa Maria Times
Kathy McCorry,
CEO of South County Chamber of Commerce
Keith Smith,
CEO/President of United Spinal Association Central
Coast of California Chapter
Kevin Pearce,
Superintendent III, California State Parks
Laura Fiedler,
Economic Development Manager for SLO County
Linda Austin,
President at Oceano Depot Association; Member,
Vitality Advisory Council of Oceano (VACO)
Matt Downing,
Community Development Director,
City of Pismo Beach
Matthew Bronson,
City Manager of Grover Beach
Melissa James,
President & CEO of REACH
Mona Tucker,
Yak tityu tityu tilhini Northern Chumash (ytt)
Nick Alter,
Chair & Co-Founder of Oceano Economic
Development Council
Nicole Moore,
Past Chair of South County Chambers of Commerce
Roger Jacobs,
District Planning Chief, California State Parks
Ronnie Glick,
Senior Environmental Scientist, California State Parks
Russ Levanway,
Executive Vice President REACH
Sam Cohen,
Government and Legal Specialist
The Santa Ynez Band of Chumash
Sandy Cheek,
Policy and Consultation Advisor, Northern
Chumash Tribal Council
Sean Emerson,
General Manager of Vons Grover Beach
Sheila Patterson,
Executive Director at Ride Nipomo
Equestrian Trail Alliance
Steve Dayton,
Owner of Steve’s ATV Rentals
& Golf Course
Trevor Keith,
Director of SLO County Dept.
of Planning and Building
Violet Sage Walker,
Tribal Chairwoman for the Northern
Chumash Tribal Council
Whitney McDonald,
City Manager of Arroyo Grande
PAGE 3
Executive Summary
The Oceano Dunes SVRA is the second most visited destination in San Luis Obispo County with 3.4 million annual visitors in 2019. Following the decision by the California Coastal Commission in March 2021 to end off-road vehicle use at the Oceano Dunes State Vehicular Recreation Area (SVRA), the development and improvement of Oceano Dunes is vital to improving and growing the visitor experience while supporting the surrounding communities.

In an effort to plan the future of Oceano Dunes, Visit SLO CAL cooperatively funded an independent study of the Oceano Dunes SVRA, with funding support provided by surrounding municipalities – the City of Pismo Beach, the City of Grover Beach, the City of Arroyo Grande and the County of San Luis Obispo. Resonance Consultancy was engaged in October 2022 to quantify the direct and indirect economic impact of the Oceano Dunes SVRA, identify a range of future use scenarios to ensure the economic, environmental, recreational, and cultural stewardship, and develop potential recommendations for tourism, independent of the final outcome of off-road vehicular use.

To quantify the potential economic impacts of the closure of the Oceano Dune SVRA, an economic and fiscal impact study was developed in partnership with Tourism Economics to quantify the impacts arising from Oceano Dunes visitor spending at local businesses and establishments throughout the regional economy. Spending by visitors to Oceano Dunes originating from outside SLO CAL generated a total economic impact of $511.2 million in San Luis Obispo County in 2019 – $336.9 million in direct spending by visitors to Oceano Dunes generated $174.3 million in indirect and induced business sales.

The Oceano Dunes Stewardship Study provides 20 recommendations for consideration of the future development, management, and promotion of Oceano Dunes and surrounding communities – despite the outcome of current lawsuits. The recommendations are informed by research and local stakeholder input, including stakeholder interviews, a visioning workshop, and a stakeholder open house. Recommendations are organized across five main categories: Regional Stewardship, Infrastructure and Investment, Product and Experience Development, Park Management and Operations, and Marketing and Communications.

EXECUTIVE SUMMARY
PAGE 4
Regional Stewardship – Create an Oceano Dunes Stewardship Committee; Improve visitor monitoring, reporting, and data use; Provide capacity-building support for tourism workforce.

Infrastructure and Investment – Improve accessibility for all abilities; Increase alternative transportation options; Enhance and expand trail systems and walkways; Create and update directional and interpretive signage; Improve bathroom and campsite facilities and access; Upgrade Dunes welcome capacity; Diversify accommodations; Develop more event venues, restaurants, and retail spaces.

Product and Experience Development – Create unique OHV experiences; Diversify visitor activities and services; Create cultural heritage experiences; Expand eco-experiences and programs; Develop new equestrian facilities.

Park Management and Operations – Update the Park’s fee and reservation system; Strengthen Park management operations & programs.

Marketing and Communications – Improve promotion and education of Oceano Dunes; Develop responsible visitation resources.

All recommendations will require continued action and coordination amongst partners. The Oceano Dunes Stewardship Study provides implementation timelines, case studies, potential actions, and KPIs for consideration as a result of stakeholder engagement. The creation of an Oceano Dunes Stewardship Committee, comprised of diverse stakeholders, will provide collaborative leadership for the future development and management needs of Oceano Dunes and guide the advancement of recommendations. The future of the Oceano Dunes stewardship planning process, including additional research, prioritysetting, and funding, will ultimately be decided by California State Parks and other state agencies, the County of San Luis Obispo, and the three surrounding municipalities, with approval from the California Coastal Commission.

EXECUTIVE SUMMARY
PAGE 5
Table of Contents

TABLE OF CONTENTS
Introduction 06
Economic Impact Assessment 12
Oceano Dunes Assessment 17
Stewardship Recommendations
-Regional Stewardship
-Infrastructure and Investment
-Product and Experience Development
-Park Management and Operations
-Marketing and Communications
24 28
38 62
78 85
Appendix 92
INTRODUCTION PAGE 6
Introduction
CHAPTER 1
An overview of the context and the approach of
the Oceano Dunes Stewardship Study.
© VISIT SLO CAL

1. INTRODUCTION PAGE 7
The OHMVR Division of the California Department
of Parks and Recreation operates the 3,500-
acre State Park which extends along eight miles
of beach, shoreline, and Dunes, and some two
miles inland, fronting the community of Oceano.

The Park provides a mix of uses including beach
day use, birdwatching, horseback riding, fishing,
hiking, and driving off-highway vehicles (OHVs)
on the beach and in the Dunes. The recreational
park is the only remaining drive-on beach in the
State of California. In March 2021, the California
Coastal Commission ordered an end to offroad vehicle use at the Oceano Dunes State Tourism is a powerful force in the growth and development of the County of San Luis Obispo, developing employment opportunities for residents and driving community improvements. Positioned along the Central Coast between Pismo Beach and Oceano, Oceano Dunes is the most extensive coastal Dunes in California and a unique destination in the County. The Oceano Dunes SVRA is the second most visited destination in San Luis Obispo County with 3.4 million annual visitors. The development and improvement of Oceano Dunes are vital to improving and growing the visitor experience while supporting the surrounding communities.

Context
Vehicular Recreation Area (SVRA) to protect eight
miles of coastline in San Luis Obispo County.

The Commission’s off-road vehicle ‘phase-out’
decision generated multiple lawsuits, many of
which have been consolidated and are ongoing.

To date, court rulings have resulted in a partial lift
of the off-road vehicle restrictions at the SVRA. The
future of off-road vehicle use at Oceano Dunes
will ultimately be decided by the courts—and final
rulings could be years away.

1. INTRODUCTION PAGE 8
In an effort to plan the future of Oceano Dunes, Visit SLO CAL cooperatively funded an independent study of the Oceano Dunes SVRA, with funding support provided by surrounding municipalities – the City of Pismo Beach, the City of Grover Beach, the City of Arroyo Grande and the County of San Luis Obispo.

Resonance Consultancy (Resonance) was engaged in October 2022 to conduct an independent study to:

1. Quantify the direct and indirect economic impact of the Oceano Dunes SVRA

2. Identify a range of future use scenarios to ensure the economic, environmental, recreational, and cultural stewardship of the State Park

3. Develop potential recommendations for tourism in the Oceano Dunes SVRA, independent of the final outcome of off-road vehicular use.

The Oceano Dunes Stewardship Study provides potential stewardship recommendations for stakeholders to consider despite the outcome of current lawsuits based on an assessment of the area, stakeholder and community aspirations, and future opportunities. The future brings enormous opportunities for the stewardship development of tourism in the Oceano Dunes SVRA and San Luis Obispo County. 1 The Coastal Commission is responsible for enforcing the state’s Coastal Act which requires the state to maximize public recreation on coastal land “consistent with sound resources conservation principles.”
2 Visit SLO CAL is the countywide non-profit destination marketing and management organization (DMMO) for San Luis Obispo County (SLO CAL). 3 Resonance is a leading authority and advisor on economic development and sustainable tourism to the world’s best destinations, cities and communitie © CALIFORNIA STATE PARKS
PAGE 9
Approach

1. INTRODUCTION
Resonance’s approach ensured a balance between environmental sensitivity, history in terms of past policies (maps, documents, agreements), recreational access and usage, community connection, culture, and economic viability. Resonance sought broad perspectives and opinions from many stakeholders about the complexities, challenges, priorities and potential future-use scenarios for the Oceano Dunes SVRA. The research process was unbiased, inclusive, and transparent. The development of the Oceano Dunes Stewardship Study was specifically designed to help stakeholders and community-based organizations articulate and share a clear vision for the future by:
• Creating an “apolitical” project environment with an independent and unbiased approach to build consensus around the trends/events impacting tourism in Oceano Dunes and the threats and opportunities they represent.
• Assessing and defining the destination management needs of Oceano Dunes, its tourist attractions, services, facilities, and transportation.
• Introducing several methods of input, collaboration, and communication with stakeholders to formulate, draft, and finalize potential recommendations.

The different phases of the project were executed between October 2022 and May 2023. Each phase helped identify and articulate the issues facing the destination and its residents; understand the complexities, nuances and priority of those issues; and use that information to identify potential scenarios for tourism in Oceano Dunes to consider and/or elect to move forward into the future. The development of recommendations was informed by stakeholder input, along with project-specific economic impact analysis and third-party research, to ensure an insights-based and data-driven approach.

PROJECT

KICK-OFF
The project
launch with key
stakeholders.

PROJECT

RESEARCH
The development
of the economic
and fiscal
impact analysis
and the global
benchmark.

STAKEHOLDER

CONSULTATION
Stakeholder
insights on the
opportunities and
challenges facing
Oceano Dunes
today.

STAKEHOLDER

OPEN HOUSE
A discussion of
the opportunities
and the potential
recommendations
for Oceano
Dunes.

RECOMMENDATIONS
The development of
key recommendations
based on stakeholder
feedback and expert
input.

STEWARDSHIP
STUDY
The release of
the Oceano
Dunes
Stewardship
Study.

OCT
2022 2023

NOV-DEC JAN-MAR APR APR-MAY JUN

1. INTRODUCTION PAGE 10

BACKGROUND RESEARCH
The combination of site research and global benchmarks of other Dunes around the world informed potential opportunities and challenges to consider, as well as best practices in the management and use of environmentally sensitive areas.

International
• Atacama, Chile
• Badain Jaran Dunes, Mongolia/China
• Cabo San Lucas, Mexico
• Cerro Negro, Nicaragua
• Dubai, United Arab Emirates
• Erg Chebbi, Morocco
• Great Dune of Pyla, France
• Huacachina Oasis, Peru
• Lençóis Maranhenses National Park, Brazil
• Libyan Desert
• Medanos de Coro National Park
• Mingsha Shan, China
• Mount Tempest, Australia
• Rub’ al Khali, The Arabian Peninsula
• Samalayuca, Mexico
• Simpson Desert, Australia
• Sossusvlei Desert, Namibia
• Tottori Sakyu, Japan
United States
• Bruneau Sand Dunes State Park, Idaho
• Cape Cod National Seashore
• Coral Pink Sand Dunes, Utah
• Death Valley, California
• Dumont Dunes, California
• Great Sand Dunes National Park, Colorado
• Guadalupe-Nipomo Dunes, California
• Imperial Sand Dunes Recreation Area, California
• Jockey’s Ridge State Park, North Carolina
• Kelso Dunes, Mojave National Preserve
• Little Sahara State Park, Oklahoma
• Little Sahara Recreation Area, Utah
• Mesquite Flat Sand Dunes, Death Valley
• Oregon Dunes National Recreation Area
• Sleeping Bear Dunes National Lakeshore, Michigan
• White Sands National Monument, New Mexico

ECONOMIC AND FISCAL IMPACT STUDY
As part of the stewardship study, an economic and
fiscal impact study was completed to quantify the
economic impacts of visitor spending at Oceano
Dunes. Resonance partnered with Tourism
Economics to prepare a comprehensive model
to quantify the impacts arising from Oceano
Dunes visitor spending at local businesses
and establishments throughout the regional
economy. The results of this study show the scope
of Oceano Dunes’ ongoing impacts in terms of
spending by visitors to Oceano Dunes, as well as
total economic impacts, including total business
sales, employment, labor income, and fiscal
(tax) impacts. The analysis presents estimates of
visitor spending in 2019 in order to capture the
economic impacts of Oceano Dunes prior to the
effects of COVID-19 on the tourism industry.
4 Tourism Economics is an Oxford Economics company with a singular objective: combine an understanding of the travel sector with proven economic tools to answer the most important questions facing our clients.

1. INTRODUCTION PAGE 11
To ensure an inclusive and transparent process, Resonance engaged with local and regional stakeholders and community leaders in order to identify and discuss challenges, opportunities, and recommendations for the sustainable management of tourism within the destination. Stakeholders included California State Parks, representatives from local government, tourism industry leaders, Northern Chumash tribal leaders, off-road enthusiasts, economic development sector leaders, local business owners (retail, SVRA concessionaires, etc.), environmental, equestrian, historical interests, and residents. As a cooperatively funded study, Visit SLO CAL acted as a neutral and third-party convener of stakeholders throughout the project.

More than 40 stakeholders were invited to participate and provide their unique, individual perspectives, of which more than 30 individuals agreed to participate in one-on-one interviews. Stakeholders included the agencies that represent surrounding communities, cities, and county government, the interests of travel and tourism in the County, and the State Park. The stakeholder insights were summarized in a Strengths, Weaknesses, Opportunities, and Threats (SWOT) framework.

In February, stakeholders convened for a one-day in-person visioning workshop led by Resonance to put Oceano Dunes under a strategic microscope to create and discuss a variety of potential scenarios for the future of tourism in the destination. Key challenges, opportunities, and future considerations were identified as part of the process. Based on insights gleaned from the workshop, Resonance developed a series of potential recommendations for stakeholders to consider. All recommendations were presented as part of a stakeholder Open House held on April 19, 2023 for further feedback, comments, and prioritization. As a result, a total of 20 recommendations organized across five strategic areas were identified to guide the development, management, and marketing of Oceano Dunes.

STAKEHOLDER ENGAGEMENT AND OPEN HOUSE

STAKEHOLDER ENGAGEMENT

WORKSHOP AND OPEN HOUSE

RECOMMENDATIONS
Based on the insights gleaned as part of the research and engagement, a series of potential recommendations were developed with input from stakeholders in the following five categories: Regional Stewardship, Infrastructure and Investment, Product Experience and Development, Park Management and Operations, and Marketing and Communications. The 20 potential recommendations set forth are organized by suggested implementation timelines for stakeholder consideration.

PAGE 12
Economic and Fiscal
Impacts of Oceano Dunes
CHAPTER 2
A comprehensive model to quantify the impacts of
Oceano Dunes visitor spending at local businesses and
establishments throughout the regional economy.

ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 12
© PRESERVE DUNES, BY BONITA ERNST

2. ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 13
The economic impacts of spending by visitors to Oceano Dunes originating from outside San Luis Obispo County were estimated using regional Input-Output (I-O) models based on customized IMPLAN (www.implan.com) models for the regional economy of San Luis Obispo County. IMPLAN is recognized as an industry-standard in local-level I-O models. An I-O model represents a profile of an economy by measuring the relationships among industries and consumers to track the flow of industry revenue to wages, profits, capital, taxes, and suppliers. The supply chain is traced as dollars flow through the economy, representing indirect impacts. The model also calculates the induced impacts of spending.

Induced impacts represent benefits to the economy as incomes earned as a result of direct spending are spent in the local economy, generating additional sales, jobs, taxes, and income.

Methodology
ECONOMIC IMPACTS OF SPENDING: IMPLAN MODEL

2. ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 14
The modeling process aligns the direct expenditure measurements with the related sectors in the model (e.g. hotels, restaurants, retail, and recreation). The model traces the flow of these expenditures through the economy, and the inter-relationships between consumers and industries generate each level of impact. IMPLAN calculates three levels of impact – direct, indirect, and induced – for a broad set of indicators. These include the following:

Business sales (also called gross output)
Household income (including wages and benefits)
Employment
Federal taxes
State and local taxes
•
•
•
•
•
The model is iteratively adjusted to balance the results with known industry measurements. IMPLAN is flexible, allowing for adjustments in coefficients. This ensures that the results of the model are consistent and reasonable compared with other sources of specific tourism sector employment and taxes.

Mobile geolocation data was used to determine the total number and the origin of visitors to the Oceano Dunes SVRA. For the Oceano Dunes SVRA, Near data provided insights on the number of mobile devices that appeared/pinged in 2019, as well as the common evening location (CEL) zip code of each mobile device, which provided insights on the origin/residence zip code of each mobile device. Visitors to the Oceano Dunes SVRA are defined as visitors who visited the geographic area as part of their trip. The mobile geolocation data also shows cross-visitation between Oceano Dunes and surrounding areas.

OCEANO DUNES VISITORS
© WAITING FOR THE SUN TO SET AT PISMO BEACH, BY MADA_CRIS / ADOBE STOCK

2. ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 15
Based on mobile geolocation data from Near, Oceano Dunes welcomed a total of 3.4 million visits in 2019, approximately 2.2 million visits (66.5%) originated from outside SLO CAL, while the remaining 1.1 million (33.5%) originated from within the county. The 2.2 million out-of-county visits represented approximately 30% of the total 7.6 million visits to the County of San Luis Obispo in 2019.

Nearly 85% of Oceano Dunes visitors who originated from outside SLO CAL also visited Pismo Beach during their stay in SLO CAL. Approximately 48% of Oceano Dunes visitors who originated from outside SLO CAL also visited Grover Beach during their stay in SLO CAL. Nearly 44% of Oceano Dunes visitors who originated from outside SLO CAL also visited Arroyo Grande during their stay in SLO CAL.

Economic Impacts Of
Visitor Spending

DIRECT IMPACT OF VISITOR SPENDING

2. ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 16
Based on Tourism Economics’ previous research on the economic impact of tourism in San Luis Obispo County, Oceano Dunes originating from outside San Luis Obispo County spent an average of $150 per visit. Based on this average, total spending by visitors originating from outside San Luis Obispo County, who visited Oceano Dunes as part of their trip amounted to $336.9 million in 2019. More specifically, total spending by visitors originating from outside San Luis Obispo County, who only visited Oceano Dunes as part of their trip, represented $50.5 million in 2019. The $336.9 million in spending by the 2.2 million visitors originating from outside San Luis Obispo County was spread across a number of industries:
$70.8 MILLION
on food and beverage (i.e. full-service restaurants, fast food, bars, food trucks) $64.0 MILLION
on lodging (i.e. hotels, short-term/vacation rentals, and other lodging) $57.3 MILLION
on transportation (i.e. taxis, buses, parking, public transportation, rideshare, gasoline) $53.9 MILLION
on retail (i.e. souvenirs, general merchandise, malls, local retailers) $53.9 MILLION
on other purchases (i.e. day use fees and other purchases and expenses) $37.1 MILLION
on recreation and entertainment (i.e. amusements, theaters, entertainment, and other recreation)
Spending by visitors to Oceano Dunes originating from outside SLO CAL generated a total economic impact of $511.2 million in San Luis Obispo County in 2019. Based on an analysis of the inter-relationships between consumer expenditures and industries, the $336.9 million in direct spending by visitors to Oceano Dunes generated $174.3 million in indirect and induced business sales – $83.5 million in indirect business sales and $90.8 million in induced business sales – resulting in a total economic impact of $511.2 million in San Luis Obispo County in 2019.

The total economic impact of $511.2 million included $128.5 million in total labor income, supporting more than 5,600 total jobs throughout the county in 2019, and generated $31.8 million in state and local taxes in 2019 based on a detailed tax analysis.

TOTAL ECONOMIC IMPACT OF VISITOR SPENDING
6 Near collects data on the location of mobile devices for specified geographies. 7 Tourism Economics conducts quarterly visitation tracker models for SLO CAL and estimates that SLO CAL welcomed 7.6 million total visits in 2019. 8 Tourism Economics, 2018. “Economic Impact of Tourism in San Luis Obispo County, California” © LICENSED TO HTTPS://WWW.TWIN-LOC.FR. | FLICKR
OCEANO DUNES ASSESSMENT PAGE 17
Oceano Dunes Assessment
CHAPTER 3
The following assessment was established based on community engagement, all assets, issues, and future opportunities were either identified or informed by stakeholders.

PAGE 18
Key Assets and Issues

3. OCEANO DUNES ASSESSMENT
To better understand the state of the destination, interviews with more than 30 stakeholders informed the assessment. The primary purpose of these discussions was to identify participant opinions, aspirations and ideas for the future of Oceano Dunes. The stakeholder engagement was designed to identify the opportunities and the issues facing the destination and its residents; understand the complexities, nuances and priority of those issues; and use that information to articulate potential recommendations for tourism in Oceano Dunes to consider and/or elect to move forward into the future. Stakeholder insights are grouped between assets (strengths), issues (weaknesses), and opportunities by theme, and will serve as a basis for defining and setting forth key issues and opportunities.

OCEANO DUNES TODAY:

PAGE 19

KEY ASSETS (STRENGTHS)

3. OCEANO DUNES ASSESSMENT

TOPIC DESCRIPTION
Accessibility Access for all and affordable to all
Accommodation Camping
Short-term rentals in the surrounding communities
Activities Diverse recreational destination
Events and celebrations
OHV access (Oceano Dunes SVRA)
Culture Chumash heritage
Environment Unique flora and fauna
Visitor Experience Landmark experience in SLO CAL

KEY ISSUES (WEAKNESSES AND THREATS)

TOPIC DESCRIPTION
Community
Traffic
Limited development opportunities
Lack of investment in the community
Environment Preservation of the flora and fauna is at risk Air quality and dust concentration
Visitor Experience
Safety
Over-tourism
Limited resources to enforce park regulations
Pollution and cleanliness

3. OCEANO DUNES ASSESSMENT PAGE 20

KEY OPPORTUNITIES

TOPIC DESCRIPTION
Accommodation
Allow more vacation rentals in the surrounding communities Glamping
Hotel development in Grover Beach (Grover Beach Lodge) and Oceano Dunes Activities
Activities to connect Oceano Beach, and Pismo Beach
Recreational destination for adventure sports: horseback riding, surfing, fishing, kite, etc.

More curated, off-road experience
Oceano Dunes hiking trails
Eco-adventure park
Safari tours on Oceano Dunes
Equestrian tourism
Education: learn responsibility on Oceano Dunes
Oso Flaco Lake eco-destination
Environmentally friendly OHVs
Accessibility
More access points to the Dunes (Oso Flaco)
Increase street parking on Pier Avenue, increase parking area at the end of Pier Avenue Boardwalk and ramp access to the beach
Community Affordable housing in surrounding communities Connectivity Bike trail connecting all five cities
Culture Chumash-driven experiences, and protection of historic sites Environment Eco-center and protected area of interest
Visitor Experience
Boardwalk from Grover Beach all the way to the Dunes
Beach town, an end-point destination beach plaza and main street (restaurants, etc.), the gateway to the Dunes for pedestrians, connected to boardwalks Main street development
PAGE 21
Key Implications
and Opportunities

3. OCEANO DUNES ASSESSMENT
To explore potential recommendations for Oceano Dunes, Resonance identified a range of future use scenarios for compatible tourism in the Oceano Dunes area. The scenarios created were directional only to allow stakeholders to consider implications, opportunities, and potential recommendations for Oceano Dunes in each case and align on common initiatives shared by all three scenarios.

Scenario planning provides a strong foundation for decision-making in times of great uncertainty. It enables decision-makers to anticipate the future and design future-proof, yet flexible strategies by reducing complexity and adding dynamic capabilities to achieve long-term goals. To inform the process, three scenarios were developed and shared with stakeholders for consideration:

OCEANO DUNES TOMORROW:

New Normal: Limited Access – Vehicular capacity is limited in Oceano Dunes.

Continuation: Back To The Future – Oceano Dunes is back to pre-pandemic capacity.

Transformation: New Eco-Region – Vehicular access is limited in most areas of Oceano Dunes and the SVRA is closed.

A.

B.

C.

3. OCEANO DUNES ASSESSMENT PAGE 22
Scenario planning helps create stakeholders’ consensus on the trends/events impacting tourism in Oceano Dunes and the threats and opportunities they represent. By understanding the different opportunities and challenges, the process includes a balance between environmental sensitivity, history in terms of past policies, recreational access and usage, community connection, culture, and economic viability.

FUTURE SCENARIOS 5
In 2019, Oceano Dunes received a record number of visitors. Today, vehicular access is limited and closely monitored by State Parks. The SVRA is reduced and fenced at the summit to minimize the impact of traffic on the surrounding flora and fauna – and electric-powered vehicles are now the norm. In fact, environmental measures in real time events influence the level of traffic and capacity. With a limited number of camping sites left for overnight visitors, camping in Oceano Dunes has become more exclusive, and reserved to California residents.

As the clam capital of the world, Pismo Beach is growing as a beach town while Oceano and Arroyo Grande have become more residential, and only legacy tourism businesses have stayed open. Off-road aficionados have moved away from Oceano Dunes to larger vehicular recreation areas in surrounding states, and mostly international visitors seek a sand thrill while on their Californian trip.

Oceano Dunes is back to full capacity after a recent court ruling, and attracts more than 3 million visitors every year. Traffic along Pier and Grand avenues is common every weekend as off-roaders ride on the Dunes and families gather. More people equals more businesses, but more of the same in this case. At the same time, Oceano and surrounding communities are ill-prepared for tourism and currently lack the infrastructure capacity or products to make people comfortable. Once an element of pride, the quality of life of residents is at risk.

In this potential scenario, the SVRA is now closed and Oceano Dunes has become a State Natural Reserve. After the closure, the diversity of landscapes is celebrated by locals and visitors. Already recognized as a Natural Wonder of the World by Californians, it is on the path to be recognized by UNESCO. The types of activities have shifted from being motorized to lower-impact outdoor activities. New audiences – from researchers to cultural enthusiasts – flock to the Dunes and enjoy low-impact infrastructure to explore the Dunes. An integrated boardwalk now connects all coastal communities with access to different types of experiences and environments. Eventually, visitors have become more out-of-state, as the world recognizes the importance of Oceano Dunes.

NEW NORMAL: LIMITED-ACCESS
CONTINUATION: BACK TO THE FUTURE
CONTINUATION: BACK TO THE FUTURE
5 Please note that all scenarios are fictional, including data points.

3. OCEANO DUNES ASSESSMENT PAGE 23
In response to the implications of each scenario,
future opportunities were identified across all three
scenarios under five focus areas. To determine
these focus areas, Resonance analyzed all
stakeholder input and identified common themes
and shared concerns. Carefully categorizing and
grouping these ideas based on their similarities
through a systematic approach, allowed us to

FUTURE OPPORTUNITIES
ensure recommendations address the most
significant and pressing issues faced by the Park
and surrounding communities, setting a solid
foundation for sustainable growth and long-term
responsible management and promotion of the
destination. For additional details, the implications,
opportunities, and initial recommendations are
listed in the appendix.

Regional
Stewardship
Infrastructure and
Investment
Product and
Experience
Development
Park Management
and Operations
Marketing and
Communications
Stewardship
Committee
Pool resources
Visitor monitoring
and data
Park advocacy
Points of entry upgrade
Traffic infrastructure
Alternative
transportation options
New type of
accommodations
New trail systems and
walkways
New equestrian facilities
Event venues,
restaurants, and retail
spaces
Wayfinding and
interpretive signage
Bathroom and campsite
facilities
ADA accessibility
Visitor welcome
infrastructure
OHV products and
services
Recreation activities
and services
Cultural heritage
experiences
Education programs
and ecotourism
experiences
Business and
workforce support
Fee and reservation
system
State Park
management
operations
Concessionaires
agreements/
management
procedures
Environmental
conservation plans
and programs
Regional marketing
plan
New target markets
Responsible
visitation resources
Community
engagement
© VISIT SLO CAL
STEWARDSHIP RECOMMENDATIONS PAGE 24
Stewardship Recommendations
CHAPTER 4
The key stewardship recommendations to plan the future
development, management, and promotion of Oceano Dunes and surrounding communities.

4. STEWARDSHIP RECOMMENDATIONS PAGE 25
Stewardship
Recommendations
The Oceano Dunes Stewardship Study sets forth
20 recommendations for consideration of the
future development, management, and promotion
of Oceano Dunes and surrounding communities.

The recommendations are informed by research
and local stakeholder input, and are organized
across five main categories: Regional Stewardship,
Infrastructure and Investment, Product and
Experience Development, Park Management and
Operations, and Marketing and Communications.

Suggested implementation timelines are also
included. Short-term (1-3 years) recommendations
have the strongest stakeholder support and
will provide a stabilizing foundation for regional
collaboration to implement longer-term
recommendations. Medium (4-6 years) and
long-term (7+ years) recommendations are
more complex and more susceptible to changes
based on the court’s determinations and factors
such as government priorities and funding,
requiring even greater collaboration by key
stakeholders to actualize. Recognizing that
most recommendations will take many years to
actualize and will require continued action, the
suggested timelines presented are intended to
provide strategic guidance for when initial actions
to implement recommendations should occur.

Potential actions, KPIs, and case studies inform
each recommendation, which can be taken
forward by local stakeholders as a collaborative
effort to address the future management,
economic, social, and environmental needs of
Oceano Dunes and surrounding communities.
© VISIT SLO CAL

4. STEWARDSHIP RECOMMENDATIONS PAGE 26
The future of the Oceano Dunes stewardship
planning process, including additional research,
priority-setting and funding, will ultimately be
decided by California State Parks and other
state agencies, the County of San Luis Obispo,
and the three surrounding municipalities, with
approval from the California Coastal Commission.

Recommendations will require a collective
approach between partners and in some cases
public-private partnerships. Public-private
partnerships play a crucial role in destination
stewardship and will be essential to advance the
presented recommendations. These partnerships
involve collaboration and cooperation between
public entities (such as government agencies
and local authorities) and private organizations
(such as businesses, non-profit organizations,
and community groups) to jointly work towards
balanced management and development of the
destination. The role of public-private partnerships
in advancing the following stewardship
recommendations may include resource sharing,
planning and decision-making, funding, capacity
building, sustainable development, stakeholder
engagement, and monitoring and evaluation.

4. STEWARDSHIP RECOMMENDATIONS PAGE 27

CATEGORY RECOMMENDATIONS TIMELINE
Regional Stewardship
RS.1 Create an Oceano Dunes Stewardship Committee
RS.2 Improve visitor monitoring, reporting and data use RS.3 Provide capacity building support for tourism workforce Short
Short
Medium
Infrastructure and
Investment
II.1 Improve accessibility for all abilities
II.2 Increase alternative transportation options
II.3 Enhance and expand trail systems and walkways
II.4 Create and update directional and interpretive signage II.5 Improve bathroom and campsite facilities and access II.6 Upgrade Dunes welcome capacity
II.7 Diversify accommodations
II.8 Develop more event venues, restaurants, and retail spaces Short
Medium
Medium
Medium
Medium
Med/Long
Long
Long
Product and
Experience
Development
ED.1 Develop unique OHV experiences
ED.2 Diversify visitor activities and services
ED.3 Extend cultural heritage experiences
ED.4 Expand eco-experiences and programs
ED.5 Develop new equestrian facilities
Short
Short
Short
Short
Medium
Park Management
and Operations
PM.1 Update the Park’s fee and reservation system
PM.2 Strengthen Park management operations & programs
Short
Short
Marketing and
Communications
MC.1 Improve promotion and education of Oceano Dunes
MC.2 Develop responsible visitation resources
Short
Short

4. STEWARDSHIP RECOMMENDATIONS PAGE 28
Regional
Stewardship
Destination stewardship creates a balanced approach to tourism development, management and promotion by minimizing negative impacts on natural and cultural resources while enhancing the benefits to local communities and visitors. It involves actively managing and preserving a destination’s natural, cultural, and social attributes while also meeting visitors’ needs and expectations. The aim is to maintain the destination’s authenticity and uniqueness while also ensuring that it remains attractive and accessible for future generations of visitors. Destination stewardship for the Oceano Dunes State Park and surrounding communities will involve a collaborative effort between government agencies, tourism operators, local communities, cultural/historic leaders, and visitors to balance the economic, social, and environmental needs and interests of the destination. © OCEANO DUNES ~ JULY 2008, BY DESERT-DWELLER / FLICKR

4. STEWARDSHIP RECOMMENDATIONS PAGE 29
Creating an Oceano Dunes Stewardship
Committee would provide a new framework for
stakeholders to have collective responsibilities to
support the long-term management of Oceano
Dunes, ensuring that its natural resources are
preserved for future generations while balancing
the needs and interests of local businesses,
residents and visitors. Participating stakeholders
expressed strong support for the creation of a
stewardship committee.

Oceano Dunes previously had a management
committee, the Oceano Dunes District Advisory
Committee (DAG), between 2001 and 2017 to
manage the Oceano Dunes SVRA on issues
related to the Park’s management and operations.

The DAG comprised 12 members, including
representatives from various stakeholder groups
such as environmental organizations, off-road
vehicle enthusiasts, local business owners,
RS.1: CREATE AN OCEANO DUNES STEWARDSHIP COMMITTEE
and community members. The purpose of the
DAG was to provide advice and recommendations
to California State Parks. Unfortunately, the DAG
dissolved in 2017 due to disagreements over the
management of the Park.

Although many of the circumstances that
resulted in the dissolvement of the DAG are still
present today, through this project’s engagement
process, diverse stakeholders expressed support
for revitalizing a working group in the form of a
Stewardship Committee for Oceano Dunes. As
seen in this report, numerous opportunities for
regional collaborations can be implemented
within the next 1-3 years, regardless of the
court’s determinations. Revitalizing a collective
leadership working group will give the region the
most robust foundation to implement projects
and build local capacity.

I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM

4. STEWARDSHIP RECOMMENDATIONS PAGE 30
Convene important stakeholders to discuss and determine which organization is most appropriate to oversee and administer the Stewardship Committee.

Identify financial resources needed and potential funding sources for the committee.

Develop a clear mission and goals for the Stewardship Committee.

Identify and invite diverse stakeholders to be on the committee.

Define the roles and responsibilities of committee members.

Establish regular meeting schedules that allow for effective communication and collaboration.

Develop a plan of action that outlines the steps required to achieve the committee’s goals; the plan should be regularly reviewed and updated as required.

Consider establishing sub-committees to focus on specific issues or projects.

Develop communication strategies to ensure that all stakeholders are informed about the committee’s activities and progress. Communication strategies may include newsletters, social media updates, and regular meetings with stakeholders.

Explore opportunities to pool resources and fundraise for new projects. This may include applying for grants, soliciting donations from local businesses, and exploring partnerships with other organizations.

Advocate for the needs of the Park and the surrounding region. This may include lobbying for funding or policy changes that support the committee’s goals.

Maintain open and transparent communication with residents, businesses, and other key stakeholders regularly to ensure that their perspectives are heard and to build support for the committee’s activities.

POTENTIAL ACTIONS:

The purpose of the Stewardship Committee for Oceano Dunes would be to provide collaborative leadership for the future development and management needs of Oceano Dunes and to guide the advancement of recommendations presented in this report. It would be tasked with long-term consensus-building and prioritization of future actions. Functions of the committee may include overseeing the development, implementation, and management of plans for the Park, advocating for Park and regional development needs, pooling resources and fundraising for new projects, as well as maintaining open and transparent communications and engagement with residents, businesses, and other key stakeholders.

To ensure adequate representation and diverse perspectives, the committee should include stakeholders from various backgrounds, such as California State Parks management, local government officials, environmental organizations, park users, native tribal leaders and residents, and representatives from relevant industries such as tourism, economic development and off-road vehicle suppliers. The committee members should have appropriate expertise and experience in environmental science, resource management, recreation management, law enforcement, and public outreach. •
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How many stakeholders from diverse groups and backgrounds have been represented on the committee to ensure a comprehensive understanding of Oceano Dunes? How effectively has the committee been able to facilitate communication and collaboration between stakeholders in the community and local officials? What percentage of park management decisions have been informed by recommendations from the committee?
How effectively has the committee addressed and resolved Oceano Dunes’ management and use conflicts?
What is the level of satisfaction of stakeholders and the community with the committee’s work regarding transparency, accountability, and effectiveness? What measurable improvements have been achieved in the management of Oceano Dunes and the surrounding community since the committee’s creation? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are collaborating on destination stewardship:

Hood-Willamette Resource Advisory Committee
Oregon North Coast Tourism Management Network
San Francisco Bay Area Water Trail Advisory Committee
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Improving visitation data monitoring, reporting,
and use are crucial elements for destination
stewardship of Oceano Dunes and the
surrounding communities. Accurate and upto-date data on visitation patterns can provide valuable insights into how the Park is being used
and impacting the surrounding environment
and communities. By improving data monitoring,
park managers and local officials can make more
informed decisions about how to manage and
promote the Park in a sustainable and beneficial
way for all stakeholders.

RS.2: IMPROVE VISITOR MONITORING, REPORTING AND DATA USE I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
Overall, improving visitation data monitoring,
reporting, and use is critical to effective
destination stewardship. For example, many
destinations, especially gateway communities to
natural areas, have created online dashboards to
provide transparent reporting on visitor data more
effectively. This was particularly helpful during
the pandemic and in the years since, given the
unpredictable fluctuations in visitation.
© VISIT SLO CAL
Consider creating a sub-committee within the Stewardship Committee to focus on data monitoring and reporting.

Conduct an assessment of what data is already being collected, analyzed and reported on (and by whom), and identify gaps and opportunities for improvement.

Prioritize the specific indicators and metrics to be monitored and reported based on the needs of the park and surrounding communities and data availability.

Create a centralized location, such as an online dashboard, where all visitor-related data is reported and accessible to stakeholders.

Develop a data collection system that is efficient, accurate, and standardized.

Hire or train staff to collect and analyze data, ensuring they have the expertise and resources to do so effectively.

Create a system for regular reporting and analysis of visitor data.

Engage with stakeholders to ensure that the data being collected and reported is relevant and useful to them and to foster collaboration and buy-in for destination stewardship efforts.

Continuously review and update the monitoring and reporting framework as needed based on feedback from stakeholders, changes in visitor behavior or preferences, and new technology or methods for data collection and analysis
POTENTIAL ACTIONS:
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Participating stakeholders support a new approach to visitor data collection, analysis, and reporting to improve the overall management and promotion of the Dunes. Much data is already being collected and reported on by Visit SLO CAL, State Parks, the City of Pismo Beach, the City of Grover Beach, the City of Arroyo Grande, the County of San Luis Obispo, and local businesses, while other information is less frequently or not currently monitored. There is also no centralized location where stakeholders can find all visitor-related data reporting for Oceano Dunes.

The Oceano Dunes Stewardship Committee should lead the process of creating an effective monitoring and reporting framework that meets the specific needs of the Park and nearby communities. General types of visitor data that should be improved or monitored include visitor demographics, traffic patterns, and economic impact data. State Parks should continue to report on environmental impact data and work with Visit SLO CAL to refine visitor counts and origin. Ideally, a report is produced at least once a year, with an eventual goal of reporting every quarter. Suppose there is limited capacity and funding to monitor and report on all desired indicators at the onset. In that case, it is recommended for the group to start with what they have and create a good monitoring and reporting process with existing accessible data. More indicators can be added to the monitoring framework and live data collection implemented when stakeholders are ready and resources are available.

4. STEWARDSHIP RECOMMENDATIONS PAGE 34
How many visitor data points are collected per day/week/month/year? How is the data collected (e.g., automated counters, cell phone geolocation, surveys)? What is the percentage of visitors and residents participating in data collection efforts? How frequently is data analyzed and reported?
How is the visitor data used to inform management decisions? How open and honest do local stakeholders perceive the reporting of visitor data to be? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are conducting regional data monitoring and reporting:

Destination British Columbia’s Tourism Industry Dashboard Zion National Park Visitor Monitoring System
Queenstown, New Zealand Destination Management
Sedona, Arizona Sustainable Tourism Plan Monitoring
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Before the pandemic, Visit SLO CAL completed
its 2050 Destination Management Strategy (DMS)
known as Experience SLO CAL 2050 (ESC 2050),
which included several recommendations to
address workforce challenges. The pandemic
exacerbated local tourism workforce challenges,
including talent attraction, retention, and
customer service. Tourism businesses in
neighboring communities and the Park need more
staff capacity to provide exceptional experiences
and manage the impacts of visitors. Regional
stakeholders should continue collaborating on
projects to address tourism workforce challenges.

The development of a Workforce Development
Study is already underway by Visit SLO CAL with
the plan to develop a workforce strategy and
roadmap by 2025.

RS.3: PROVIDE CAPACITY-BUILDING SUPPORT FOR THE TOURISM WORKFORCE I M PLEM ENTATI O N TI M ELI N E: M ED I U M-TERM
SLO CAL’s new certified, custom online customer
service learning program, “SLO CAL Welcome”
designed specifically for the SLO CAL tourism
industry, is a valuable tool for employers to add
to their workforce development resources. This
self-paced program is designed to provide
customer-facing employees or volunteers in SLO
CAL’s tourism and hospitality industry with the
knowledge, tools, and resources they need to be
experts in customer service.

It is also recommended that Visit SLO CAL launch
and lead a countywide incubator and network for
SLO CAL visitor experience startups. Businesses
have considerable potential to provide new
experiences in the Dunes, including cultural
heritage, recreation, and educational experiences.
© FEMALE RESTAURANT MANAGER WITH DIGITAL TABLET, BY MONKEY BUSINESS / ADOBE STOCK PAGE 36
Consider creating a sub-committee within the Stewardship Committee to focus on workforce needs.

Encourage tourism businesses to participate in SLO CAL’s “SLO CAL Welcome” program.

Identify potential partners, resources, and leadership capacity to establish a countywide experience startup incubator and network for SLO CAL.

Promoting the scholarship fund specifically for individuals who are currently or plan to work in and near the Park.

Collaborate with community colleges and universities to develop relevant degree programs and coursework.

Partner with local organizations to promote and provide internships and job shadowing opportunities for students and young professionals interested in the industry.

Work with industry leaders to develop a regional job board or placement service for travel and tourism-related careers.

Advance Visit SLO CAL’s Tourism Workforce Development Strategy.

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However, there is a high barrier to entry for businesses to develop, promote and provide new visitor experiences. The incubator will bring together Visit SLO CAL, tourism industry experts, Cal Poly’s Department of Experience Industry Management, and participating startups to co-create unique and inventive new experiences for SLO CAL visitors. The proposed incubator program would provide businesses and individuals with the tools and resources to develop innovative brands, products, services, events, and activities in and around Oceano Dunes.

Talent attraction, development, and careers were also presented as an area of opportunity within the Experience SLO CAL 2050. As part of Visit SLO CAL’s Strategic Direction 2026 Plan, a Tourism Workforce Development Strategy will be created to help advance future tourism employment. Visit SLO CAL will partner with local and regional workforce development organizations to create more interest for Jr High and High School students in pursuing careers in the tourism industry. Additionally, Visit SLO CAL launched a $75,000 endowment scholarship fund in 2023 to support individuals seeking careers in travel and tourism.

We recommend that Visit SLO CAL and industry partners continue to monitor and report on sectorspecific employment data (see RS.2) to enable business and tourism organization leaders to make datainformed decisions to improve workforce conditions in SLO CAL. Visit SLO CAL should also continue to work with industry leaders and the groups mentioned above to promote the scholarship fund, training programs and new workforce development opportunities geared toward individuals who are currently or planning to work in the Park, or provide experiences and services in park-adjacent communities.

4. STEWARDSHIP RECOMMENDATIONS PAGE 37
How many employees or volunteers have enrolled in the “SLO CAL Welcome” program? What is the completion rate of the “SLO CAL Welcome” program? Have customer service scores or ratings improved since the program was launched? How many startups are participating in the incubator?
How many new visitor experiences have been created and launched? What is the revenue generated by new visitor experiences? What is the customer satisfaction rating or feedback on new visitor experiences? Have workforce conditions improved based on data-informed decisions? How many individuals have been connected to businesses and career opportunities? How many scholarships have been awarded, and what is the impact on individuals pursuing a travel & tourism-focused pathway?
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CASE STUDIES
Examples of how other destinations are conducting regional data monitoring and reporting:

The Tourism Innovation Lab
Nova Scotia Experience Development Program
Hawaii Tourism Authority Workforce Development Programs Park City Chamber Workforce Development Services
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Infrastructure
And Investment
As the second most visited destination in the county, infrastructure investments in the Park and surrounding areas are essential to provide necessary facilities and services for visitors, enhance the overall tourism experience, and ensure sustainable growth in the long term. The assessment revealed capacity gaps and identified short and long-term infrastructure improvements to consider to increase overall capacity management, accessibility, safety, and security, as well as the supply of accommodation and amenities.

4. STEWARDSHIP RECOMMENDATIONS PAGE 39
Accessibility of the Oceano Dunes SVRA is a
shared value by the community and visitors that
aligns with State Parks’ commitment to inclusivity
and providing equal opportunities for all visitors.

While the Park is accessible by car, State Parks
should evaluate current accessibility standards
across all facilities to identify improvement areas
and funding opportunities to support upgrade
programs under the Americans with Disabilities
Act (ADA). The North Beach campground facility
improvements project in the Public Works Plan
included ADA-compliant standards for the new
entrance kiosk at the North Beach.

II.1: IMPROVE ACCESSIBILITY FOR ALL ABILITIES
IMPLEMENTATION TIMELINE: SHORT-TERM
In Oceano Dunes, accessibility for all starts with
accessible parking, featuring designated accessible
parking spaces close to park entrances, with
appropriate signage and markings, while accessible
pathways throughout and to the Park will improve
the experience for wheelchairs and other mobility
devices. To extend accessibility, all facilities, such
as visitor centers, restrooms, picnic areas, and
campsites, should be accessible to people with
disabilities. This includes providing ramps, elevators, or lifts where necessary, widening doorways,
installing accessible signage, and ensuring that
facilities have appropriate accessibility features.
© A MAN ON WHEELCHAIR, BY FXQUADRO / ADOBE STOCK
PAGE 40
Evaluate current accessibility standards to identify improvement areas and ensure that all facilities meet accessibility standards to cater to individuals with disabilities.

Identify funding opportunities to support accessibility improvements.

Develop or modify existing trails and facilities to make them accessible to individuals with disabilities.

Train park staff on ADA requirements and disability awareness.

Ensure that all signage adheres to the accessibility guidelines outlined by the Americans with Disabilities Act (ADA).

Prioritize and include universal access in the development of new park amenities, especially between trailhead parking areas and new programmed buildings.

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With a number of recreational opportunities available in the Park, State Parks should train park staff on ADA requirements and disability awareness to better understand how to assist visitors with disabilities and address their specific needs. The development of new trails should be made accessible to all when possible, and if not, ensure all trails are clearly marked as accessible based on their difficulty level. Accessible recreational access could be improved by introducing adaptive recreational programs and providing equipment, such as beach wheelchairs, in collaboration with partners and with disability advocacy organizations.

When implemented, accessibility features should be included as part of all assets and communications on Oceano Dunes to raise awareness about the park’s accessibility features, amenities, and services. © A UNIVERSAL SYMBOL FOR ACCESSIBILITY, BY ISAAC / ADOBE STOCK

4. STEWARDSHIP RECOMMENDATIONS PAGE 41
How many designated accessible parking spaces have been created near park entrances, and what is the utilization rate of these spaces?
How many facilities, such as visitor centers, restrooms, picnic areas, and campsites, have been made fully accessible to people with disabilities? How many accessible signage installations have been completed across the park to provide clear guidance for visitors with disabilities?
What is the satisfaction level of visitors with disabilities regarding the accessibility improvements implemented within the park’s facilities and amenities? How many park staff members have received training on ADA requirements and disability awareness?
What is the number of new accessible pathways and trails developed within the park, and what is their utilization rate?
How many adaptive recreational programs have been introduced, and what is the participation rate of visitors with disabilities in these programs? What is the frequency of availability and utilization of equipment such as beach wheelchairs for visitors with disabilities?
How effectively are accessibility features and amenities communicated to visitors through assets and park communications, and what is the level of awareness among visitors about the park’s accessibility?
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CASE STUDIES
Examples of how other destinations are implementing accessibility initiatives:

Indiana Dunes National Park Dune Succession Trail
Greece Beach Accessibility
Miami Beach, Florida Wheelchair Accessibility
Oregon Accessible Adventures for All
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To improve access to Oceano Dunes and reduce
congestion in surrounding areas, participating
stakeholders identified alternative transportation
initiatives. Today, the Amtrak Transit Station acts
as a regional multi-mode transportation hub,
connecting Oceano Dunes and surrounding
communities to the coastal rail line. Recent
investments in the station improved safety
and convenience for regional passengers.

Local authorities have the opportunity to
improve pedestrian and bicycle access to and
from Oceano Dunes to better connect visitors
and residents to surrounding communities.

Such improvements along Grand Avenue and
Pier Avenue will assist pedestrian, bicycle, and
equestrian access to existing trails.

II.2: INCREASE ALTERNATIVE TRANSPORTATION OPTIONS
IMPLEMENTATION TIMELINE: MEDIUM-TERM
Local authorities and transportation should
work together to define public transportation
capacity and demand between the different
communities and Oceano Dunes. To grow
geographic dispersion within the Park, State Parks
should evaluate the feasibility of a shuttle service
between one of the main entrance points
(Grand Avenue/Pier Avenue) and Oso Flaco.

When planning future parking improvements,
the installation of electric vehicle (EV) charging
stations should be considered to accommodate
visitors with electric cars, as well as the
development of designated carpooling areas or
pick-up/drop-off points to improve traffic flow.
© CYCLING TO WORK ON THE CYCLE LANE, BY JANICE / ADOBE STOCK PAGE 43
Establish a bicycle rental program in partnership with local communities to provide visitors with the opportunity to rent bicycles for exploration and transportation in the area.

Develop well-maintained pedestrian and bike paths connecting to each entry point to encourage walking and cycling.

Implement a shuttle service within the park to transport visitors to different points of interest.

Encourage visitors to carpool or use ride-sharing services to reach the park by planning designated carpooling areas or pick-up/drop-off points.

Install electric vehicle (EV) charging stations to accommodate visitors who drive electric cars.

Collaborate with local public transportation agencies to improve access to the Dunes and explore the feasibility of bundled transportation tickets for park visitors using public transportation.

Communicate about the alternative transportation options available to connect from surrounding communities to points of entry.

POTENTIAL ACTIONS:
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© POWER SUPPLY FOR HYBRID ELECTRIC CAR CHARGING BATTERY, BY AKE1150 / ADOBE STOCK

4. STEWARDSHIP RECOMMENDATIONS PAGE 44
How many pedestrian and bicycle access improvements have been implemented along Grand Avenue, and what is their impact on enhancing connectivity between Oceano Dunes and surrounding communities?
What is the utilization rate of the pedestrian and bike paths connecting to each entry point at Oceano Dunes?
How many visitors have utilized the shuttle service within the park to access different points of interest, and what is the satisfaction level of the shuttle service? What is the percentage increase in the use of bicycles through the bicycle rental program in partnership with local communities?
What is the utilization rate of designated carpooling areas or pick-up/drop-off points at Oceano Dunes, and how have they contributed to improving traffic flow and reducing congestion?
How many EV charging stations have been installed within parking areas, and what is their utilization rate?
What is the percentage increase in the use of public transportation to access Oceano Dunes through collaboration with local public transportation agencies? What is the level of awareness among visitors about the alternative transportation options available to access Oceano Dunes, and what is their perception of the communication efforts?
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CASE STUDIES
Examples of how other destinations are implementing
alternative transportation options:

City and County of Honolulu Sustainable Transportation
Charleston Improved Transportation Plan
Traverse City, Michigan Mobility Action Plan
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A park’s trail system is the backbone of all
interpretation and recreation. They enable
individuals and communities to appreciate and
learn about natural and cultural heritage while
fostering environmental awareness and providing
economic benefits by attracting visitors and
supporting local businesses, while also providing
spaces for relaxation and mental rejuvenation.

Overall, trails play a crucial role in enhancing
the quality of life in communities, providing a
platform for outdoor enjoyment, education, and
preservation of natural resources.

Park users have expressed a desire for more
kinds of trails within and expanding from the park.

Depending on the community, there are walkways
and trails connecting to existing entrances to
the Dunes. There are opportunities to enhance
existing trails and walkways, as well as develop
new trails to create more connectivity to adjacent
communities and improve how visitors and
residents experience and understand the natural
ecosystems of the park.

Trail network enhancements provide greater
diversity for walkers and bicyclists of all abilities,
and all trails and walkways and facilities should
be ADA accessible. Ensuring trail expansion or
development initiatives prioritize environmental
conservation and follow sustainable practices, will
help to minimize the impact on sensitive habitats
and ecosystems.

All existing trail systems within and near the
Dunes should be assessed to determine areas
for improvement, expansion, or new trails. A
development plan should be created based on
assessment results to outline all infrastructure
opportunities, prioritized by what enhancements
or developments are most important.

II.3: ENHANCE AND EXPAND TRAIL SYSTEMS AND WALKWAYS
IMPLEMENTATION TIMELINE: MEDIUM-TERM
To enhance trail systems in the area, several key
measures can be implemented. First, installing
well-maintained signposts, trail markers, and
information boards along the trails would
provide clear directions, safety guidelines, and
valuable information about the local flora, fauna,
and history. Secondly, constructing durable
footbridges or boardwalks in vulnerable areas
would protect against erosion and safeguard
delicate ecosystems like wetlands. Additionally,
strategically located rest areas equipped with
seating, shade, and trash receptacles would
improve visitor comfort and encourage longer
exploration.

To ensure safety for both visitors and residents, it
is important to implement appropriate measures.

Regular maintenance and inspections should be
conducted to identify and address any potential
hazards such as loose rocks, fallen trees, or
unstable terrain. Signage indicating potential
© WOODEN BOARDWALK THROUGH THE OSO FLACO LAKE,

BY HANNA TOR / ADOBE STOCK
PAGE 46
Conduct a thorough evaluation of the current trail systems within the park to identify areas for improvement, expansion, and potential new trails.

Identify and designate additional areas suitable for new trails to provide a wider range of options for pedestrians.

Collaborate with environmental experts to ensure the preservation of sensitive habitats and wildlife corridors while designing new trails.

Connect existing trails and create a comprehensive network to facilitate easy navigation and improve overall user experience.

Provide strategically located rest areas and points of interest with seating, shade, and information to enhance visitor comfort and encourage longer exploration.

Allocate resources and establish regular maintenance schedules to ensure existing trails are well-maintained, safe, and accessible for visitors.

Assess the accessibility of existing trails and identify opportunities for improvement.

Install informative and engaging interpretive signage along the trails to provide educational information; develop educational programs or guided tours.

Implement safety measures, such as clear signage, emergency contact information, and designated rest areas along the trails.

Educate visitors about responsible trail usage, including Leave No Trace principles.

Seek feedback from park visitors and the local community on trail experiences, preferences, and suggestions for improvement.

Explore partnerships, grants, and fundraising opportunities to secure sustainable funding for trail enhancement and expansion projects.

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dangers, such as steep slopes or high-tide areas, should be placed to inform visitors and advise caution.

Furthermore, collaborating with local authorities to develop an emergency response plan would ensure timely assistance in case of accidents or emergencies.

Engaging the community is crucial for the success of the trail systems. Engaging stakeholders like local authorities, park management, environmental organizations, and community members can provide valuable insights and expertise. Community events, guided walks, and workshops can be organized to raise awareness about the importance of preserving the Dunes and the benefits of outdoor activities.

Establishing partnerships with local schools, environmental organizations, and volunteer groups would involve the community in the maintenance, clean-up, and restoration efforts of the trail systems.

Promoting responsible outdoor behavior through educational materials and campaigns, emphasizing the principles of Leave No Trace, and encouraging respect for the environment and wildlife, would further enhance the overall experience.

4. STEWARDSHIP RECOMMENDATIONS PAGE 47
How many trails and walkways have been made ADA accessible? How many new trails have been developed or existing trails expanded? What is the increase in connectivity between the park and adjacent communities? What are the diversity of trail types and difficulty levels offered to walkers and bicyclists? What measures have been taken to minimize the environmental impact of trails? What is the satisfaction level of visitors and residents of the new trail and system? How many signposts, trail markers, and information boards have been installed? What is the overall visitor satisfaction with the provided amenities along the trails? How many safety hazards have been identified and addressed? What is the level of awareness and understanding among visitors and residents about the importance of preserving the Dunes and engaging in responsible outdoor behavior? How many community events, guided walks, and workshops have been organized to promote awareness and involvement in trail maintenance and preservation efforts? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are implementing
immersive trail systems and walkways:

Perry Lakes Park, Marion, AL
Path of Perspectives, Innsbruck, Austria
Cape Lookout State Park, OR
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Oceano Dunes is renowned for its diverse
ecosystems, scenic beauty, and rich cultural
heritage. However, inadequate or outdated
signage can often lead to confusion among
visitors, compromising their safety and impairing
their ability to appreciate the unique features and
historical significance of the parks.

Stakeholders acknowledged the opportunity
and importance to invest in more wayfinding
and interpretive signage to better inform visitors
about Oceano Dunes. By investing in high-quality
directional and interpretive signage, California
State Parks can create a more welcoming and
informative environment for visitors, fostering a
deeper appreciation for the natural and cultural
wonders they encompass. Such improvements
II.4: CREATE AND UPDATE DIRECTIONAL AND INTERPRETIVE SIGNAGE IMPLEMENTATION TIMELINE: MEDIUM-TERM
would enhance the overall visitor experience
by providing valuable information to educate,
engage, and inform people about the significance,
history, and context of different areas and specific
points of interest.

Interpretive signage would serve as an
educational tool, offering opportunities for
learning and expanding knowledge. It would
help visitors gain a deeper understanding of
natural, cultural, or historical resources and foster
appreciation and stewardship. By highlighting
the importance of natural and cultural resources,
interpretive signage would also raise awareness
about conservation and preservation efforts,
including information on flora and fauna, historical
landmarks, indigenous peoples, and any other
© LICENSED TO SIMONJACOBS.COM / SIMON JACOBS
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Initiate an assessment of existing signage to evaluate the condition, legibility, visibility, accuracy, accessibly and compliance of directional and interpretive signs.

Identify areas that require immediate attention and prioritize them based on their impact on visitor experience and safety.

Update standardized design guidelines for directional and interpretive signage in collaboration with local environmental and cultural experts.

Replace/install clear and concise directional signage at key park entrances, major intersections, and trailheads.

Expand the interpretive signage throughout the parks to enhance visitors’ understanding of natural and cultural resources.

Ensure that all signage adheres to the accessibility guidelines outlined by the Americans with Disabilities Act (ADA).

Identify the languages that are most commonly spoken by visitors or the ones most relevant to future target audiences and create integrate translation with existing and new wayfinding systems.

Explore potential partnerships with local businesses, organizations, and philanthropic foundations to fund signage projects.

Implement a regular maintenance schedule to ensure that signage remains in good condition and is updated as needed.

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relevant topics. It would provide a platform to tell stories, share narratives, and connect people to the history, culture, and significance of Oceano Dunes. State Parks should ensure that the signage guidelines incorporate accessibility standards, and emphasize consistency in color, typography, and symbols to assist visitors in navigating the parks efficiently. Signage should be used to promote responsible visitation information such as Leave No Trace Principles and other local guidelines (see recommendation MC.2).

To engage with diverse visitor demographics, the use of interactive maps, digital displays, or QR codes should also be considered to provide real-time information and updates.

As Oceano Dunes attracts a diverse range of visitors and is one of the most visited places in the county for international visitors, it is essential to provide clear and accessible navigation assistance to accommodate their needs effectively. By providing clear directions and information in multiple languages, visitors will be able to easily navigate through the Park regardless of their language proficiency, which will also enhance safety, inclusivity, customer satisfaction, and operational efficiency.

4. STEWARDSHIP RECOMMENDATIONS PAGE 50
How satisfied are park visitors with the new signage in terms of clarity, usefulness, and aesthetics?
Are visitors able to navigate the parks more easily and efficiently with the new directional signage?
How effectively do visitors engage with and understand the park’s natural and cultural resources through the interpretive signage?
Have there been fewer safety incidents, accidents, injuries, or search and rescue operations attributed to improved signage?
Does the signage meet accessibility guidelines outlined by the Americans with Disabilities Act (ADA), ensuring equal access for visitors with disabilities? What is the impact of the improved signage on visitor spending patterns, park attendance, length of stay, and revenue from interpretive programs or merchandise sales? What feedback do park staff, volunteers, and other stakeholders provide regarding the effectiveness of the signage in enhancing visitor experiences and achieving park management goals?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are implementing interpretive signage:

Baruwei Loop in Nimiluk National Park, Australia
Great Smoky Mountains National Park Visitor Engagement to Improve Signage Livingston County, New York Wayfinding Initiative
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4. STEWARDSHIP RECOMMENDATIONS PAGE 51
Providing well-maintained bathroom and campsite
facilities ensures that visitors have a cleaner, safer, and more enjoyable experience overall. Adequate
bathroom facilities help maintain hygiene
standards within the Park and prevent unsanitary
conditions, such as improper waste disposal,
which can lead to environmental contamination
and health hazards.

Upgrades to existing campgrounds are currently
underway, however, stakeholders indicated there
are more opportunities to improve or develop
new bathroom and visitor facilities in and near
the park. All campsite and bathroom facilities
should be ADA-approved and reflect a design
that is harmonious with the surrounding natural
II.5: IMPROVE BATHROOM AND CAMPSITE FACILITIES AND ACCESS IMPLEMENTATION TIMELINE: MEDIUM-TERM
ecosystem. Wherever possible, enhancements
should be measured by sustainability standards to
ensure a minimal environmental impact. Facilities
should be considered near each entrance point,
areas of consistent foot/bike/OHV traffic, and
campgrounds and designated camping areas.

Appropriate signage should be created to guide
visitors to use the facilities. Leave No Trace
principles and other responsible visitation
guidelines should be featured prominently so
that visitors and residents understand their role in
keeping the Dunes and surrounding communities
clean and beautiful.
© OCEANO CAMPGROUND FOR RV CAMPER VEHICLES, BY HANNA TOR / ADOBE STOCK PAGE 52
Conduct a thorough assessment of existing bathroom and campsite facilities to identify areas that require improvement or renovation. Upgrade infrastructure, including plumbing, electrical systems, and structural elements, to ensure functionality and safety.

Evaluate the capacity of existing facilities and determine if additional restrooms and campsites are needed to accommodate visitor demand.

Construct new facilities or expand existing ones to provide adequate space for visitors.

Incorporate energy-efficient and water-saving features into bathroom and campsite facilities.

Install motion-activated lighting systems and efficient heating and cooling systems. Use renewable energy sources, such as solar panels, to power the facilities where feasible.

Clearly label and provide signage to direct visitors to restroom and campsite facilities and provide instructions on proper waste disposal and recycling to promote responsible use of the facilities
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4. STEWARDSHIP RECOMMENDATIONS
What is the level of satisfaction of visitors with bathroom and campsite facilities? Are the existing bathroom and campsite facilities well-maintained and in good working condition?
Have all campsite and bathroom facilities been assessed for ADA compliance and harmonious design with the natural ecosystem?
Are the bathroom and campsite facilities strategically located near entrance points, high-traffic areas, and campgrounds?
Has the capacity of existing facilities been evaluated to determine if additional restrooms and campsites are needed?
Have energy-efficient and water-saving features been incorporated into the facilities? Are there clear and informative signage in place to guide visitors to the restroom and campsite facilities?
Have sustainability goals been set, and how are they being measured and tracked in relation to the facilities’ environmental impact?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are implementing facilities improvements:
• Michigan State Parks Facilities Upgrades

4. STEWARDSHIP RECOMMENDATIONS PAGE 53
With millions of visitors per year, the surrounding
communities have been negatively impacted by
congestion and landscape degradation in key
areas closer to the main Oceano Dunes entry
points. The improvement of current Oceano
Dunes entry points and the evaluation of new
ones were identified by stakeholders as an
opportunity to improve the visitor experience
and address crowding issues.

First, the reconfiguration of the circulation system
with improved wayfinding to help orient visitors to
appropriate areas of the Park should be studied to
II.6: UPGRADE OCEANO DUNES WELCOME CAPACITY
IMPLEMENTATION TIMELINE: MEDIUM/LONG-TERM
optimize access. The development of a universally
accessible circulation system prioritizing access
and safety for pedestrians and cyclists, while
designating localized areas for vehicular access
to park destinations and trails will help mitigate
traffic congestion and better orient visitors
towards specific points of interest based on the
type of activity. Traffic calming measures should
also be considered to reduce conflicts between
pedestrians and vehicles. The implementation of
a traffic and circulation plan will create welcoming
park entrances, manage public vehicular access,
prioritizes park patron safety, and provide primary
© OCEANO DUNES (6), BY BONITA ERNST
PAGE 54
Study current traffic patterns and develop a universally accessible circulation system.

Invest in wayfinding solutions to manage traffic and inform visitors.

Expand and improve existing facilities and infrastructure around the three existing entry points, including parking and welcome facilities.

Enhance existing trails and develop new ones to provide more access options for visitors.

Support new entrance projects to increase overall carrying capacity.

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4. STEWARDSHIP RECOMMENDATIONS
and secondary roads, maintenance and service roads, and visitor parking areas. Limited parking capacity has become a challenge in surrounding communities relative to the number of visitors in the area.

The traffic and parking capacity around each entry point to Oceano Dunes should be monitored, and visitation forecasted, to inform future parking improvements and expansions.

As visitation to Oceano Dunes to SLO CAL’s South County communities continue to grow, there is a need to improve visitor traffic infrastructure to reduce congestion, ensure an efficient visitor experience and improve local quality of life. As such road and parking infrastructure upgrades around the three points of entry to Oceano Dunes would be required to increase overall capacity. The Pier and Grand Avenue entrance improvement project is an opportunity to support Park operations, safety, and public access to the Park and its coastal resources. The replacement of the current kiosks will allow Park staff to improve operational efficiencies and better assist Park visitors. In Oso Flaco, the Oso Flaco improvement project will expand coastal access, lower-cost coastal camping opportunities, and non-motorized recreational facilities. It would also support increased recreational activities in the southern portion of Oceano Dunes and reduce pressure on other main entry points.

In the long-term, the Phillips 66/Southern entrance project represents a new opportunity to increase overall welcome capacity and access to Oceano Dunes. If the project were to be implemented, it would support new recreational facilities, camping, educational programs, concessions, special events, and additional OHV and non-motorized recreation.
© USA, CALIFORNIA, OSO FLACO STATE PARK, BY TRISH DRURY-DANITA DELIMONT / ADOBE STOCK

4. STEWARDSHIP RECOMMENDATIONS PAGE 55
What is the carrying capacity of each entry point?
How many visitors are recorded at each entry point?
How does the current traffic volume compare to historical data or established benchmarks? How much time, on average, does traffic congestion exceed a certain threshold at the monitored location or roadway segment?
How effectively do the wayfinding solutions manage traffic and guide visitors? Are the parking and welcome facilities effectively meeting the needs and expectations of visitors?
What is the proportion of trips made by different modes of transportation (e.g., private vehicles, public transportation, cycling, walking) at the monitored location or roadway segment?
How effectively is the expanded capacity being utilized to accommodate more visitors? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are improving welcome capacity:

Golden Gate Park, San Francisco California Circulation System Ottawa Traffic Calming Design Guidelines
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4. STEWARDSHIP RECOMMENDATIONS PAGE 56
Oceano Dunes already offers many things to do
for Park visitors, but there is unmet demand
for more overnight and diverse accommodation
in surrounding communities. In recent years,
new hotel developments have mainly been
concentrated in Pismo Beach.

Today, a key opportunity is the development of a
new hotel in the City of Grover Beach between the
Pacific Ocean and State Highway One, at the end
of West Grand Avenue. Local stakeholders should
support the development of the Grover Beach
Lodge to expand overnight accommodations and
catalyze infrastructure improvement along West
Grand Avenue. The proposed project consists
of a 150-room hotel and would also include
improvements to the existing public plaza area
within the State Park, including new walkways
and paths, and the redesign of the existing
parking area.

As one of the most trafficked of the two
main entrances into the Oceano Dunes, the
development would improve the sense of arrival
and the overall visitor experience. The planning
of West Grand Avenue would provide a focal
point entry into the community and better define
Grover Beach as a coastal community to visitors
accessing Pismo State Beach and the Dunes.

It would create a strong visual and pedestrian
connection between the future Grover Beach
Lodge and the east side of Highway 1, as well
as the Amtrak station.

Camping at Oceano Dunes is a popular activity
either on the Dunes or at one of the State
Park campsites. Both the Oceano and North
Beach Campground improvement projects will
II.7: DIVERSIFY ACCOMMODATIONS
IMPLEMENTATION TIMELINE: LONG-TERM
improve existing developed campsites and
enhance circulation and park maintenance
access. The continuous monitoring of capacity
and accessibility should be a focus for State
Parks to improve the overall experience. Based
on the level of demand for camping, local
stakeholders identified opportunities to pilot
new types of accommodation such as glamping
options to expand existing capacity and attract
new audiences. Such opportunities should be
evaluated as part of future development programs,
including the Oso Flaco Improvement Project.
© SANDCASTLE HOTEL, BY HANNA TOR / ADOBE STOCK
PAGE 57
Evaluate the current lodging inventory to identify lodging gaps Conduct a lodging assessment to determine new market opportunities Create a hospitality development program to guide development in specific areas through zoning and permit exemptions complementary to existing inventory Support new hotel development projects to meet visitor demand and expectations Analyze current camping capacity
Improve and expand designated areas within the park for group camping Establish designated backcountry camping options for visitors seeking a more remote and immersive experience, while respecting environmental conservation guidelines Improve RV and campervan amenities (electrical, water, and sewage connections) to optimize capacity and limit environmental impacts
Conduct research and analysis to identify the demand for new types of accommodation based on visitor preferences, demographics, and trends in the tourism industry Develop a pilot to test new lodging options in character areas Introduce glamping options within the park, designed to blend with the natural surroundings and provide a unique and upscale camping experience

HOTEL DEVELOPMENT

RV AND CAMPING CAPACITY

NEW TYPES OF ACCOMMODATIONS
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4. STEWARDSHIP RECOMMENDATIONS
Short-term rentals can have significant implications for local communities. One of the most prominent effects is the impact on housing affordability and availability, making it more challenging for locals to find affordable homes and in some cases resulting in the displacement of long-term residents from their neighborhoods. The strain on local infrastructure, increased noise disturbances, and regulatory challenges further compound the implications of short-term rentals on local communities. To better manage the supply of short-term rentals, Pismo Beach, Grover Beach, Arroyo Grande and Oceano have introduced a short-term rental permit application process and a maximum number of total non-owneroccupied short-term rental permits. More recently, the same communities, apart from Grover Beach, have imposed a moratorium on the issuance of short-term rental licenses. Based on increased visitation to the area, local authorities should continue to monitor short-term rentals to find a balance between the economic benefits of tourism and the preservation of the community’s well-being.

4. STEWARDSHIP RECOMMENDATIONS PAGE 58

CASE STUDIES
Examples of how other destinations are diversifying lodging options:

Dome Tent in Rub’ al Khali, United Arab Emirates (glamping) Orman Ranch, Crescent City, California (equestrian camping) •
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Continue to align and streamline regulatory codes for short-term rentals How many visitors have visited Oceano Dunes and stayed overnight in San Luis Obispo County?
What is the level of satisfaction of visitors who stayed overnight? How much overnight capacity has been created?
What is the demand level for new lodging options?
What is the percentage increase in economic impact generated by new lodging options? What is the resident sentiment towards short-term rentals?

SHORT-TERM RENTALS
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4. STEWARDSHIP RECOMMENDATIONS PAGE 59
The communities near the Dunes have varied
options for event venues, restaurants, and
retail spaces. Pismo Beach has the highest
concentration of entertainment infrastructure,
whereas other communities, like Oceano, have
far fewer. Stakeholders suggested various
ideas for the future development of retail and
entertainment locations to increase the economic
impact of visitors who are visiting the Dunes.

New entertainment, food, and retail services will
incentivize visitors to the area to stay longer and
spend more. Developing more event venues,
markets, eateries, breweries/wineries, and
retail stores near the Dunes helps bolster local
economies.

Additionally, as the Park explores and develops
new experiences and services for visitors and
residents who visit the Dunes, there will be
additional retail and restaurant needs.

For example, the Dunes are currently underutilized for non-motorized recreation activities, and there is an opportunity for more retail/
rental companies providing gear, courses, and
guided experiences for activities such as surfing,
kiteboarding, windsurfing, sandboarding, fat-tire
biking, fishing, hiking and more.

The development of new accommodations,
trails, walkways, and Dunes entrances will have
an impact on the most strategic locations for
additional developments. With their proximity
to the Dunes, Oceano and Grover Beach could
have the greatest boost of economic activity
from Dunes visitors with the development of
more entertainment and food establishments.

The proposed hotel on Grand Avenue (see II.7)
will create a favorable business environment,
II.8: DEVELOP MORE EVENT VENUES, RESTAURANTS, AND RETAIL SPACES IMPLEMENTATION TIMELINE: LONG-TERM
encouraging entrepreneurs and investors to
establish complementary businesses to the
area, such as restaurants, cafes, retail shops,
and entertainment venues, further boosting
economic development.

San Luis Obispo County including Oceano and
the cities of Grover Beach, Arroyo Grande, and
Pismo Beach should conduct market research
to understand the demand for entertainment
venues, restaurants, and retail stores in the area.

By analyzing the demographics, visitor profiles,
and spending patterns of both residents and
tourists the county and city officials can help to
identify potential gaps or opportunities in the
market. Local stakeholders, including community
© SVIEW ON BEACH BAR, BY OXANA_STEFANIA / ADOBE STOCK

4. STEWARDSHIP RECOMMENDATIONS PAGE 60
members, business owners, developers, and relevant government agencies should be involved to provide input and gather feedback on the types of entertainment venues, restaurants, and retail stores they would like to see. It is important to maintain each community’s unique character and balance the needs of residents and tourists.

It is critical to support local businesses and entrepreneurs by providing resources, incentives, and support programs for individuals and small businesses interested in starting new ventures. This can include access to funding, business mentorship programs, and streamlined permitting processes (see recommendation RS.3). Public and private partnerships may be required to facilitate the development process. Developers, investors, local governments and potential business owners should collaborate by discussing partnerships, joint ventures, and incentives that can help attract new businesses to the area.

Sustainability and resilience should be considered with any new developments to ensure that new venues, restaurants, and retail stores adhere to environmental regulations, energy efficiency standards, and sustainable design principles. Ideally, locally sourced products, eco-friendly practices, and waste reduction measures are utilized in new development.

Identify potential development opportunities based on zoning regulations.

Conduct market research to understand the demand for entertainment venues, restaurants, and retail stores in the area.

Establish a process to involve local stakeholders in providing input and feedback on potential new developments to ensure new businesses reflect the unique character of communities and the local quality of life is protected and improved by future developments.

Provide resources, incentives, and support programs for local businesses and entrepreneurs interested in starting new ventures.

Facilitate collaborations between public and private sectors to attract new businesses by encouraging developers, investors, and potential business owners to discuss partnerships, joint ventures, and incentives that can help attract and support new establishments.

Identify sustainability goals and standards to measure so that new developments adhere to environmental regulations, energy efficiency standards, and sustainable design principles.

Determine strategic locations for additional developments based on proximity to the Dunes and potential economic impact.

Develop marketing strategies to create awareness and attract visitors to the new entertainment venues, restaurants, and retail stores.

Continuously monitor the performance of the new establishments and evaluate their impact on the local economy and community.

POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS PAGE 61
What is the level of demand for entertainment venues, restaurants, and retail stores in the area based on market research?
To what extent were local stakeholders involved in the decision-making process for new developments?
How many new ventures have been started by local businesses and entrepreneurs with the provided resources, incentives, and support programs? How satisfied are community members, business owners, and government agencies with the types of establishments that have been developed? What is the increase in visitor spending and length of stay in the area due to the presence of new establishments?
To what extent do the new venues, restaurants, and retail stores adhere to environmental regulations, energy efficiency standards, and sustainable design principles? How effectively are locally sourced products, eco-friendly practices, and waste reduction measures implemented in new developments?
What measurable environmental and social benefits have been achieved through sustainable development practices?
How well are the new establishments performing in terms of customer satisfaction, revenue generation, and overall business success?
What is the overall impact of the new developments on the local economy, job market, and community well-being?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are developing more assets:

Pismo Beach, CA
Cannon Beach, OR
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4. STEWARDSHIP RECOMMENDATIONS PAGE 62
Product &
Experience Development
Experiences are at the core of a destination and provide the primary purpose for a person’s travels to a specific location. The research and stakeholder engagement process revealed a wide variety of opportunities for new experiences within and around the Dunes that can be developed to provide diverse activities for visitors and residents to enjoy on the Dunes while also increasing visitor contributions to local economies. From recreation activities like fat-tire biking, sandboarding, kiteboarding, surfing, and OHV curated tours to new cultural experiences to introduce visitors to the Chumash culture and people, there are many opportunities to enhance the overall visitor experience at the Dunes.

4. STEWARDSHIP RECOMMENDATIONS PAGE 63
Although the long-term future of vehicle use on
the Dunes is still being determined, there are
some short-term opportunities that the Park
and local businesses could consider in order to
provide new experiences and services for OHV
activities on the Dunes. OHV rental and tour
companies could offer more curated experiences,
taking visitors to more far-reaching areas of the
SVRA (within the designated perimeters) through
guided tours targeted at reaching specific points
ED.1: DEVELOP UNIQUE OHV EXPERIENCES
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
of interest like the Chumash protected spaces
and iconic vista lookouts. Curated off-road tours
could take visitors to hidden gems and lesserknown areas of the destination, providing a more intimate and educational experience. Other OHV
experiences could include creating and curating
a recreation course for visitors to explore on their
own and introducing new riding competition events.
© VISIT SLO CAL
PAGE 64
Conduct targeted research on visitor preferences and interests in OHV experiences to determine which experiences appeal most to visitors to Oceano Dunes.

Collaborate with local OHV rental and tour companies to develop new experiences that align with visitor interests, such as guided tours, off-road courses, and riding competitions.

Promote the Experience Incubator as an avenue for businesses and entrepreneurs to develop new OHV-related experiences.

Provide experience development resources and opportunities for seed funding to boost the development of new experiences.

Promote the new OHV experiences through targeted marketing campaigns that reach potential visitors through social media, email marketing, and other digital channels.

Monitor the impact of the new OHV experiences on the environment and the visitor experience, using data and feedback to make adjustments as needed.

POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS
© VISIT SLO CAL

4. STEWARDSHIP RECOMMENDATIONS PAGE 65
How many new OHV experiences have been created?
What is the percentage increase in revenue generated by OHV rental and tour companies after implementing the curated experiences?
How many visitors have participated in the new OHV experiences? What is the level of satisfaction of visitors who participated in the new OHV experiences? What is the impact of the new OHV experiences on the Park’s environmental conservation efforts?
Has the local community seen any positive economic impacts from the increased OHV experiences?
What is the ROI of implementing the new OHV experiences, considering operational costs, revenue generation, and visitor satisfaction?
How has the Park’s overall reputation and brand perception changed due to the new OHV experiences?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are providing innovative OHV experiences:

Sandland Adventures in Florence, Oregon
Mac Woods Dune Rides in Mears, Michigan
Sossusvlei Dune Tour in Namibia
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4. STEWARDSHIP RECOMMENDATIONS PAGE 66
Based on stakeholder input, local businesses and
the Park should develop new low-impact activities
to provide visitors with more activity options on
the Dunes. These products and services should
include land and water-based recreation activities,
culinary events, and wellness experiences.

Local businesses should consider offering
experiences such as kiteboarding, sandboarding,
hiking, and fat-tire biking for outdoor activities
on the sand. Businesses could provide guided
experiences and lessons or rent or sell gear to
visitors to enjoy. These activities will give visitors
unique opportunities to explore the destination’s
natural landscape. Particularly for visitors who
have not brought their equipment to play on the
Dunes, this can enhance their experience while
providing an economic boost to local businesses.

ED.2 DIVERSIFY VISITOR ACTIVITIES AND SERVICES
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
The Park should also consider hosting more
events to celebrate outdoor sports, such as
kiteboarding or sandboarding competitions,
which will attract both participants and spectators.

Other Dunes areas are also exploring the creation
of frisbee golf courses. These events will allow
visitors to engage with the local community
and learn more about the destination’s outdoor
offerings.

For water-based activities, the destination should
offer visitors more opportunities through tours,
rentals, and sales of personal watercraft, surfing,
and fishing experiences. These activities provide
a unique destination perspective and encourage
visitors to explore beyond the shoreline.
© SILHOUETTE OF MAN PRACTICE SANDBOARDING,
BY CAPTURANDOKILOMETROS / ADOBE STOCK © PARACADUTE, BY MICHELE.PAUTASSO / ADOBE STOCK

4. STEWARDSHIP RECOMMENDATIONS PAGE 67
Increasingly Dunes destinations are providing various wellness-oriented activities that could be of interest to visitors to Oceano Dunes. Some examples of Dunes-based wellness activities include yoga and meditation sessions, wellness retreats, nature-element, and open-air pop-up spas. Careful consideration would need to be made regarding the locations for these activities to ensure a quality experience while not limiting other activity opportunities elsewhere on the Dunes.

The Dunes are well known for being an excellent place to socialize around a bonfire and enjoy the relaxing beach atmosphere. With the support of local businesses, the Park should consider adding additional resources and companies to provide more turn-key services for groups to enjoy bonfires on the beach. .. The Park, Visit SLO CAL, and associated businesses should coordinate more promotion of bonfire services as a unique experience. Additional offerings could include culinary and event experiences highlighting local culture and cuisine. This could include partnering with local restaurants and chefs to provide unique dining experiences, hosting food festivals or cultural events, and offering culinary workshops or classes.

Destination Organizations, State Parks and local businesses should research and assess the demand for various land and water-based activities, culinary events, and wellness experiences.

Businesses should develop business plans and budgets to determine the feasibility and profitability of new offerings.

The Park should assess the feasibility of hosting events and new vendors and the necessary permits or agreements needed to do so (see PM.2).

Local businesses should identify potential partners and suppliers for equipment rental, guided experiences, and other services.

The Park should work with businesses to identify suitable locations for new activities, to ensure environmental responsibility and limit negative impact on other activities.

Local businesses should consider offering packages that include multiple activities and experiences to enhance the visitor experience and provide value for money.

Visit SLO CAL, other Destination Organizations and local businesses should market and promote new activities to visitors.

Monitor visitor feedback and regularly evaluate new offerings’ success.

POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS PAGE 68
How many new activities have been developed and offered to visitors on the Dunes? What is the overall satisfaction level of visitors participating in new activities? What is the economic impact of these new activities on local businesses in terms of revenue and job creation?
How many outdoor sports events have been organized, and what is the level of participation and attendance?
What is the impact of these events on the local economy in terms of visitor spending and job creation?
What is the visitor return rate, and how has it changed after introducing these new experiences?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are diversifying recreation Dunes experiences:

Tottori Sakyu, Japan Sand Dunes Activities
Oregon Dunes National Recreation Area Activities
Samalayuca Dunes in Chihuahua Activities
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4. STEWARDSHIP RECOMMENDATIONS PAGE 69
For over 10,000 years, the Northern Chumash
people have sustainably lived and stewarded
the San Luis Obispo County area, and the
Dunes have remained an essential part of their
ancestral homeland, cultural identity and heritage
through current times. The Chumash have a
rich and unique history, including engaging in
regional trade utilizing coastal resources like
shell beads or fine-grained stone tool materials.

The Chumash are also known for their stunning
basketry, incorporating intricate details created
with mathematical precision. Today, the yak titʸu
titʸu yak tiłhini Northern Chumash Tribe of San
Luis Obispo County and Region (YTT Tribe), the
Northern Chumash Tribal Council (NCTC), and
the Santa Ynez Band of Chumash Mission Indians
(Santa Ynez) provide a strong foundation for the
Chumash people to protect and celebrate their
culture and heritage, creating dignity in the people
and educating the public about the Chumash’s
history and current way of life. Today, descendants
of the Northern Chumash continue to live in the
same area as their ancestors and carry on their
language, traditions, and ecological knowledge
to protect and conserve the cultural and natural
resources of San Luis Obispo County.

The development of new cultural heritage
experiences, including those that would educate
and engage visitors about the Chumash people’s
culture and history, received strong support
from stakeholders throughout the engagement
process. Currently, limited activities and
educational resources are dedicated to the dune’s
unique history with Native American people. There
is strong support for creating more experiences
and interpretive signage to educate visitors and
engage them about the Chumash people and
their significant contributions to the Oceano
ED.3: EXTEND CULTURAL HERITAGE EXPERIENCES
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
Dunes area and to the broader San Luis Obispo
County and Central Coast region.

The Oceano Dunes Visitor Center provides
information for a historical tour with a deeper look
at the Chumash and the unique individuals called
the Dunites. With guidance from local Indigenous
leadership, stakeholders should explore creating
new visitor experiences and educational resources
featuring the Chumash people’s unique history
and cultural connection to the Dunes. Indigenous
cultural heritage tourism is a growing sector in the
tourism industry, providing new opportunities for
Native American communities and individuals to
share their culture and history through their voices
while creating new economic opportunities.
© WOODEN BOARDWALK THROUGH THE LAKE,

BY HANNA TOR / ADOBE STOCK

4. STEWARDSHIP RECOMMENDATIONS PAGE 70
Some examples of new experiences could include historical walking/biking/OHV sightseeing tours of historical sites, culinary and native plant engagement workshops, and overnight star knowledge experiences. All experiences could include storytelling by representatives of the Northern Chumash people and tribes, as well as engagement activities to demonstrate and share the knowledge and stewardship values of the Chumash people with visitors. The representatives should approve all sites, knowledge and activities included in a visitor experience featuring Chumash history and culture.

The Dunes are also well-known as the home for the “Dunites,” a collection of cabin-dwellers who inhabited the Oceano Dunes for nearly a century. Famous for championing creativity, expression, and freethought above all other attributes. These qualities were reflected in their community on the Dunes.

At the height of its influence, the Dunite community attracted a hundred visitors monthly and was a host to valuable American figures, including John Steinbeck, Upton Sinclair, Ansel Adams, Ella Young, and John Cage. New tour experiences could include information about the Dunites and their unique way of life.

With the NCTC/YTT/Santa Ynez, develop new cultural heritage experiences, including guided tours, workshops, culinary and overnight experiences; promote the Experience Incubator for businesses and entrepreneurs to develop new experiences.

Ensure that the representatives approve all visitor experiences featuring Chumash’s history and culture and include storytelling and engagement activities.

Create interpretive signage throughout the Dunes to educate visitors about the Chumash people and their contributions to the San Luis Obispo County area (see II.4).

Explore creating new visitor experiences and educational resources featuring the Dunites and their unique way of life, including tours and interpretive signage.

Partner with local businesses and organizations to develop and promote cultural heritage tourism in the area.

Expand collaborations with local schools and educational institutions to enhance educational resources and programming on local history and culture.

Promote the exhibit at the Oceano Dunes Visitor Center dedicated to the Chumash.

Work with the NCTC/YTT/Santa Ynez to develop and implement sustainable tourism practices that respect and protect cultural and natural resources (see MC.2).

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4. STEWARDSHIP RECOMMENDATIONS PAGE 71
What is the current level of awareness among visitors about the Chumash people’s cultural heritage in the San Luis Obispo County area?
How many new cultural heritage experiences feature the Chumash people? What is the expected economic impact of the new experiences for the Chumash people? What is the approval process for sites, knowledge, and activities in an experience? How will the success of the new cultural heritage experiences be measured? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are creating Indigenous-led cultural heritage experiences:

North Dakota Native Tourism Alliance Experiences
Indigenous Tourism Experiences, Canada
Māori (New Zealand) Experiences
Navajo Nation (Arizona and Utah) Guided Tours
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4. STEWARDSHIP RECOMMENDATIONS PAGE 72
Oceano Dunes is a cherished natural destination
for residents and millions of visitors from around
the world. Stakeholders agree that the Park and
surrounding communities must be stewards of
this unique ecosystem so it can continue to be
enjoyed for generations to come. The Park offers
a range of ecotourism experiences that allow
visitors to explore and appreciate the unique
natural resources of the Dunes while minimizing
negative impacts on the environment, including
hiking, bird-watching, nature-viewing, horseback
riding, visiting the butterfly grove, interpretive
programs, and volunteering opportunities such
as beach clean-ups or vegetation projects.

Specifically, the Oso Flaco Lake Natural Area,
just north of Guadeloupe, is part of the SVRA
and the 22,000-acre Guadalupe Nipomo Dunes
Complex and provides access to the Dunes by
foot featuring stunning natural views and wildlife
by way of a boardwalk. This area is designated for
hiking, fishing, bird watching, nature study, and
other non-motorized uses.

Throughout the engagement process,
stakeholders identified opportunities to increase
eco-experiences and programs in the Dunes.

Although discussed for many years, significant
ecotourism developments have yet to occur
within or near the Dunes, and the economic
impact of ecotourism is still being determined.

The Park, tourism businesses, and key regional
stakeholders should develop new ecoexperiences and programs to diversify activities and improve the sustainable use of the Dunes.

The Park and key stakeholders should assess the
current ecotourism experiences and programs to
determine the level of visitor readiness (how easy
it is for a visitor to find, book, and participate in the experience) and decide what opportunities need
ED.4: EXPAND ECO-EXPERIENCES AND PROGRAMS
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
to be implemented to their greatest potential. For
example, how many bird-watching and natureviewing experiences are currently provided throughout the year? Are these experiences being
sufficiently promoted online, and do businesses
have the capacity to run tours consistently?
Although it is wonderful to ensure access for
visitors and residents to enjoy the natural wonders
of the Dunes on their own, it is important to
consider ways to create economic impact from
eco-experiences through tours and programs.

Additionally, a future development assessment
of the Oso Flaco Lake Area should be conducted
to understand future experiences and services,
including more hiking trails and expanded lake
use for recreation activities (e.g., kayaking, paddle
© DSC06180, BY BONITA ERNST

4. STEWARDSHIP RECOMMENDATIONS PAGE 73
boarding, etc.), parking, bathroom facilities, and educational signage. Oso Flaco has excellent potential for more visitor activities but would require appropriate infrastructure to ensure the natural areas are not negatively impacted by increased visitor recreation.

The proposed Chumash Heritage National Marine Sanctuary (CHNMS) also provides a unique opportunity for educational visitor experiences that contribute to the preservation of endangered marine ecosystems. The CHNMS is a one-of-its-kind opportunity to advance the first Tribal-nominated national marine sanctuary designation in the U.S. and would help to accelerate nature-based solutions through inclusive partnerships and collaborations. The potential could help promote the region’s uniqueness and importance to local communities.

Increasingly, visitors seek authentic experiences where they can appreciate a destination’s unique culture through food. The Pismo Beach and Oceano Dunes area is well-known for its clam population, which visitors and residents can enjoy with a proper permit. Another experience could be an “Ocean-to-Table” culinary adventure, where visitors participate in a guided experience to harvest clams and prepare local dishes. This is a unique experience where visitors can learn about the unique ecosystem of the Dunes area, as well as local cultures and history.

Assess current ecotourism experiences and programs to determine the level of visitor readiness and decide what opportunities need to be developed.

Determine how many bird-watching and nature-viewing experiences are provided throughout the year and whether these experiences are sufficiently promoted online.

Assess the current and potential economic impact of eco-experiences.

Conduct a future development assessment of the Oso Flaco Lake Area to understand future experiences and services, including more hiking trails and an expanded lake used for recreation activities, parking, bathroom facilities, and educational signage.

Support the proposed CHNMS as a unique opportunity for educational visitor experiences that contribute to preserving endangered marine ecosystems.

Explore potential visitor interest in an “Ocean-to-Table” culinary adventure.

Allocate more resources and capacity to promote volunteering opportunities such as beach clean-ups or vegetation projects for visitors and residents.

POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS PAGE 74
How many new eco-experiences and programs have been developed in the Park and surrounding area, and what is their economic impact on the local tourism industry? How many visitors have participated in eco-experiences and programs, and what is their level of satisfaction?
How many bird-watching and nature-viewing experiences are currently available, and how can businesses run tours consistently?
What is the level of online promotion and marketing for eco-experiences and programs, and how effectively is it attracting visitors?
How many hiking trails and other recreational facilities have been developed in the Oso Flaco Lake Natural Area, and how do they impact the natural environment? What is the visitor demand and satisfaction level for an “Ocean-to-Table” culinary adventure?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are creating ecotourism experiences:

Bruneau Dunes State Park, Idaho
Lençóis Maranhenses National Park, Brazil
Walking with Nomads Tours, Erg Chebbi, Morocco
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4. STEWARDSHIP RECOMMENDATIONS PAGE 75
Oceano Dunes offers equestrian experiences for
visitors who bring their horses. There are specific
areas for equestrian use, and visitors must stay
within designated trails and avoid sensitive habitat
areas. Additionally, the Park has a staging area for
horse trailers and a watering trough for horses.

Visitors must also obtain a horse-use permit to use
the equestrian facilities. There have been some
companies that provide horseback riding tours of
Oceano Dunes. Online reviews show a mix of visitor
satisfaction with some exceptional experiences and
poor reviews stating poor customer service and ride
limitations due to vehicles on the beach.

ED.5: DEVELOP NEW EQUESTRIAN EXPERIENCES AND FACILITIES I M PLEM ENTATI O N TI M ELI N E: M ED I U M-TERM
Stakeholders identified the potential for more
equestrian experiences and facilities in/near the Park
to diversify visitor activities. Horseback riding on the beach and coastal trails can be an excellent and
unique activity to offer visitors of all riding abilities.

It is recommended that stakeholders conduct
an assessment of current facilities and tours to
determine potential needs to improve equestrian
experiences within the Dunes. Considerations
should be made for equestrian-oriented
campgrounds, staging areas, and in-park horseriding tours. © HORSE LADY AND BIRD, BY BONITA ERNST
PAGE 76
Conduct an assessment of the current equestrian facilities and tours to identify potential areas for improvement.

Determine the potential need for additional equestrian facilities within the Park, such as equestrian-oriented campgrounds and staging areas.

Assess the current horse-riding tours companies offer to determine potential areas for improvement and ensure they follow sustainable tourism practices.

Develop new in-park horse-riding tours that showcase the unique natural resources of the Dunes while minimizing negative impacts on the environment.

Develop educational materials for visitors to inform them about the sensitive habitats in the Park and the importance of staying on designated trails during equestrian activities.

Work with local equestrian organizations to promote the equestrian experiences available in/near the Park and encourage their members to participate in eco-friendly activities such as beach clean-ups and vegetation projects.

POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS
© VISIT SLO CAL © BALTIC SEA BEACH, BY MARTIN / ADOBE STOCK

4. STEWARDSHIP RECOMMENDATIONS PAGE 77
How many visitors participate in equestrian experiences in Oceano Dunes each year? What is the average satisfaction rate of visitors who bring their horses to the Park? What is the current availability of equestrian-oriented campgrounds and staging areas? How many companies currently provide horseback riding tours in Oceano Dunes, and what is their level of customer satisfaction?
How many visitors express interest in equestrian experiences? What is the economic impact of horseback riding tours and equestrian facilities? What improvements can be made to current equestrian facilities to enhance visitor experience and safety?
What additional services or amenities can be added to equestrian facilities to attract more visitors?
Are there any sustainability concerns related to increasing equestrian experiences in the Park, and how can they be addressed?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are offering equestrian experiences:

White Sands National Monument, New Mexico
Oregon Beach and Dunes Trail Rides
Sahara Desert, Morocco
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4. STEWARDSHIP RECOMMENDATIONS PAGE 78
Park Management
And Operations
The SVRA has had to remain adaptive to the various changes to park access and available activities to ensure visitors and residents continue to have quality experiences within the Dunes. Park staff continues to maintain and enhance the infrastructure of the Park, including access points, roads, trails, parking, waste stations, and restroom facilities. Due to its proximity to and agreements with nearby communities, park staff coordinate with numerous local and state government agencies to maintain the operations of the Park. Regardless of how the courts decide, the SVRA must continue to adapt its management and operations to sustain staff capacity and provide a quality visitor experience.

4. STEWARDSHIP RECOMMENDATIONS PAGE 79
The Park should update its fee system, with
the consideration of adding a new reservation
component. The SVRA offers day-use passes
$5 per vehicle) sold on a first-come, first-served
basis at the beach entry kiosks at Grand Avenue
and Pier Avenue. Additionally, at this time, the only
online reservation system in place is for camping,
which is available up to six months in advance
of a visit and must be made through the Reserve
California website.

To improve the efficiency of park operations
and management, the Park should update
their existing fee and reservation system. The
reservation interface should be easy to find and
PM.1: UPDATE THE PARK’S FEE AND RESERVATION SYSTEM
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
navigate online and include various services to
reserve. The reservation system could include
day-use pass fees, camping, and event staging
space. Putting in place an online reservation
system for visitors to purchase their day-use
passes could help to reduce unnecessary traffic
congestion at the Grand and Pier Avenues entrances.

The new system would allow visitors to book their
day-use pass while increasing revenue for the
Park. In this scenario, the Park could provide an
“Online Fast Pass Rate” in which visitors will need
to book online at least 24 hours before their visit
and receive a lower rate. The “Day-Of Pass Rate”
would be similar to the fee system used today, and
© OCEANO DUNES STATE VEHICULAR RECREATION, BY WILLIAM C. BUNCE / ADOBE STOCK PAGE 80
Conduct research to identify the best online reservation system that can integrate with the existing website and payment processing system.

Develop a new fee and reservation system that includes day-use passes, camping, and event staging space.

Determine the optimal rates for the new fee system, taking into account the need to incentivize online bookings while ensuring accessibility for all visitors.

Develop and launch a user-friendly reservation interface on the Park’s website that includes clear instructions, pricing information, and any relevant policies.

Train park staff on managing and administering the new fee and reservation system, including monitoring and updating availability in real-time.

Collaborate with regional stakeholders to Implement a promotional campaign to raise awareness of the new reservation system and incentivize online bookings.

Monitor the new system’s usage and effectiveness and adjust based on visitor feedback and operational needs.

Consider adding a feature to the reservation system that allows visitors to purchase annual passes or bundles that include multiple days of use.

Evaluate the impact of the new reservation system on the Park’s revenue and visitor traffic, and use this information to inform future decision-making.

POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS
visitors would wait in line and pay for their day-use pass the day of their visit. It is recommended that the Park raises vehicle rates. Residents should have the greatest accessibility and pay the least amount possible.

By incentivizing visitors to book online, the Park can better understand future visitor numbers and collaborate with regional stakeholders for improved promotion and visitor management. Careful considerations will need to be made regarding how the new system will be developed and rolled out to ensure equal access for seasoned and new visitors.

Day-use passes are a critical funding source for the SVRA and support not only park operations, but also robust environmental programs focused on rehabilitating native vegetation and protecting breeding sites for two special-status ground nesting birds—the state and federally endangered California least tern and the federally threatened Western snowy plover. Whatever the outcome of the court case, it is essential for the Park to effectively evolve to meet visitor needs, reduce negative impacts within surrounding communities and ensure long-term operational stability.

4. STEWARDSHIP RECOMMENDATIONS PAGE 81
What is the current revenue generated by the day-use pass system, and how much revenue could be gained with the proposed fee and reservation system? How many visitors use the Oceano Dunes SVRA and are expected to use the Park with the proposed reservation system?
How will the new fee system affect visitor demographics, including the number of residents and out-of-town visitors?
How will the reservation system impact traffic congestion at the beach entry kiosks? How will the new system be evaluated and adjusted over time? POTENTIAL KPIS:
•
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CASE STUDIES
Examples of how other destinations are using online reservation systems:

Rocky Mountain National Park Timed Entry Permit System
Haleakalā National Park, Hawai‘i Reservation System
Washington State Park Discovery Pass
Indiana Dunes National Park Fees
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4. STEWARDSHIP RECOMMENDATIONS PAGE 82
The Park should review all existing park management operations, challenges, and available resources and make strategic changes to improve the efficiency of staff roles, responsibilities, and coordination with other agencies and organizations. Managers need to have an up-to-date understanding of priority needs and opportunities for the Park, including safety and security, infrastructure, facilities, environmental conservation, and visitor education. Understanding the SVRA brings in critical funding to enable staff to manage the Park effectively; it is recommended the Park develop a plan for the highest priority needs in case the function of the SVRA should alter dramatically.

PM.2: STRENGTHEN PARK MANAGEMENT OPERATIONS AND PROGRAMS I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM

DIVERSIFYING AND MANAGING CONCESSIONAIRES
Overall, becoming a concessionaire at SVRA is competitive. It requires interested parties to demonstrate their ability to provide quality services while adhering to the Park’s rules and regulations. To become a concessionaire, a business must submit a proposal addressing the Request for Proposals developed and announced by the Park. State Parks maintains nine concessionaire agreements, most of which provide services geared towards vehicular use on the Dunes, including four OHV rentals, one Hummer tour, a towing service, a mobile pump service, and the Pismo State Beach Golf Course and Fin’s Bar and Grill. This does not represent the diversity of current and potential activities that residents and visitors can enjoy on the Dunes, including but not limited to water-based activities, surfing, sandboarding, kiteboarding, fishing, hiking, bonfires, fat-tire biking, equestrian riding, and wildlife viewing.

New businesses have strong potential to rent/sell gear, give tours, and provide hospitality services. State Parks should revisit its current concessionaire program to assess the potential for new businesses to include in the following Request for Proposals.

It is also vital for all parties involved in a concessionaire agreement to have the information and resources necessary to be successful and be held accountable for their responsibilities.

The process to become a concessionaire should be transparent and adhere to updated policies. In coordination with the California Department of Parks and Recreation, the Park should improve its procedures for engaging with potential and existing concessionaires.

For instance, there is currently only one formal concessionaire registered to provide vehicle towing services within the SVRA, and visitors are instructed to use this company’s services in case of vehicle mishaps. However, other groups outside the concessionaire agreements provide towing services, and enforcement must be enhanced to ensure visitors use the agreed-upon concessionaire. As such, there should be a process to determine if any additional companies should be added and how to enforce the agreed-upon service providers best.

4. STEWARDSHIP RECOMMENDATIONS PAGE 83

BOOSTING ENVIRONMENTAL CONSERVATION PROGRAMS
State Parks boasts impressive conservation programs at Oceano Dunes, primarily funded by day-use pass fees, that help protect the unique ecosystem and wildlife of the Dunes. The Dunes is a popular breeding site for two special-status ground nesting birds—the state and federally-endangered California least tern and the federally threatened Western snowy plover.

Through the nesting program, park staff monitors, maintains, and enhances critical nesting habitats, color-bands chicks for further research, manages predators, educates visitors, and enforces resource protection regulations. The Park also has a revegetation program where park staff and volunteers plant native plants to rehabilitate and repair areas damaged from uncontrolled recreational use. Unfortunately, as the number of vehicles admitted to the beach has been reduced, so has the funding that directly supports these programs.

Numerous and varied stakeholders recognize the need for these programs to be better funded, promoted, and celebrated. Areas for further improvement include habitat preservation and restoration, air quality management, waste reduction and management, and education and outreach. Although the Park is actively addressing these areas, with limited funding and capacity and an uncertain future for OHV use of the Park, these programs will need additional support.

Updating the existing fee and reservation system could bring more funding for these programs. If a Stewardship Committee were to be created, this group could also support the Park in fundraising and advocate for more resources for these programs. Additionally, creating paid visitor experiences connected to these programs (see ED.4) could provide another funding stream and amplify outreach regarding the program’s conservation successes. The Park could also increase the use of renewable energy sources and promote sustainable practices throughout the Park. Overall, continued efforts to protect and preserve the Park’s natural resources are essential to ensure its long-term sustainability and maintain its status as a beloved recreational area for future generations. © DSC06746, BY BONITA ERNST
PAGE 84
Conduct a thorough review of existing park management operations, challenges, and available resources to identify areas for improvement and prioritize needs and opportunities for the Park.

Develop a plan for the highest priority needs in case the function of the SVRA should alter dramatically to ensure the Park can still be effectively managed.

Revisit the current concessionaire program to assess the potential for new businesses to include in a Request for Proposals and ensure the process is transparent and adheres to updated policies.

Improve procedures for engaging with potential and existing concessionaires in coordination with the California Department of Parks and Recreation.

Boost funding, promotion, and celebration of the Park’s conservation programs, including habitat preservation and restoration, air quality management, waste reduction and management, and education and outreach.

POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS
What is the visitor demand for diverse recreational activities within the Park, and what are the priority opportunities for new businesses to provide these services? What is the vendor’s satisfaction with the process of becoming a concessionaire? What measures can be put in place to enforce the agreed-upon service providers? What funding is allocated to conservation programs, and how has it changed over time? How effective is the current outreach and education program for visitors to understand the importance of conservation efforts?
POTENTIAL KPIS:
1 2
3 4
5 CASE STUDIES
Examples of how other destinations are improving park management operations:

South African National Parks Public Private Partnership Opportunities Zion National Park, Utah Commercial Use Authorizations
Lachine Canal National Historic Site, Canada Request for Proposal A Plan for Sustainable Practices within NYC Parks
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4. STEWARDSHIP RECOMMENDATIONS PAGE 85
Marketing
and Communications
Joint promotion and visitor communications can benefit all stakeholders of the Park and surrounding communities by increasing visibility, improving the visitor experience, promoting stewardship, and creating economic opportunities. A coordinated approach to communications and promotion is important to provide visitors and residents with the most current information about available activities, rules, and regulations for visiting the Park and supporting stewardship.

4. STEWARDSHIP RECOMMENDATIONS PAGE 86
Numerous websites provide varied information
about visiting the Dunes and surrounding
communities. Visit SLO CAL in collaboration with
State Parks, other Destination Organizations, city
and county leaders, and other key stakeholders
should revisit their Dunes-specific promotion
and education strategy that includes resources
everyone can use to interact with and educate
visitors and residents. Stakeholders expressed
strong interest in the region engaging in projects
to identify existing and potential target visitor
markets, promote existing and emerging
businesses, increase overnight visitation, grow
low-season visitation, and educate people more
widely about the unique geography, culture, and
history of the region.

For visitor-related aspects of this strategy, it is
recommended to conduct additional market
research to identify existing and potential visitor
MC.1: IMPROVE PROMOTION AND EDUCATION OF OCEANO DUNES
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
markets to the Dunes. Understanding what visitors
are looking for during their visit to the Dunes and
what new activities they would be interested
in could guide experience and infrastructure
development. Research findings could inform
SLO CAL’s marketing efforts to ensure promotional
content reaches desired markets and features
unique and authentic activities and programs.

Additionally, as existing experiences are enhanced
and new activities and services are developed,
there is an opportunity to create itineraries
and experience/resource maps to provide
collaborative marketing materials while improving
how visitors navigate all the region offers.

Stakeholders felt that there needs to be more
and better promotional content about the current
environmental conservation efforts within the Park.
© WAITING FOR THE SUN TO SET AT PISMO BEACH, BY MADA_CRIS / ADOBE STOCK

4. STEWARDSHIP RECOMMENDATIONS PAGE 87
Conduct market research to identify existing and potential visitor markets to the Dunes.

Share research findings with local businesses and the Park to support the development of unique and authentic activities and programs based on findings.

Create itineraries and experience/resource maps to provide collaborative marketing materials to DMOs, tourism businesses, and the Park.

Engage in targeted marketing and promotional efforts to attract visitors during off-peak times or encourage weekday visits.

Boost promoting environmental conservation efforts within the Park, including nesting and revegetation programs.

Provide regular and transparent updates to residents and business owners of local communities about current park news, available activities, volunteer opportunities, and ways they can support stewardship of the region; consider creating an online resident portal to centralize communications and outreach.

Engage the Stewardship Committee to support resident-focused engagement and outreach.

Work with city and county leaders and key stakeholders to revisit Dunes-specific promotion and education strategy.

POTENTIAL ACTIONS:
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The nesting and revegetation programs have been successful and could be featured more. Successful promotion can ensure visitors and residents continue to know about and support these critical programs as they change and grow.

For resident-focused engagement and outreach, it is recommended for State Parks, with the support of the Stewardship Committee and other Destination Organizations, to provide regular and transparent updates to residents and business owners of local communities with information about current park news, including available activities, volunteer opportunities, and ways they can participate in supporting stewardship of the region. Stakeholders should consider creating an online resident portal that provides Dunes-related updates, celebrates local projects and individuals, and provides a framework for residents and business owners to contribute their ideas to tourism-related opportunities.

PAGE 88
How many new target visitor markets were identified through market research, and how successful were marketing efforts in reaching these markets? How many new activities and services were developed based on market research findings, and what was their impact on visitor satisfaction and park revenue? How many new itineraries and experience/resource maps were created, and how effective were they in guiding visitors to different parts of the region? How successful was the promotion of environmental conservation efforts within the Park, and what was the impact on visitor awareness and support for these programs? How many residents and business owners were reached through regular updates and information about park news and stewardship opportunities, and what was their level of engagement and participation?
How many ideas and suggestions were contributed by residents and business owners through the online portal?
How did visitor numbers and revenue change during the low season as a result of the promotion and education strategy?
What was the level of visitor satisfaction as a result of the strategy, and how did this impact the region’s overall economic and environmental sustainability? What is the resident sentiment towards tourism in the area? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are communicating with visitors and residents:

Breckenridge, Colorado’s ‘B like Breckenridge’ campaign Go Hawaii’s ‘Malama Hawaii’ campaign
Jackson Hole, Wyoming marketing and promotion
Sonoma County, California’s sustainability homepage
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4. STEWARDSHIP RECOMMENDATIONS

4. STEWARDSHIP RECOMMENDATIONS PAGE 89
MC.2: DEVELOP AND DISTRIBUTE RESPONSIBLE VISITATION RESOURCES I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
The SVRA website provides a comprehensive
list of safety recommendations to ensure visitors
recreating with vehicles in the Park have a safe and
enjoyable visit. The site also links to the Tread Lightly website, which provides additional tips for recreators
to enjoy outdoor spaces respectfully. That said, there
are other opportunities for the Park and regional
partners to promote more responsible visitation
messaging geared towards all visitors, not just those
visiting the Park for vehicle recreation. For example,
many nature-based destinations throughout the
United States promote Leave No Trace Principles
and more destination-specific guidelines for
responsible recreation. Beyond the exact content
that is created, destination marketing organizations
are finding new and varied ways to share responsible
visitor resources beyond homepages, signs, and
flyers. Social media campaigns continue to provide
new opportunities to educate visitors before they
arrive at the destination and can be more engaging
than a homepage by featuring influencers or
providing quizzes with discount incentives.

It is recommended for State Parks, Visit SLO CAL,
and regional stakeholders to assess all responsible
visitation messaging resources currently existing
and identify any gaps or opportunities for improved
content. This could be an excellent project to be
spearheaded by the Stewardship Committee.

Additionally, stakeholders should determine how
to educate visitors and residents in different ways
about responsible visitation guidelines to the area.

Visitors frequently need to see content numerous
times to understand and adhere to suggestions
and guidelines. Providing more proactive outreach,
including social media and coordinated efforts with
tourism businesses (accommodations, tour guides,
marketing agencies), is recommended.
© DSC06412, BY BONITA ERNST

4. STEWARDSHIP RECOMMENDATIONS PAGE 90
Assess all responsible visitation messaging resources available in the Park and the region, identifying any gaps and opportunities for improvement.

Develop destination-specific guidelines for responsible recreation and promotion of Leave No Trace Principles, with input from stakeholders.

Identify different ways to educate visitors and residents about responsible visitation guidelines, such as social media campaigns.

Provide proactive outreach to tourism businesses, including accommodations, tour guides, and marketing agencies, to promote responsible visitation guidelines and ensure they are integrated into marketing efforts.

Enhance and promote the safety recommendations provided on the SVRA website, including those for vehicle recreation, to ensure visitors are aware of potential risks and take necessary precautions to stay safe.

Consider developing a reporting mechanism for visitors to report any violations of responsible visitation guidelines, and ensure that this information is effectively communicated to relevant authorities for appropriate action.

Monitor and evaluate the effectiveness of responsible visitation messaging efforts.

POTENTIAL ACTIONS:
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© DSC06734, BY BONITA ERNST
PAGE 91
How many responsible visitation messaging resources currently exist? What is the current level of visitor adherence to responsible visitation guidelines? How effective are the existing responsible visitation messaging resources? How many visitors engage with responsible visitation messaging on social media? How many businesses in the area actively promote responsible visitation messaging? Has visitor behavior and adherence to responsible visitation guidelines improved since implementing new messaging strategies?
What is the level of visitor satisfaction with responsible visitation messaging? Are there any gaps in the existing responsible visitation messaging? How does the level of responsible visitation messaging in the SVRA compare to similar destinations in the region/state/country?
How much funding and resources are being allocated towards implementing new responsible visitation messaging strategies, and what is the return on investment? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are promoting responsible visitation:

Do Colorado Right Campaign
Leave No Trace State Fish, Wildlife and Park Agency Partnerships Visit Yosemite, Madera County, Visit California RESPECT Campaign •
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4. STEWARDSHIP RECOMMENDATIONS
PAGE 92
Appendix

APPENDIX
© DUNES NIGHT, BY BONITA ERNST
PAGE 93
Appendix:

Project Stakeholders

APPENDIX
PAGE 94

LIST OF STAKEHOLDERS BY LEVEL OF ENGAGEMENT

STAKEHOLDERS INTERVIEW WORKSHOP OPEN
HOUSE
Adam Verdin, Owner Old Juan’s Cantina; Member of VACO (Vitality Advisory Council of Oceano) X Allene Villa, President, Oceano Community Services District Bonita Ernst , Head of the People for the Dunes X X
Brad Snook, Past Chair SLO Chapter of the Surfrider Foundation Bruce Van Vort, Owner of Fin’s Seafood
Caren Ray Russom, Mayor, City of Arroyo Grande
Charles Varni, Director, Oceano Community Services District X X Cheryl Cuming, CBID Board Member and Chief Administrative Officer of Highway 1 Road Trip (unincorporated area of SLO County TBID)
Christian Juaregi, Retired Fire Battalian Chief for CalFire X Chuck Davison, President and CEO, Visit SLO CAL X X X
Connie Clark, Search & Rescue
Dena Bellman, District Planning Chief – Senior Park & Recreation Specialist Channel Coast District for California State Parks X X
Edward Waage, Mayor, City of Pismo Beach X
Fernando Granados, Sales Manager, Envoy Mortgage X
Gary Willey, Air Pollution Control Officer, SLO County Air Pollution Control District (APCD) George Prats, Manager of Pacific Dunes Ranch RV Resort
Gina Hunt McMann, Chumash X
James Worthley, Planning Director at SLOCOG X
Jared MacLeod, Vice President of Friends of Oceano Dunes; VP of Education for California Off-Road Vehicle Association (CORVA) X
Jeff Lee, Mayor, City of Grover Beach X
Jennifer Rokes, Secretary/Treasurer, VACO X X X
Jill Quint, Owner of Deltina Coffee Roasters X
Jim Lewis, City Manager of Pismo Beach X
Jim Suty, President of Friends of the Oceano Dunes (FoOD) X X Jocelyn Brennan, President of HRM Corp. X X
Karen White, Resident and former reporter, Santa Maria Times X Kathy McCorry, CEO of South County Chamber of Commerce X X Keith Smith, CEO/President of United Spinal Association Central Coast of California Chapter X

APPENDIX
PAGE 95

STAKEHOLDERS INTERVIEW WORKSHOP OPEN
HOUSE
Kevin Pearce, Superintendent III, California State Parks X X X Laura Fiedler, Economic Development Manager for SLO County X Linda Austin, President at Oceano Depot Association; Member, Vitality Advisory Council of Oceano (VACO) X X
Lyndi Love-Hanning, VP of SLO Coast Wine Collective
Mary Ciesinski, ECO SLO
Matt Downing, Community Development Director, City of Pismo Beach X X Matthew Bronson, City Manager of Grover Beach X X
Melanie MacDowell, Current Chair SLO Chapter of Surfrider Foundation Melissa James, President & CEO of REACH X X
Mona Tucker, yak tityu tityu tilhini Northern Chumash (ytt) X X Nick Alter, Chair & Co-Founder of Oceano Economic Development Council X X Nicole Moore, Past Chair of South County Chambers of Commerce X Roger Jacobs, District Planning Chief, California State Parks X X X Ronnie Glick, Senior Environmental Scientist, California State Parks X X X Russ Levanway, Executive Vice President of REACH X
Sam Cohen, Government and Legal Specialist The Santa Ynez Band of Chumash X Sandy Cheek, Policy and Consultation Advisor, Northern Chumash Tribal Council X Scott Lathrop, CEO, ytt Northern Chumash Nonprofit
Sean Emerson, General Manager of Vons Grover Beach X
Sheila Patterson, Executive Director at Ride Nipomo Equestrian Trail Alliance X Steve Dayton, Owner of Steve’s ATV Rentals & Golf Course X Trevor Keith, Director of SLO County Dept. of Planning and Building X Violet Sage Walker, Tribal Chairwoman for the Northern Chumash Tribal Council X Whitney McDonald, City Manager of Arroyo Grande X

APPENDIX
PAGE 96
Appendix:

Stewardship Recommendations

APPENDIX
PAGE 97

POTENTIAL RECOMMENDATIONS AND ACTIONS

APPENDIX

CATEGORY RECOMMENDATIONS TIMELINE
Regional Stewardship
RS.1 Create an Oceano Dunes Stewardship Committee
RS.2 Improve visitor monitoring, reporting and data use RS.3 Provide capacity building support for tourism workforce Short
Short
Medium
Infrastructure and
Investment
II.1 Improve accessibility for all abilities
II.2 Increase alternative transportation options
II.3 Enhance and expand trail systems and walkways
II.4 Create and update directional and interpretive signage II.5 Improve bathroom and campsite facilities and access II.6 Upgrade Dunes welcome capacity
II.7 Diversify accommodations
II.8 Develop more event venues, restaurants, and retail spaces Short
Medium
Medium
Medium
Medium
Med/Long
Long
Long
Product and
Experience
Development
ED.1 Develop unique OHV experiences
ED.2 Diversify visitor activities and services
ED.3 Extend cultural heritage experiences
ED.4 Expand eco-experiences and programs
ED.5 Develop new equestrian facilities
Short
Short
Short
Short
Medium
Park Management
and Operations
PM.1 Update the Park’s fee and reservation system
PM.2 Strengthen Park management operations & programs
Short
Short
Marketing and
Communications
MC.1 Improve promotion and education of Oceano Dunes
MC.2 Develop responsible visitation resources
Short
Short
PAGE 98
Appendix:

Future Scenarios Ideation

APPENDIX
PAGE 99

IMPLICATIONS OPPORTUNITIES RECOMMENDATIONS
• Lack of visibility and planning
‣ Concession planning
• Less vehicles
‣ More rentals
‣ More capacity required
• Parking capacity
‣ Lack of parking within
communities
• Traffic chaos (main avenue)
‣ Grand/ pier logistics
‣ Conflict between day-use/
overnight
‣ Less OHV trailer-type traffic;
more congestion because of
reservation system
• Capacity tracking
‣ More data, more programs
‣ Better training capacity
• Ineffective community access
• Negative economic impact,
potential slowed growth
‣ Hardship on Dunes businesses
‣ City becoming stagnant
without investment
‣ Economic impact on current
concessionaires
• Decreased revenue for State Parks
‣ Reduced funds for all
programs including those for
conservation
• Become playground only for the rich
• Reduced visitor diversity
• More access points to the Dunes
‣ Development of Oso Flaco and
better connection to towns
• Diversity of transportation
‣ Mobility within the Dunes
(shuttles)
• More accommodation capacity
• More dune adjacent activities/
access
• Becomes a luxury eco-destination
• Business development of new
activities/services
‣ Retail for low-impact recreation
activities (sandboarding)
‣ Curated off-road tours (more
exclusive)
‣ Retreats (education/themed)
‣ Equestrian tourism
‣ Concessionaires run all
OHV tours
• Develop beach boardwalk to
connect all communities
• Develop more trails for better
connectivity
• Develop more parking areas
• Develop Grand Avenue
• Add more EV charging stations
• Promote the park differently
Product/Experience:
• Develop new low-impact activities
‣ Outdoor activities
(wind and sand)
◊ Kiteboarding,
sandboarding, hiking,
fat-tire biking, movie sets
◊ More events to celebrate
outdoor sports
◊ Curated off-road tours
‣ Outdoor activity (water)
◊ Personal watercraft,
surfing, fishing
‣Organized tours/programs
◊ Develop capacity/program
◊ Concessionaire access
‣ Culture: history of Dunites
◊ Remake Dunites
◊ Chumash heritage
◊ Authentic cabins
Infrastructure:
• Address transportation & parking
challenges
‣ Access points (no vehicles)
‣ Alternative transportation
‣ Better parking and traffic
infrastructure
• Develop new hard infrastructure
‣ New RV area
‣ Boardwalk connecting
communities
‣ New diverse lodging (full
service with a range of services
that fits OD visitor needs)
Planning and Communications:
• Create new strategic plan with
local partner engagement
including an updated brand
identity, promotion and marketing
approach
‣ Placemaking of destinations
and Dunes access points
‣ Promote overnight stays
NEW NORMAL: LIMITED-ACCESS

APPENDIX
APPENDIX PAGE 100

IMPLICATIONS OPPORTUNITIES RECOMMENDATIONS
• Monument access tickets
• Welcome kiosks
• improve /renovate facilities
• Environmental implications - dust
• Activity : OHV intensive zone
• Overtourism/Carrying Capacity
Challenges:
‣ Need for more enforcement
and management
‣ More traffic, less parking
capacity
‣ Safety
◊ More vehicles in the area
◊ More accidents
• Impact on resident quality of life
‣ Vocal minority that want OHV
fully closed will be negatively
impacted -> historic tensions
will resurface
• Need more signage and
educational materials
• Missed opportunity to diversify
tourism offerings because of
saturation of OHV market
• Need for more lodging becomes
urgent
• Chumash National Marine
Sanctuary -> could have
implications
• Create activity zones (active/
passive)
‣ Diversify activities
(experience zones)
‣ Diversify accommodation
(accommodation zones)
◊ Overnight camping
concession
• New system to manage visitors
(reservation and physical
infrastructure)
‣ Partner with the County and
others for infrastructure
‣ More parking capacity (Dunes)
‣ Ticketing: different fee
schedule
‣ Shuttle service for day users
• Develop more facilities (event
venues, breweries, wineries,
eateries, etc.)
• Develop more lodging
‣ Camping destination
• Increase visibility of conservation,
education and cultural program
efforts that have been impactful/
successful
Product/Experience:
• OHV management:
‣ OHV trail system
‣ Tier 1/2/3 OHV zones
‣ Fee schedule
• Dunes zoning
‣ Activity zones
‣ Accommodation zones
‣ Day-use zones
• Concession program
‣ Diversify activities
Infrastructure:
• Develop infrastructure: parking,
lodging, transportation,
congestion mitigation, etc.
• Invest in development amenities in
communities
‣ Traffic? /boardwalk
• Creating more access points and
improving placemaking
Planning and Communications:
• Marketing
‣ Connect coupons with
community businesses
‣ Market overnight opportunities
‣ Market off-season
‣ Education-focused campaigns
(protection/give back)
• Become #1 camping destination in
California
• Engagement and promotion of
the success of the environmental,
conservation and education
program
• Continue to develop and promote
new tourism offerings (low-impact)
• Better monitoring and
communication of visitor data with
tourism organizations for better
planning and visitor education
CONTINUATION: BACK TO THE FUTURE
APPENDIX PAGE 101

IMPLICATIONS OPPORTUNITIES RECOMMENDATIONS
• Parking challenges
‣ Interest to access the Dunes
Transportation
‣ Options from surrounding
communities
‣ Different access points
• Visitation decrease
‣ Day-use
‣ Overnight
‣ Need to shift regional
strategic approach
• Ghost-town (Guadeloupe =
Oceano)
• Simpler State Parks management
operation
‣ Significant loss of state
funding for all programming
‣ Needs are reduced (less staff,
less vehicles)
‣ Shifts park focus
• Loss of visitor market;
• Transportation and access would
be challenged
• Alternative transportation
on Dunes
‣ Access to the beach
• New infrastructure
‣ Gondola, mono-rail
‣ More investment in developing
tourism services in
communities around the Dunes
‣ Beach Town (pier/grand)
‣ Develop access points,
placemaking, and services
• Outdoor activities
‣ Low-impact concessions
• Themed access points
‣ Play: find inner child
• Back of Dunes (more protected)
• Camping - additional
campgrounds
• Become California’s most popular
bonfire beach
Product/Experience:
• Develop the low-impact
activities (All)
‣ Outdoor recreation =
passive recreation
‣ Programming: cultural pop-up,
unique events, cultural center
◊ Chumash traditions
◊ Education and culture
‣ Ecotourism (eco resort)
◊ Oso Flaco Lodge
(flora/fauna)
◊ Wellbeing
◊ Trails
‣ “Beach Town” Authentic
◊ Oceano (community
amenities) (main street)
◊ Oso Flaco (low-impact
development)
• New development of Oso Flaco
(camping, concessions, services)
Infrastructure:
• Access to the Dunes
‣ Alternative access points:

Refinery, Trails, Shuttle (RV),
Bike access
• Transportation: Amtrak Station
connection hub to all points of
entry
• Dunes for good
‣ Refinery = desalination plant
‣ Dunes = biodiversity
• Investment in adjacent properties
from State Parks
• Develop new access points and
placemaking
• Develop new lodging types:
camping, eco-lodge
• Create a new Pier and downtown
area in Grand; more visitor
experiences and services closer to
the Dunes
Planning and Communications:
• Develop and celebrate gateway
communities and spaces
• Create a new marketing strategy
targeting different visitors
• Advocating for state support for
new development
TRANSFORMATION: NEW ECO-REGION
PAGE 102
Appendix:

Dunes Benchmark

APPENDIX
PAGE 103
Tottori Sakyu, Japan Bruneau Dunes State Park, Idaho
• Large dunes located in the San’in Kaigan Geo National Park just outside the Tottori city center, spanning
roughly 16 kilometers along the Sea of Japan that can
reach up to two kilometers wide and 50 meters high.
• Main Activities: Hiking, paragliding, sandboarding,
nature viewing, art exhibitions, camel and horse
cart rides
• Facilities/Attractions: Sakyu Center observation deck (via chairlift), Sand Museum
• 1.3 million visitors every year
• Management: San’in Kaigan Geo and National Park
Managing Board, Steering Committee and Promotion
Council working closely with Tottori residents and
business owners
• Boasting the tallest single-structured sand dune in
North America, with a peak rising 470 feet above the
surrounding desert floor, this state park is a year-round dunes destination for leisure and recreation visitors.
• Main Activities: hiking, sandboarding, nature viewing, fishing, horseback riding, biking, stargazing, camping, RVing, educational excursions, and limited OHV
• Facilities/Attractions: Visitor Center, Observatory,
campgrounds, and equestrian facilities
• Roughly 128,000 annual visitors support 60 jobs
statewide, and visitor and park spending increased the
production of goods and services in the communities
around the dunes by $3.2 million (2018)
• Management: Idaho Parks and Recreation

LIMITED OHV DUNES

APPENDIX
Huacachina, Peru Imperial Sand Dunes, California
• The only natural oasis in South America located 5 hours from Lima and 15 minutes from the city of Ica. Home
to the most extensive sand dunes in the continent and
famous for sandboarding and dune buggy tours, the
destination first became popular in the 1960’s as a local family resort.
• Main Activities: Sandboarding, dune buggy tours, hiking, camping, lagoon activities, restaurants
• Facilities/Attractions: Lagoon, restaurants,
accommodations, event venues
• 120 permanent residents are entirely dependent on the small village’s tourism economy
• Management: Community of Huacachina
• Located in the southeast corner of California, the
Imperial Sand Dunes are the largest mass of sand dunes
in the state. A favorite place for OHV enthusiasts, the dunes also offer fabulous scenery, opportunities for
solitude, and home to rare plants and animals. Some
areas prohibit motorized vehicles.
• Main Activities: OHVs, hiking, sandboarding, camping, movie making, and events/festivals
• Facilities/Attractions: campgrounds, vendors
• 1 million people visit annually generating a little over $3.1 million in fee program revenue
• Management: Bureau of Land Management; Imperial
Sand Dunes Recreation Subgroup

HIGH OHV USE DUNES
APPENDIX PAGE 104
Sossusvlei, Namibia Oregon Dunes National Recreation Area • Situated in the largest conservation area in Africa (the Namib-Naukluft National Park), Sossusvlei is one of
Namibia’s best-known attractions. The dunes in this
area are some of the highest in the world, reaching
almost 400 meters, and provide nature and adventure
enthusiasts with unique experiences. Home to the
Namib Sand Sea, a UNESCO World Heritage Site.
• Main Activities: hiking, sandboarding, nature viewing, photography, camping (budget and luxury), eco-lodges,
OHV, and hot air balloons
• Facilities/Attractions: Campgrounds, commercial
accommodations, concessionaires
• Around 600,000 tourists visit each year
• Management: Ministry of Environment, Forestry
and Tourism
• One of the largest expanses of temperate coastal sand dunes in the world, the stark, mist-shrouded views of
dunes, forests, and ocean is a huge draw for nature and OHV enthusiasts. Designated as a National Recreation
Area in 1972, the area follows nesting season restrictions March-September.
• Main Activities: OHV, hiking, paddling, wildlife viewing, birding, camping, picnicking, educational experiences,
sandboarding and sand play
• Facilities/Attractions: Visitor Center, campgrounds,
ATV vendors
• Estimated 500,000 visitors annually
• Management: United States Forest Service,
Confederated Tribes of Coos, Lower Umpqua and
Siuslaw Indians

MIXED USE DUNES
Accommodations Culture
& Heritage
Nature
and Wildlife
Programming Sports and
Outdoor Activities
Wellness &
Wellbeing
• Camping
• Glamping
(dome tents,
cabins, etc.)
• ADA adaptations
• Photography
• Dark Skies/
stargazing
• Sand art/
museums
• Culture &
heritage
• Wildlife
viewing
• Events and
festivals
• Educational
experiences
• Culinary
journeys
• Hiking
• Off-Highway/Road
Vehicles
• Sandboarding/
sledding
• Paragliding/
kiteboarding
• Horse/camel
riding
• Fishing
• Fat tire biking
• Organized sports
(frisbee golf,
bubble soccer)
• ADA adaptations
• Wellness
retreats
• Wildlife &
wellness walk

KEY TAKEAWAYS
@resonanceco
resonanceco.com
[email protected]
Vancouver
306 -1040 Hamilton St.

Vancouver, BC V6B 2R9
P +1 604 681 0804
New York
175 Varick St., 6th Floor
New York, NY 10014
P +1 646 467 4501
Montréal
3500 St Jacques St.

Montréal, QC H4C 1H2
P +1 438 888 0161
Singapore
46 Kim Yam Rd., #01-05/06/07
Singapore 239351
P +65 8116 7444

RESOURCES DESCRIPTION
Balance from June 30, 2023 $ 4,637,389.20
Deposits 1,688,627.21
Check Number Date
Voided Checks 73601 07/06/23 527.61
73749 07/26/23 129.83
From Street Bond Acct 686,367.19
Total Resources $ 7,013,041.04

EXPENSES

DESCRIPTION PERIOD ENDING CK DATE CHECK NUMBER AMOUNT
WR 07/06/23 73663-73720 1,847,229.76
PR Direct Deposit 07/09/23 07/14/23 5361217-5361288 181,046.08 WR 07/13/23 73721 - 73776 138,815.78
WR 07/20/23 73777-73824 285,467.92
PR Direct Deposit 07/23/23 07/26/23 5361289 – 5361352 171,823.74 WR 07/27/23 73825 - 73886 1,097,056.25
Electronic Transfers 1,841,965.08
Returned Checks,Chargebacks 1,134.24
Credit Card Payments Service Charge 3,068.01
Deposit Correction 29,564.40
Total Expenditures $ 5,597,171.26
Cash Balance as of July 31, 2023 $ 1,415,869.78
Respectfully,
Lorena Zarate
Finance Manager

CITY OF GROVER BEACH
Treasurer's Report for August 28, 2023 City Council Meeting July 1, 2023 to July 30, 2023
Agenda Item No. 3

ACCOUNTS PAYABLE
CHECK DATE 07/06/2023
Check Name Check Amount Check Date Invoice Desc
Hourly services and expenses rendered for Financial
73663 A M Peche & Associates LLC 4,755.00 07/06/2023 Consulting Services 73664 Alliant Insurance Services, Inc 329.00 07/06/2023 Insurance Special Event Liability 1/1/23-1/1/24 73665 Apodaca, David 800.00 07/06/2023 Summer Concert Series Rock Odyssey Band Payment

ARROYO GRANDE COMMUNITY
73666 HOSPITAL 5,000.00 07/06/2023 Community Grant

BLUE SHIELD OF CA LIFE &
73667 HEALTH MEDICAL EYE SERVIC 777.00 07/06/2023 Employee insurance premiums - July 2023 California Joint Powers Insurance
73668 Authority 906,072.00 07/06/2023 Annual Contribution 2023-24 Liability & WC Program California Joint Powers Insurance
73669 Authority 55,534.00 07/06/2023 All Risk Property Ins Program 7/1/23-7/1/24

CALIFORNIA POLICE CHIEFS
73670 ASSOCIATION 462.00 07/06/2023 2023/2024 dues
Refund Minds in Motion Summer Camp due to low
73671 Campbell, Rebecca 190.00 07/06/2023 enrollment
73672 Casa Solana 5,000.00 07/06/2023 Community Grant
73673 CHARTER COMMUNICATIONS 1,104.44 07/ 06/2023 City Facilities - Internet Charges 6/11/23-7 /10/23 Clint Steele Weirick & Karen
73674 Walsh 750.00 07/06/2023 Cash for Grass Rebate - 1595 Huntington Ave 1113 sq ft 73675 COASTLAND INC 5,900.00 07/06/2023 July Grounds Maintenance #1321 Costa Bella Loc#113 73676 COLD CANYON LANDFILL INC. 692.00 07/06/2023 Waste Disposal - 4th Street Entrance

COUNTY OF SAN LUIS OBISPO
73677 DEPT OF PUBLIC WORKS 666,188.12 07/06/2023 Billing for FY 2023-24 73678 El Dorado Brands LLC 4,000.00 07/06/2023 921 Huston Rent for July 2023

FIVE CITIES CHRISTIAN WOMEN
73679 FOOD PANTRY 5,000.00 07/06/2023 Community Grant
Registration for Ryan Wade to attend Background
73680 FRESNO CITY COLLEGE 114.00 07/06/2023 Investigation Course in Fresno on July 24th, 2023 73681 G.T. COX ELECTRIC 444.50 07/06/2023 Replace exhaust fans in 3 restrooms - Fire House Loc#102 73682 Governmentjobs.com, Inc. 16,058.86 07/06/2023 Subscription fee for Governmentjobs.com 7 /1/23-6/30/24 73683 Granicus, LLC 21,760.00 07/06/2023 Term 7 /1/23-6/30/24 - Support 73684 Grover Beach Door & Supply 675.00 07/06/2023 Chain Drive Overhead Door Opener Installed Loc#107 73685 Hacienda Gardening 1,225.00 07/06/2023 Gopher Trapping - Loc#llO, Loe #112, Loe 114 & Loe 103 73686 Hagos, Tzighe 60.71 07/06/2023 Cash for Grass Rebate 780 Coronado 60.91 sq ft

HARRIS ENTERPRISE RESOURCE
73687 PLANNING HARRIS SYSTEMS 63,827.87 07/06/2023 Harris system coverage 7 /1/23 - 6/30/24 73688 HOSPICE OF SAN LUIS COUNTY 5,000.00 07/06/2023 Community Grant 73689 J.B. DEWAR INC. 5,183.65 07/06/2023 Gas Stmt 6/16/23 to 6/30/23 73690 JAY SWIFT 500.00 07/ 06/2023 Medical reimbursement per retiree contract - July 2023 Kawagoe, Kent M . PH .D.,
73691 Licensed Psychologist 300.00 07/06/2023 Psych testing Howell LexisNexis Risk Data
73692 Management, Inc. 848.93 07/06/2023 AVCC Subscription June 2023,Cannabis McCall Const Oba/McCall Replaced Evaporator Motor in Records Room - GB PD 73693 Plumbing & Mechanical 2,455.79 07/06/2023 Loc#lOl Check Name Check Amount Check Date Invoice Desc

METROPOLITAN
TRANSPORTATION COMMISSION STREETSAVER ANNUAL SUBSCRIPTION 07/01/2023 - 73694 ATTN : DEVME 2,000.00 07/06/2023 06/30/2024
73695 MINERS HARDWARE 1,950.83 07/06/2023 Valve Box for Mentone Basin Park Loc#l12 73696 O'REILLY'S AUTOMOTIVE INC 597.92 07/06/2023 Part for Message Board - Shop 73697 One Cool Earth 5,000.00 07/06/2023 Community Grant 73698 Patrick Wilkinson 527.61 07/06/2023 Refund of Deposit Account 871 & 881 S 4th Street $527.61 73699 Peak WiFi.com 2,909.95 07/06/2023 Network Services for June 2023

PETTY CASH-MATTHEW
73700 BRONSON 85.44 07/06/2023 Subscription fee for Perform 7 /1/23-6/30/24

PETTY CASH-MEGAN MARTIN
73701 COMMUNITY DEVELOPMENT 102.22 07/06/2023 Petty Cash Reimbursement FY23-24 73702 PowerDMS, Inc. 4,534.88 07/06/2023 Plan IT Subscription 7 /1/23 to 6/30/24 73703 Principal Life Insurance Company 5,262.99 07/06/2023 Employee insurance premiums - July 2023 73704 PROCARE JANITORIAL SUPPLY 972.61 07/06/2023 gloves, multi towels for the Yard Loc#l07 Randy Gonzalez-Esparza_Education Reimbursement_6-29-
73705 Randy Gonzalez 1,068.75 07/06/2023 23
Summer Concert Series Rock Odyssey Band Payment for
73706 RICH ROLSON 625.00 07/06/2023 Sound Engineer Rich Rolson Lodging at Homewood Suites and per diem whi le at
Background Investigation Training in Fresno on July 24th, 73707 Ryan Wade 315.00 07/06/2023 2023
San Luis Obispo County
73708 Womenade 4,000.00 07/06/2023 Community Grant
Refund Minds in Motion Summer Camp due to low
73709 Selzer, Anton 190.00 07/06/2023 enrollment
73710 Siteone Landscape Supply, LLC 268.42 07/06/2023 Irrigation Supplies for Mentone Basin Park Loe# 112 SLO NOOR Foundation a
73711 Nonprofit Corporation 4,000.00 07/06/2023 Community Grant

SMART SHARE HOUSING
73712 SOLUTIONS. INC 5,000.00 07/06/2023 Community Grant

SOUTH COUNTY BOYS AND GIRLS
73713 CLUB 5,000.00 07/06/2023 Community Grant
73714 SpeakWrite Bil ling Department 105.58 07/06/2023 dictation services for June 2023

THE LINCOLN NATIONAL LIFE
73715 INSURANCE CO 2,591.38 07/06/2023 Employee insurance premiums - July 2023 73716 Traffic Management, Inc. 394.38 07/06/2023 Newport Signs 73717 Tripepi, Smith & Associates, Inc. 7,652.00 07/06/2023 Tripei Smith Inv 10077 Retainer 5-15-2023 73718 Tyler Technologies, Inc 5,750.00 07/06/2023 Project Management-Financials, CRM & Com Dev 73719 Union Pacific Railroad 5,216.73 07/06/2023 Union Pacific Railroad Co Inv 327072231_Lease_7-16-23 73720 VERIZON WIRELESS 100.20 07/06/2023 Monthly charges-Comm Dev & Parks 5/27 /23-6/26/23 TOTAL $ 1,847,229.76
- ---- ------------------

ACCOUNTS PAYABLE
CHECK DATE 07/13/2023
Check Name Check Amount Check Date Invoice Desc

ABALONE COAST ANALYTICAL
73721 INC 2,922.00 07/13/2023 ELAP Fee, Quanti Tray DW

FIRE STATION CONSULTATION & STOVE
73722 Aide Sanchez Garay 564.00 07/13/2023 CUTOUT/POLISH FOR NEW RANGE 73723 Alexander's Contract Services 3,910.16 07/13/2023 JULY 2023 METER READING SERVICES American Water Works AWWA MEMBERSHIP RENEWAL 08/01/2023- 73724 Association {AWWA) 487.00 07/13/2023 07/31/2024
73725 Applied Technology Group, Inc. 12,807.58 07/13/2023 new radio's for PD vehicles, installation, qty 8 APWA {American Public Works APWA PUBLIC AGENCY GROUP RENEWAL 73726 Association) 764.00 07/13/2023 08/01/2023-07/31/2024 Clearview/STARS Service for 1st Quarter 2023
73727 Avenu Insights & Analytics 450.00 07/13/2023 Data Stevie Nicks Illusion Band Payment for 7 16 23
73728 Bennett, Diana 2,000.00 07/13/2023 concert
PRINTED COPIES 2022 ANNUAL CONSUMER
73729 Burdine Printing 166.82 07/13/2023 CREDIT REPORTS

CALIFORNIA BUILDING
73730 STANDARDS COMMISSION 701.10 07/13/2023 2nd Qtr 2023 Green Bldg Fees Culturestoke final payment for Exec Team
73731 CultureStoke, LLC 2,250.00 07/13/2023 Retreat on 6/28/2023 73732 DATAPROSE LLC 5,019.57 07/13/2023 Postage Deposit Adjustment 73733 DE LAGE LANDEN 312.12 07/13/2023 Copier lease, 7 /1/23 to 7 /31/23, Sharp MX-5071 Copier lease, 7 /1/23 to 7 /31/23, Cannabis, Sharp
73734 DE LAGE LANDEN 67.43 07/13/2023 MX-C304W

DIVISION OF THE STATE
73735 ARCHITECT ATTN: SB 1186 36.40 07/13/2023 4th Qtr
ammo, 223 55gr full metal jacket, 12 gauage
73736 DOOLEY ENTERPRISES INC. 2,640.47 07/13/2023 shells Refund of Deposit Account Remaining Funds 166
73737 Duke & Lori Sterling 281.12 07/13/2023 & 168 S 10th Street UB Refnd Due to Ovrpmt on Closing Acct#
73738 ERICK BANUELOS 6.00 07/13/2023 21076
UB Refund Due to Ovrpmt on Closing Acct#
73739 Erik Slayter 138.39 07/13/2023 19369
73740 FRANCHISE TAX BOARD 75.00 07/13/2023 Franchise Tax Board Garnishment for employee 73741 FRANCHISE TAX BOARD 100.00 07/13/2023 Franchise Tax Board Garnishment for employee UB Refund Due to Ovrpmt on Closing Acct#
73742 FREEMAN 53.57 07/13/2023 3483
GARING TAYLOR & ASSOCIATES 05/08/2023 NCMA TG Mtg & 05/10/2023 Zone 3 73743 INC. 216.00 07/13/2023 TAC Mtg
Check Name Check Amount Check Date Invoice Desc
POST Supervisory Course in Orange CA on
7 /31/23, Lodging Double Tree, parking, per diem,
73744 GOODMAN MATTHEW 3,267.75 07/13/2023 mileage
GROVER BEACH POLICE Grover Beach Police Officers Association Dues 73745 OFFICERS ASSOC. 990.00 07/13/2023 for payroll check date 7-14-23 NCMA 2022 ANNUAL REPORT 04/01/2023-
73746 GSI Water Solutions, Inc 13,092.01 07/13/2023 04/30/2023 Hale, David P - Law Offices of
73747 David P. Hale 11,598.50 07/13/2023 June 2023 Attorney Fees UB Refnd Due to Ovrpmt on Closing Acct#
73748 JAMES L LONG 95.49 07/13/2023 17272
UB Refund Due to Ovrpmt on Closing Acct#
73749 JEAN WALSH 129.82 07/13/2023 6486
UB Refnd Due to Ovrpmt on Closing Acct#
73750 JOI A SCHUMACHER 159.82 07/13/2023 18832

UB REFUND DUE TO OVRPYMT ON CLOSED ACCT
73751 JUDY A BOEN 330.10 07/13/2023 #16763
UB Refnd Due to Ovrpmt on Closing Acct#
73752 KERRE MCCALL 406.77 07/13/2023 21342
UB Refnd Due to Ovrpmt on Closing Acct#
73753 LYNNE AQUINO 186.17 07/13/2023 21745
2876 16th Street Park 6/8/23 security deposit
73754 Magana, Erika 83.00 07/13/2023 refund
Michael K. Nunley & Associates, 401 W Grand Ave Infrastructure Review. Billing 73755 Inc. 782.80 07/13/2023 through June 30, 2023
73756 MIWALL CORPORATION 5,135.13 07/13/2023 ammo, 9mm 135gr, 223 rem 60gr, 5.56 75gr 73757 Mullahey Ford 20.67 07/13/2023 Unit 208, touch up paint 73758 Pro Force Law Enforcement 5,919.48 07/13/2023 vest for Gerber, Goodman, Cook, Ruiz 73759 Purcell, Deanne 8.75 07/13/2023 Parking on 6/28/23 for Team building event

UB REFUND DUE TO OVRPYMT ON CLOSED ACCT
73760 RAYMOND GUAJARDO 163.51 07/13/2023 #21348
Rich Rolson, sound engineer, payment for Stevie
73761 RICH ROLSON 625.00 07/13/2023 Nicks Illusion Band concert on 7 /16 UB Refund Due to Ovrpmt on Closing Acct#
73762 RICHARD R TAGGARD 117.14 07/13/2023 21487
UB Refund Due to Ovrpmt on Closing Acct#
73763 ROGER CABONCE 121.03 07/13/2023 1045

SAN DIEGO POLICE EQUIPMENT
73764 co. 806.73 07/13/2023 ammo, 223 64gr soft point
73765 Scherrer, Caleb 175.00 07/13/2023 Reimbursement for reg fee, Drone Pilot 73766 Service 1st 23.90 07/13/2023 credit checks, Gonzalez-Esparza, Chavez-Garcia South County Chambers of
73767 Commerce 5,833.00 07/13/2023 SCCC - Economic Development - May SOUTH SAN LUIS OBISPO CO.
73768 SANITATION DISTRICT 26,602.00 07/13/2023 2nd Qtr 2023 Facility Fees 73769 STATE DISBURSEM ENT UNIT 250.00 07/13/2023 Child Support Garnishment for employee Check Name Check Amount Check Date Invoice Desc

STATE OF CALIFORNIA DEPT OF
73770 CONSERVATION 2,233.97 07/13/2023 2nd Qtr 2023 SMIP Fees Reg fee for Basanese, RIMS Conference in Tahoe
73771 SUN RIDGE SYSTEMS, INC. 3,945.00 07/13/2023 on 10-09-23 Cesar Zarate Op#26712 Certification Renewal
73772 SWRCB-DWOCP 60.00 07/13/2023 Notice
UB Refnd Due to Ovrpmt on Closing Acct#
73773 TANNER WEBER 198.78 07/13/2023 21699
73774 VERIZON WIRELESS 1,461.23 07/13/2023 Dept Cell Phone Statement, 5/27 /23 to 6/26/23 REGULATORY COMPLIANCE ASSISTANCE FY 2022·
73775 WALLACE GROUP 16,602.50 07/13/2023 2023 06/01/2023-06/30/2023 NCMA STAFF EXTENSION SERVICES FY 22-23
73776 Water Systems Consulting Inc. 1,422.00 07/13/2023 04/01/2023-04/30/2023 TOTAL $ 138,815.78

ACCOUNTS PAYABLE
CHECK DATE 07/20/2023
Check Name Check Amount Check Date Invoice Desc
5Cities Homeless CDBG contract services - Public Services: Subsistence 73777 Coalition 23,261.60 07/20/2023 Payments/ Eviction Prevention (Apr to Jun 2023) Adamson Police Pulido, mask for SWAT Training School in December 73778 Products 738.09 07/20/2023 2022
AGP Video_lnv 9172_Video_Joint CCMtg_AG-PB-GB_6-5-
73779 AGPVideo 6,150.00 07/20/2023 23
ALTA Language Services,
73780 Inc. 66.00 07/20/2023 Alta Inv IS661612 LanguageTest JGarcia 6-30-2023

ARROYO GRANDE
73781 CHEVROLET 856.84 07/20/2023 Unit 202,replaced ignition coil and spark plug

AT&T TELECONFERENCE
73782 SERVICES 15.82 07/20/2023 AT&T Teleconference Svcs Inv 307-006220 7-1-23 73783 Bond, Johanna 83.00 07/20/2023 2848 7 / 9/23 16th St park security deposit refund J Bond

CHARGEPOINT - CHARGING STATION SERVICES FOR
73784 CHARGEPOINT, INC. 3,120.00 07/20/2023 06/23/ 2023-06/23/2024 73785 CIVIC PLUS 7,948.39 07/20/2023 Civic Plus Inv 265676_Annual Svcs-Support 7-1-23 73786 CSG Consultants, Inc 7,716.25 07/20/2023 CSG Building Official Svcs June 2023 73787 Deltina Coffee Roasters 62.50 07/20/2023 Deltina Inv 1834 OfficeCoffee 7-12-2023

DEPT OF JUSTICE

ACCOUNTING

OFFICE/CASHIERING
73788 UNIT 419.00 07/20/2023 Livescan June 2023
Dimes Media
73789 Corporation 929.00 07/20/2023 Radio ads for summer concerts 73790 DJ'S PLUMBING INC 437.50 07/20/2023 RESTROOM REPAIRS LOC#lOl 73791 DRIVE CUSTOMS 517.56 07/20/2023 rear seatbelt for prisoner seat 73792 DroneSense Inc 6,636.00 07/20/2023 ·softw are license for Drone, yearly

ENTERPRISE RENT-A-CAR
ATTN:ACCTS
73793 RECEIVABLE 178.37 07/20/2023 Enterprise Car Rental_lnv 33343255_CMWeirick_6-30-23

DOOR CLOSERS, COMBO BOX FOR UPSTAIRS BALCONY
DOOR & INSTALLATION/CALL OUT FEES LOC# 102
73794 FRAN K'S LOCK & KEY 2,397.94 07/20/2023 04/21/ 2023 GARY BARLOW SERVICES 16TH STREET PARK IRRIGATION
73795 Gary Barlow Services 150.00 07/20/2023 REPAIRS LOC# 109

IIMC INTERNATIONAL

INSTITUTE OF
73796 MUNICIPAL CLERKS 185.00 07/20/2023 IIMC_ws_City Clerk Annual Membership_7-6-2023 73797 JAS PACIFIC 10,800.03 07/ 20/2023 JAS Inspector Services Ju ne 2023 73798 Jeff Cannon 664.00 07/20/2023 Sum mer Concert Series Concert 7 /30 Scratch JULIAN MORA Dba 2M
73799 WASTE SOLUTIONS 2,555.00 07/20/2023 ECR HOMELESS ENCAMPMENT CLEAN UP 07/17/2023 L.C. ACTION POLICE
73800 SUPPLY LTD. 1,864.81 07/20/2023 250 12ga bea n bag impact round Check Name Check Amount Check Date Invoice Desc

LEE WILSON ELECTRIC
73801 CO. INC 1,020.00 07/20/2023 TRAFFIC SIGNAL MAINTENANCE 2023 73802 Madrid, Ambur 83.00 07/20/2023 2833 16th St 6/24/23 security deposit Ambur Madrid 73803 Matthew Walker 301.00 07/20/2023 MWalker Educational Reimbursement 6-12-2023

ANNUAL BACKFLOW REPORT/CROSS CONNECTION
73804 Max Torres 2,535.00 07/20/2023 PROGRAM
Michael K. Nunley & GROVER SEWER SYSTEM UPGRADES THROUGH 73805 Associates, Inc. 10,705.19 07/20/2023 06/30/2023
73806 New Times 106.00 07/20/2023 New Times_lnv 356240_NewspaperAd 7-6-2023 73807 Palom ino, Ivan 87.00 07/20/2023 2920 GH Upper 7 /8/23 security deposit refund Palomino 73808 Perez, Lyza 83.00 07/20/2023 R2908 16th Street refund Lyza Perez 6/26/23 73809 Polanco, Ryan 83.00 07/20/2023 2878 16th Street Park refund security deposit Polanco Pro Force Law
73810 Enforcement 4,413.31 07/20/2023 AR15 Magazines, qty 32 73811 Raithel, Keith & Heather 534.10 07/20/2023 1235 San Sorrento - Cash for Grass Rebate 73812 RICH ROLSON 625.00 07/20/2023 Sound Engineer - Scratch Concert 7 /23 73813 SANDY MERSHON 141.88 07/20/2023 Reimburse Sandy for Tiny Tots suppl ies 73814 SCA of CA, LLC 6,152.72 07/20/2023 STREET SWEEPING SERVICES JUNE 2023 73815 SkyeBrowse, Inc. 2,999.00 07/20/2023 drone software annual subscription South County Chambers
73816 of Commerce 5,833.00 07/20/2023 sccc Inv 15228_GBEcoDev-June_7-14-2023

SOUTH SAN LUIS OBISPO
CO. SANITATION
73817 DISTRICT 125,460.05 07/20/2023 San Dist.Monthly Pmt for June 2023 Sunshine & Reign
73818 Photography LLC 1,250.00 07/20/2023 Sunshine and Reign Photography CC Photos 7-14-23 73819 Tyler Technologies, Inc 4,205.00 07/20/2023 Tyler June Billing 73820 Ugalde, Alfonso 83.00 07/20/2023 2785 GH Upper 7/15/23 security deposit refund

US BANK CORPORATE
73821 PAYMENT SYSTEMS 20,416.48 07/20/2023 City Employee Credit Card Charges Video Inspection
73822 Specialists 17,654.74 07/20/2023 SEWER LINE VIDEO INSPECTIONS FEBRUARY 2023 VMG Holding, LLC C/O
73823 Valnette Garcia 30.00 07/20/2023 Refund summer concert vendor fee 2023 Project 0636-0009-00 City of GB Map Checking Services.
73824 WALLACE GROUP 2,913.75 07/20/2023 Professional services through June 30, 2023 TOTAL $ 285,467.92

ACCOUNTS PAYABLE
CHECK DATE 07/27/2023
Check Name Check Amount Check Date Invoice Desc
Hourly services and expenses rendered per Consultant
73825 A M Peche & Associates LLC 6,656 .25 07/27/2023 Agreement 73826 AFLAC 655.74 07/27/2023 July 2023 AFLAC premiums
73827 AIRGAS USA LLC 151.98 07/27/2023 ACETYLENE, ARGON & OXYGEN RENTALS 73828 AMAZON CAPITAL SERVICES 320.61 07/27/2023 CCB OFFICE - STORAGE CAGE SHELVING UNIT 73829 Anna Lanier 1,378.30 07/27/2023 Claims for service July 2023 Tiny Tots 73830 AT&T 125.72 07/27/2023 Monthly water alarm circuits 7 /7 /23-8/6/23 BKF ENGINEERS-ACCOUNTING WEST GRAND AVENUE STREETSCAPE, 4TH AND 8TH - APRIL 73831 DEPT 102,310.79 07/27/2023 2023

BLUE SHIELD OF CA LIFE & HEALTH
73832 MEDICAL EYE SERVIC 703 .00 07/27/2023 Employee insurance premiums - Aug 2023 73833 Burdine Printing 170.89 07/27/2023 Rack cards for summer concerts 2023 73834 CARQUEST AUTO PARTS 130.58 07/27/2023 PARTS FOR TRUCK #224 73835 Celi, Steve 2,500.00 07/27/2023 Sound Engineer for Dark Desert Highway Claims for service July 2023 for Dance Fitness, Dance
73836 Charlotte L Ritter 133.00 07/27/2023 Multicultural, Body Movement

CITY OF GROVER BEACH WATER
73837 DEPT. 11,366.71 07/27/2023 City Water Accounts 5/1/23-7 /1/23 Coastal 0cc Med Grp DBA AKESO
73838 0cc Health 665.00 07/27/2023 Physical for employee

CONFLUENCE ENGINEERING
73839 SOLUTIONS, INC 9,310.00 07/27/2023 2022 CCR Water Quality Reporting Results 73840 County of SLO ACTTC 10,896.76 07/27/2023 LAFCO 2023-2024 Final Budget 73841 DE LAGE LANDEN 108.74 07/27/2023 Laserfiche lease, 7 /15/23 to 8/14/23

DEPARTMENT OF
TRANSPORTATION ATTN :
73842 CASHIERING OFFI 1,790.43 07/27/2023 SIGNALS & LIGHTING BILLING APRIL-JUNE 2023 73843 DJ 'S PLUMBING INC 355 .00 07/27/2023 RESTROOM TROUBLESHOOTING & REPAIRS LOC# 110 Claims for service July 2023 for Doomsday Skate School - 73844 Doomsday Skate, LLC 318.00 07/27/2023 beginner & Adult

CITY HALL & POLICE DEPARTMENT JANITORIAL SERVICES
73845 EXECUTIVE JANITORIAL INC. 3,750.00 07/27/2023 JULY 2023 73846 FARM SUPPLY COMPANY 25 .72 07/27/2023 PROPANE BY THE GALLON FOR FORKLIFT 73847 Fastenal Company 389 .71 07/27/2023 TOOLS FOR WATER & STREETS 73848 FIVE CITIES FIRE AUTHORITY 703,000.00 07/27/2023 July - Sept 2023 Agency's share of FCFA costs 73849 FRANCHISE TAX BOARD 100.00 07/ 27/2023 Franchise Tax Board Garnishment for Employee 73850 FRANCHISE TAX BOARD 75.00 07/27/2023 Franchise Tax Board Garnishment for Employee GROVER BEACH POLICE OFFICERS Grover Beach Police Officers Association Dues Payroll Check 73851 ASSOC. 990.00 07/ 27/2023 Date 7-28-23
73852 Hacienda Gardening 1,650.00 07/27/2023 WEED ABATEMENT - PIKE BASIN 73853 Heidy Mangiardi 297.50 07/27/2023 Claims for service July 2023 Dance Fit 73854 J.B. DEWAR INC. 4,324.26 07/ 27/2023 dept gas stmt, 7 /1/23 to 7 /14/ 23 73855 Jennifer Ann Anderson 163.80 07/ 27/2023 Claims for service July 2023 for Yoga 73856 JUDITH WALSH 129.82 07/ 27/2023 UB Refund Due to Ovrpmt on Closing Acct# 6486 73857 KIMBALL MIDWEST 353.31 07/ 27/2023 WIRE WHEEL & BRUSH 73858 Kristopher Doe 308.58 07/ 27/2023 Claims for service for paint class July 2023 ERC Membership W/ Premium Leibert Library Subscription
73859 LIEBERT CASSIDY WHITMORE 5,350.00 07/27/2023 7 /1/23-6/30/24 73860 Nviro 8,657.00 07/ 27/ 2023 VALVE REPLACEM ENT AT WELL #1 02/02/2023 73861 Office Depot 1,308.17 07/27/2023 wipes, freshner, sponges, polish, tissue 73862 Qui Connect 172.00 07/27/2023 2788 Qui Connect Refund unused time 73863 PACIFIC GAS AND ELECTRIC 170.44 07/27/2023 Public Works Electric Charges 6/ 9/23-7 /7 /23 73864 PALACIOS GLORIA 83.00 07/27/2023 2800 GH Upper & Lower security deposit refund 7/22/23 73865 PHELAN KATHRYN 388.50 07/27/2023 Claims for service July 2023 Tai Chi & Stretch & Balance Check Name Check Amount Check Date Invoice Desc
73866 Principal Life Insurance Company 4,670.19 07/27/2023 Employee insurance premiums - Aug 2023 73867 Ready Refresh by Nestle 449 .81 07/27/2023 Bottled water for City Hall & PW - June 2023 Summer Concert Series Payment for Dark Desert Highway
73868 RICH ROLSON 625.00 07/27/2023 Band 2023
73869 SANDY MERSHON 3,005.80 07/27/2023 Claims for service July 2023 Tiny Tots IRRIGATION REPAIR SUPPLIES - GOLDEN WEST PARK LOC#
73870 Siteone Landscape Supply, LLC 465.66 07/27/2023 115 73871 SOUTHERN CALIF GAS CO 277.51 07/27/2023 Gas charges for City Facilities 6/9/23-7 /10/23 73872 STATE DISBURSEMENT UNIT 250.00 07/27/2023 Child Support Garnishment for Employee Final Payment of software instal-Annual software support73873 SUN RIDGE SYSTEMS, INC. 77,016.94 07/27/2023 credit of 2 days training/travel PEST CONTROL SERVICES 07/01/2023 - RAMONA GARDEN
73874 TERMINIX PROCESSING CENTER 176.00 07/27/2023 PARK LOC# 114

THE LINCOLN NATIONAL LIFE
73875 INSURANCE CO 2,625.42 07/27/2023 Employee insurance premiums - Aug 2023 73876 Tuckfield & Associates 11,593.75 07/27/2023 June 2023 Consulting 73877 ULINE 537.41 07/27/2023 CCB OFFICE - RACK FOR STORAGE CAGE 73878 ULTREX 239.58 07/27/2023 copier usage, Cannabis, 6/21/23 to 7 /20/23 73879 UNIVAR USA INC 2,561.27 07/27/2023 SOD HYPO 12.5% LIQUICHLOR MNBULK NSF LIQ USA North 811 for the Benefit of 2023 MEMBERSHIP FEE PLUS NEW UNIQUE 2022 BILLABLE 73880 CUFSEB 3,959.79 07/27/2023 TICKET FEES
73881 Vital Records Holdings, LLC 146.20 07/27/2023 Document storage - June 2023 CIP 1259 RAMONA GARDEN PARK DESIGN - PROFESSIONAL
73882 WALLACE GROUP 39,441.94 07/27/2023 SERVICES THROUGH APRIL 30, 2023 73883 Water Systems Consulting Inc. 1,200.00 07/27/2023 NCMA STAFF EXTENSION SERVICES FOR JUNE 2023 73884 Willdan 62,666.61 07/27/2023 CIP 2295-15 PROFESSIONAL SERVICES 73885 ZEESHAN AZFAR 100.56 07/27/2023 UB Refund due to overpmt on closing Acct# 21497 Hale, David P - Law Offices of David
73886 P. Hale 3,312 .50 07/27/2023 June 2023-Balance owed on June 2023 Invoice TOTAL $ 1,097,056.25
Agenda Item No. 4

MINUTES

CITY COUNCIL MEETING
MONDAY, JULY 24, 2023
CALL TO ORDER Mayor Bright called the meeting to order at 6:00 p.m. in the City Hall Council Chamber, 154 South Eighth Street, Grover Beach, California.

MOMENT OF SILENCE
FLAG SALUTE The flag salute was led by Planning Commissioner David Swift.

ROLL CALL
City Council: Council Members Daniel Rushing, Clint Weirick, Zach Zimmerman, Mayor Pro Tem Robert Robert, and Mayor Karen Bright were present.

City Staff: City Manager Matthew Bronson, City Attorney David Hale, Deputy City Manager Kristin Eriksson, City Clerk Wendi Sims, Police Chief John Peters, Administrative Services Director Deanne Purcell, Community Development Director Megan Martin, Public Works Director/City Engineer Greg Ray, and Senior Engineer Munoz-Morris was also present.

CLOSED SESSION ANNOUNCEMENTS:

None.

AGENDA REVIEW
Action: Upon unanimous consensus, the Council adopted the agenda as submitted.

CEREMONIAL CALENDAR
None.

At 6:03 p.m. Council Member Weirick recused himself from the dais due to a conflict of interest.

PRESENTATIONS

1. Legislative Update from Senator John Laird
At 6:20 p.m. Council Member Weirick returned to the dais.

PUBLIC COMMUNICATIONS The Mayor opened the floor to any member of the public for comment on items of interest which were within the jurisdiction of the City Council, but were not listed on the agenda.
• Jean E. Bailey
• Anthony Wayne Embree
Agenda Item No. 5
Minutes: City Council Meeting Page 2
Monday, July 24, 2023
No further comments were received and the Mayor closed the Public Communications segment for this portion of the meeting.

CONSENT AGENDA
Prior to consideration of the Consent Agenda, Mayor Bright invited public comment on the items under the Consent Agenda. At this time Mayor Bright asked if there was anyone who would like to make any public comments. No comments were received and the Mayor closed public comment.

It was motioned by Council Member Rushing and seconded by Mayor Pro Tem Robert to approve Consent Agenda Item Nos 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, and 13 as recommended. The motion carried on the following voice vote:

AYES: Council Members – Rushing, Weirick, Zimmerman, Mayor Pro Tem Robert and Mayor Bright
NOES: Council Members – None.

ABSENT: Council Members – None.

ABSTAIN: Council Members – None.

2. Treasurer’s Report for the Period June 1, through June 30, 2023.

Action: Approved the Treasurer’s Report as submitted.

3. Treasurer’s Report for the 2022 Streets Bond Account - $10,000,000 for the Period June 1, through June 30, 2023.

Action: Approved the Treasurer’s Report as submitted.

4. Minutes of the Central Coast Blue Joint City Council Special Meeting on Monday, June 5, 2023, and the Regular City Council Meeting of Monday, June 26, 2023.

Action: Approved the minutes as submitted.

5. Introduction and First Reading of an Ordinance to Repeal Chapter 8 (Performance of Public Projects; Purchasing of Supplies and Equipment; Contracting for Services) and Adding a New Section 2800 of Chapter 8 (Purchasing Policy) of Article II (Administration) of the Grover Beach Municipal Code Action: Conducted the first reading, by title only, and introduced the Ordinance to repeal Chapter 8 (Performance of Public Projects; Purchasing of Supplies and Equipment; Contracting for Services) and Adding a New Section 2800 of Chapter 8 (Purchasing Policy) of Article II (Administration) of the Grover Beach Municipal Code; and scheduled the second reading and public hearing for the next regularly scheduled meeting.

6. Professional Services Agreement for the Purchase and Implementation of Sedaru Utility Management Software
Action: Approved a Professional Services Agreement with Sedaru Utility Management Software in the amount of $95,000 and authorized the Mayor to execute the agreement on behalf of the City.

Minutes: City Council Meeting Page 3
Monday, July 24, 2023

7. Professional Consulting Services Agreement for Fats, Oils, and Grease (FOG) Program Administration
Action: Approved a Professional Consulting Services Agreement in an amount not to exceed $100,000 with Wallace Group for Fats, Oils, and Grease (FOG) Control Program Administration services; and authorized the Mayor to execute the agreement on behalf of the City.

8. Construction Contract for Major Street Pavement Repair Project Action: Awarded the contract for construction for the Major Street Pavement Repair project to Apodaca Paving Inc. in the amount of $167,120 for the Base Bid; authorized the City Manager to sign and affirm construction change orders up to an aggregate of $16,880 and authorized the Mayor to execute the contract on behalf of the City.

9. Resolution to Establish the Job Classification and Salary Schedule of Community Services Supervisor and Remove Job Classification of Parks and Recreation Program Director
Action: Adopted the Resolution No. 23-26 to establish the job classification and set the salary schedule of Community Services Supervisor and remove classification of Parks and Recreation Program Director.

Resolution No. 23-26: A Resolution of the City Council of the City of Grover Beach, California, to Establish the Job Classification and Salary Schedule of Community Services Supervisor and Remove Job Classification of Parks and Recreation Program Director.

10. 2024 Federal Equitable Sharing Agreement
Action: Adopted the Resolution No. 23-27 authorizing the Mayor and the Chief of Police to sign a Federal Equitable Sharing Agreement that will allow the City to receive federally forfeited assets from adjudicated cases, pursuant to the Federal Equitable Sharing Program.

Resolution No. 23-27: A Resolution of the City Council of the City of Grover Beach, California, Authorizing the Mayor and the Chief of Police to Sign a Federal Equitable Sharing Agreement.

11. FY 2022-23 Year-End Council Goals Implementation Report Action: Received information on the year-end implementation status of the Council Goals in FY 2022-23.

12. Authorization to Submit Water Infrastructure Finance and Innovation Act (WIFIA) Application for Central Coast Blue Project and Incur Related Loan Application and Issuance Costs
Action: Authorized staff to submit an application to the Environmental Protection Agency (EPA) for a Water Infrastructure Finance and Innovation Act (WIFIA) load to fund the City’s share of Central Coast Blue project costs and incur related costs related to the application Minutes: City Council Meeting Page 4
Monday, July 24, 2023

13. Budget Augmentation Request for Public Works Valve Truck, Valve Turning Machine and Associated Equipment
Action: Approved Budget Augmentation Request of $82,804.25 for Public Works Valve Truck, Valve Turning Machine, and Associated Equipment.

PUBLIC HEARING
None.

REGULAR BUSINESS

14. Regional Housing & Infrastructure Plan
Mayor Bright read the title to the foregoing item and deferred to staff for a report.

Community Development Director Martin introduced the Regional Housing and Infrastructure Plan (HIP) and three representatives from San Luis Obispo Council of Governments (SLOCOG); Sara Sanders, Michael Foot and Carolyn Berg who discussed and answered questions regarding the HIP.

Mayor Bright invited public comment on this matter.
• Betty Winholtz
• Natalia Marzulli
No additional public comments were received at this time and the Mayor closed public comments.

Action: It was motioned by Council Member Rushing and seconded by Council Member Weirick to convey policy support for the Regional Housing & Infrastructure Plan, as a recommitment to the 2020 San Luis Obispo Countywide Regional Compact and will be providing staff direction on future discussions.

AYES: Council Members – Rushing, Weirick, Zimmerman, Mayor Pro Tem Robert and Mayor Bright
NOES: Council Members – None.

ABSENT: Council Members – None.

ABSTAIN: Council Members – None.

Minutes: City Council Meeting Page 5
Monday, July 24, 2023

15. Policy Discussion on Options for an Ordinance Repealing and Replacing Chapter 1 (Sanitary Sewer System) of Article VII (Public Works) of the Grover Beach Municipal Code
Mayor Bright read the title to the foregoing item and deferred to staff for a report.

Senior Engineer Munoz-Morris and Public Works Director/City Engineer Ray discussed the options for an Ordinance Repealing and Replacing Chapter 1 of the Grover Beach Municipal Code. Also, Cecil Blancarte with the Central Coast Regional Water Quality Control Board responded to questions.

Mayor Bright invited public comment on this matter.
• Randall Myrick
• Debora Foster
• Cathy Gildea
• David Mednik
No additional public comments were received at this time and the Mayor closed public comments.

Action: The Council received information from staff on options for an Ordinance repealing and replacing Chapter 1 (Sanitary Sewer System) of Article VII (Public Works) of the Grover Beach Municipal Code to update the City’s Sewer Ordinance and provided direction to finalize that Ordinance to bring back to Council for consideration.

PUBLIC COMMUNICATIONS The Mayor opened the floor to any member of the public for comment on items of interest which were within the jurisdiction of the City Council, but were not listed on the agenda.

No additional comments were received and the Mayor closed public comment.

COUNCIL COMMITTEE REPORTS
Council Member Weirick reported on the Homeless Services Oversight Council (HSOC).

Mayor Pro Tem Robert reported on the Integrated Waste Management Authority. (IWMA) Council Member Rushing discussed the Zone 3 meeting.

Minutes: City Council Meeting Page 6
Monday, July 24, 2023

COUNCIL COMMUNICATIONS
Council Member Zimmerman mentioned the Grover Beach Summer Concerts at Ramona Park.

Council Member Rushing stated he attended the UA Local 403/IBEW 639 Apprenticeship and Local Hire Event at the Midstate Fair on Friday, July 21st and on July 22nd the 5 Cities Repair Café on Oak Park Christian Church. He also, mentioned the Summer Concert Series with the band Dark Dessert Highway held at Ramona Park on Sundays at 3:00 pm to 6:00 pm.

Mayor Pro Tem Robert thanked Astound for providing fiber network to the Exploration Discovery Center via donation. He also mentioned the Grange’s Tri-tip BBQ on Saturday, July 22nd and the next pancake breakfast will be on August 6th.

Council Member Weirick highlighted his attendance at a few Grover Beach events and mentioned attending the City’s End of the Fiscal Year celebration and discussed his tour of the City’s Facilities. He also mentioned being asked to be a Presidential appointee for the League of California Cites, Cal Cities Resolution Committee and he attended the League of California Cities Channel Division Legislative lunch.

CITY MANAGER'S REPORTS AND COMMENTS
City Manager Bronson mentioned the construction on 950 El Camino Real Hotel project, which will be Springhill Suites, when it is constructed. He stated the Council is off until August 28th., 2023. He introduced Chief Peters who invited the Community to National Night Out, taking place on Tuesday, August 1st from 6:00 pm to 8:00 pm, encouraging the people in their neighborhoods to host events, (ex: BBQ, Block Parties) and the Grover Beach Police will come by. If anyone would like to register, please go to www.natw.org. Chief Peters also mentioned the Movie in the Park, Cars will be playing at Ramona Garden Park on Friday, August 11th at 6:00 pm.

CITY ATTORNEY’S REPORTS AND COMMENTS
City Attorney reported on the 8 cases of the Friends of the Oceano Dunes.

CLOSED SESSION
At 8:29 p.m., the Council met in Closed Session regarding the following item:

A. Public Employee Performance Evaluation –
Consistent with Government Code Section 54957 (b)(1) Title: (City Manager) Closed Session Announcements: At 9:04 p.m., Mayor Bright reconvened the meeting in open session with all Council Members present and announced there were no reportable actions.

Minutes: City Council Meeting Page 7
Monday, July 24, 2023

ADJOURNMENT
There being no further business to come before the City Council, Mayor Bright adjourned the meeting at 9:05 p.m.
_____________________________

KAREN BRIGHT, MAYOR
Attest:
______________________________

WENDI SIMS, CITY CLERK
(Approved at CC Mtg ______)
Agenda Item No. 6

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: August 28, 2023 FROM: Matthew Bronson, City Manager
PREPARED BY: Lorena Zarate, Finance Manager
SUBJECT: Resolution to Update the FY 2023-24 Master Fee Schedule

RECOMMENDATION
Adopt a Resolution amending the Master Fee Schedule approving changes to fees including the annual cannabis audit fee and fire building inspection fee and to move fees from the former Parks and Recreation Department to the City Management Department to conform to organizational changes, to become effective immediately.

BACKGROUND
The Master Fee Schedule summarizes all fees the City charges for various services and permits.

This schedule ensures transparency and consistency in the fees charged for services to provide cost-recovery to the City. In an effort to ensure sufficient cost-recovery for the City, the Master Fee Schedule was updated based on the Consumer Price Index and was approved on April 10, 2023 for FY 2023-24.

Subsequent to the Council’s approval of the FY 2023-24 Master Fee Schedule, the City renewed a 12-month agreement with Hinderliter de Llamas and Associates (HDL). Since 2016, Grover Beach has used HDL to assist staff with the reviewing of applications, tax revenue auditing, and compliance inspection services for the City’s Cannabis Regulatory Program. The new agreement with HDL includes an increase to the Cannabis Tax Revenue Audit fee to $10,000 from the previous $7,500. The Cannabis Tax Revenue Audit fee is fully cost-recovered through billings to each cannabis business upon completion. Currently, the City’s Master Fee Schedule lists this fee as $7,500, and as such, an amendment is necessary to obtain sufficient cost-recovery for this fee.

The amended Master Fee Schedule also includes a change related to fire building inspections.

The Five Cities Fire Authority (FCFA) has been responsible for all fire prevention services though beginning with FY 2023-24, the City of Grover Beach increased its operating budget to provide many of these fire prevention services to its residents and businesses, using contractual services.

As a separate agenda item for the August 28, 2023 City Council meeting, staff has recommended the execution of a Fire Prevention Agreement to delegate fire prevention services to the City of Grover Beach. As a result, the fees to fund these services are incorporated with the current changes of the Master Fee Schedule. In order to obtain sufficient cost-recovery for this contractual service, the inspection fee would be $135 plus an administrative fee of 25%. This administrative fee is based on contract management costs by staff and consistent with other contract services.

Lastly, the amended Master Fee Schedule includes a modification to the title and order of pages related to the reorganization of the functions from the former Parks and Recreation Department into the City Management Department.

Staff Report: Update to FY 2023-24 Master Fee Schedule Page 2 August 28, 2023

FISCAL IMPACT
The fiscal impact to the General Fund is minimal as the revenue from these fees would be offset by the cost of the contractual services for FY 2023-24.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Adopt a Resolution amending the Master Fee Schedule; or

2. Do not adopt the Resolution and provide alternative direction to staff.

PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.

Attachments

1. Resolution amending the Master Fee Schedule, including Exhibit A – FY 2023-24 Amended Master Fee Schedule.

2. Agreement with Hinderliter de Llamas and Associates (HDL) dated July 6th, 2023 RESOLUTION NO. 23-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GROVER BEACH,

CALIFORNIA AMENDING THE MASTER FEE SCHEDULE
WHEREAS, the City Council of the City of Grover Beach approved an annual update to the Master Fee Schedule based on the Consumer Price Index (CPI) on April 10, 2023; and WHEREAS, the City renewed a 12-month agreement with Hinderliter Llamas and Associates (HDL) subsequent to the approval of the annual update to the Master Fee Schedule in which the Cannabis Audit Fee increased from $7,500 to $10,000; and WHEREAS, staff has recommended the approval and execution of a Fire Prevention Agreement to delegate fire prevention services to the City of Grover Beach using contractual services and therefore the fees to fund these services are incorporated with the current changes of the Master Fee Schedule; and
WHEREAS, the Master Fee Schedule needs to be amended in order to ensure sufficient cost-recovery for the City to offset the cost of the fire prevention contractual service and the increase in the HDL agreement for Cannabis Audit Fees.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF GROVER BEACH:

NOW, THERFORE, BE IT RESOLVED by the City Council of the City of Grover Beach, California:

THAT the Master Fee Schedule be amended as set forth in Exhibit “A” attached to this Resolution; and
THAT the fees listed in Exhibit “A” of this Resolution shall become effective immediately.

On motion by Council Member _____, seconded by Council Member ____, and on the following roll-call vote, to wit:

AYES: Council Members –
NOES: Council Members –
ABSENT: Council Members –
ABSTAIN: Council Members –
RECUSED: Council Members –
the foregoing Resolution was PASSED, APPROVED, and ADOPTED at a regular meeting of the City Council of the City of Grover Beach, California this 28th day of August 2023.

KAREN BRIGHT, MAYOR
Attest:

WENDI B. SIMS, CITY CLERK
Attachment 1
**DRAFT**
City of Grover Beach
Master Fee Schedule
Amended August 28, 2023
Effective July 1, 2023
Exhibit A
FY 2023-2024
General Government Fees ………………………………………………………………………………………1 Community Services Fees ………………………………………………………………………………………2 Utility Fees ……………………………...…………………………………………………………………………7 Planning Division Fees ……………………..……………………………………………………………………11 Fines & Penalties.………………..………………………………………………………………………………13 Building Division Fees ………………………………………………………………………………………… 14 Development Impact Fees ………………………………………………………………………………………24 Public Works Fees ………………………………………………………………………………………………26 Police Department Fees …………………………………………………………………………………………28 Commercial Cannabis Regulatory Fees…..... ………………………………………………………………31 Pass Through Fees ………………………………………………………………………………………………32 Waste Connections ………………………………………………………………………………………………34 Fire & Safety Fees …………………………………..………………………...…………………………………36 Legistlative History ………………………………………………………………………………………………37 Fee Description & Unit/Time Effective 7/1/23
Administrative Hearing Fee $ 226.00
Fireworks Stand Permit (GBMC 3990) $ 948.00
Franchise Fees
Refuse Collection:
$ 10,000.00
(GBMC Section 5413 (H))
Contract Execution - Amount of Cash or Surety Bond $ 2,500.00 (GBMC Section 5413(B))
Charter Communications Cable (TV gross revenues) 5%
Municipal Election Filing Fees
Candidate Statements (Deposit) Actual Cost
Nomination papers for each candidate for elective office 25.00 $ (GBMC Section 2302 and Set by State Statute)
$ 200.00
Miscellaneous
Annual Agenda Subscriptions $ 81.00
Copy cost (per page)
8 1/2" x 11" or 8 1/2" x 14" $ 0.25
11" x 17" $ 0.26
Copy of FPPC Forms per page (GC 81008) $ 0.10
(Campaign Statements and Form 700's)
Late Fee for filing Statement of Economic Interest (FPPC) $ 5.00 (Per Day, Set by State Statute)
Retrieval fee for statements 5 or more years old (GC 81008) $5.00 Per Request Notary Fee (Set by State Statute) $ 15.00
Records Certification $ 26.00
Solicitation - Certificate of Registration
$ 257.00
Charitable Organization Use (not restricted to residences) No Fee (GBMC Section 3132)
Taxi Company Establishment $ 663.00
$ -
$ Taxi Company Rate Change Request $ 365.00
$ -

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
City Management Department
Notice of Intent to Circulate Ballot Initiative (Set by State Statute) (EC9202)
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

Commercial Use at any Residence (GBMC Section 3141) Solicitation Certificate must be obtained for each person who will be representing the business.

Plus deposit for Public Hearing Notice expenses. Deposit to be determined by the City Clerk
Plus deposit for Public Hearing Notice expenses. Deposit to be determined by the City Clerk
Bid Process - Surety Bond which accompanies a bid for refuse franchise agreement
+ DOJ and City Fingerprinting costs associated with solicitation permit.

Effective: 7/1/23 Page 1
Fee Description & Unit/Time
Resident Non-Resid.

Classes:

Adult Classes - No Subsidy
Acrylic Painting (Per 3 Month Session) $ 242.00 242.00 $ TAI CHI (Per Month) $ 32.00 32.00 $
Zumba (Per Month) $ 40.00 40.00 $
Preschool Classes - No Subsidy
Tinys (Youth per month) $ 155.00 155.00 $
Advanced Tinys (Youth per month) $ 155.00 155.00 $
Kinderkids (Youth per month) $ 179.00 179.00 $
Beg Tumbling & Gymnastics (Youth per Month) $ 42.00 42.00 $ $ 18.00 18.00 $
Late Payment Fee (per late registration) $ 34.00 34.00 $ Camps
Lego Camp (5 to 12 years of age) $ 173.00 173.00 $
Tennis Lessons per Class (6 years of age to Adult) $ 28.00 28.00 $ Art Camp (7 to 14 years of age) Two Day Session $ 95.00 95.00 $ Art Camp (7 to 14 years of age ) Four Day Session $ 126.00 126.00 $ Special Events
Summer Concert Vendor Fee $ 32.00 32.00 $
Mother/Son Dance (per couple) - 50% Subsidy $ 62.00 62.00 $ Mother/Son Dance (each additional child) $ 26.00 26.00 $ Dune Run Run (per person) $ 29.00 29.00 $
Dune Run Run (late registration per person) $ 35.00 35.00 $ $ 10.00 10.00 $
Special Event Booth Fee (Plus Business Tax Certificate Fee) $ 53.00 53.00 $ Santa's Workshop Booth Fee $ 63.00 63.00 $
Classes within categories are subject to change. Subsidy amounts are for categories approved by the City Council.

New class fees will be developed by the Parks and Recreation Program Director and the Administrative Services Director and can be administratively added with approval by the City Manager.

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY SERVICES PROGRAM
Effective 7/1/23
(Late Registration is 10 work days prior to event.

FY23 Late Registration begins on August 13th)
Registration Fee - Only applies to initial enrollment if continually enrolled in class. If not continually enrolled then will be collected when reinitiate class)
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

Effective: 7/1/23 Page 2
Fee Description & Unit/Time

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY SERVICES PROGRAM
Effective 7/1/23
Other Fees
Contract Recreation Classes City contract instructors receive 70% of the class fee and the City receives the remaining 30% for on site classes
City contract instructors receive 80% of the class fee and the City receives the remaining 20% for off site classes
(on City property)
Activity Guide Advertising:

Business Card Size $ 105.00 $ 105.00
1/4 Page $ 158.00 $ 158.00
1/2 Page $ 210.00 $ 210.00
Full Page $ 315.00 $ 315.00
Bounce House Fee $ 37.00 $ 36.00
Class Cancellation/Refund Fee $ 15.00 $ 15.00
Equipment Rental (per day) $ 24.00 $ 24.00
Equipment Deposit $ 40.00 $ 40.00
Field Lights $ 33.00 $ 33.00
$ 23.00 $ 23.00
Field Lights used for Non-Profit Organized Youth League $ 18.00 $ 18.00 Fields, Courts & Pits (per 4 hours) $ 33.00 $ 33.00
Non-Profit $ 25.00 $ 25.00
Youth $ 23.00 $ 23.00
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

Field Lights used by Non-Profit Organized Adult League (Per Hour). Must be recognized by the Parks and Recreation Program Director.

Fields, Courts & Pits (per 4 hours) Non-Profit
Effective: 7/1/23 Page 3
Grover Heights Lower Group BBQ Area
All Day 1-60 Persons
Resident: $68.00
Non - Residents: $75.00
Grover Heights Upper (Covered) Group BBQ Area
All Day
Resident: $81.00
Non - Residents: $90.00
16th Street Park
All Day
Resident: $103.00
Non - Residents: $113.00
Parks Deposit (Includes Key Deposit) $87.00
The following items will be charged for actual cost which includes 30% Administrative Fee Resident Non-Resident
Cleaning Fee (events w/alcohol) Ramona (per event) $ 263.00 $ 263.00 Cleaning Fee (events w/alcohol) Comm. Center (per event) $ 263.00 $ 263.00 Liability Insurance 1-50 guests (resv.)
Liability Insurance 50-500 guests (resv.)
Cleaning Fee - City Park BBQ/Picnic areas

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY SERVICES PROGRAM
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City. 1-99 Persons
Effective 7/1/23
1-60 Persons
Effective 7/1/23 Page 4
Fee Description & Unit/Time Effective 7/1/23
Special Event/Outdoor Assembly (non-City sponsored events) for 100 participants and over Pre-Application Review (Must have review prior to application being filed) $ 404.00 Application Fee (No City Council Review) $ 588.00
Application Fee (With City Council Review) $ 1,486.00
(A waiver request may be submitted for those activities related to the exercise of a first amendment right to free speech) Non-Resid.

Facility Rental Fees
Ramona Garden Park & Community Center
Weekday Hourly 36.00 $ 45.00 $ 79.00 $ $ 89.00
Weekend Hourly $ 47.00 $ 60.00 $ 105.00 $ 116.00
Weekend (12 hours) $ 420.00 $ 525.00 $ 1,012.00 $ 1,103.00 Deposit
* Low Impact $ 215.00 $ 268.00 $ 809.00 $ 900.00
** High Impact $ 268.00 $ 336.00 $ 1,002.00 $ 1,126.00
Special Use deposits
** High Impact Functions (per reservation) $ 272.00 $ 272.00 $ 272.00 $ 272.00 Cleaning / BBQ Key $ 87.00 $ 87.00 $ 87.00 $ 87.00
Cleaning fees of the Facilities will be at contract cost + 30% overhead.

Grover Beach
Non-Profit
Other
Non-Profit
Cancellation Fee per facility reservation if less than 30 days notice 25% of fee paid; up to a maximum of $200 Resident

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY SERVICES PROGRAM
Effective 7/1/23
Effective: 7/1/23 Page 5

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY SERVICES PROGRAM
Must be approved by the Parks and Recreation Program Director.

Non-Profit: Non-profit agencies or other groups that by nature serve the needs of the City and community.

Must be approved by the Parks and Recreation Program Director.

Private: All groups or individuals that do not qualify as City Sponsored, Grover Beach Non-Profit or Non-Profit.

Impact Definitions
* Low Impact: Event is defined as any meeting/party/event which does NOT include any of the following: food, drink, alcohol served or sold, band or DJ, bounce house, and/or pony rides. ** High Impact: Event is defined as any meeting/party/event which DOES include any of the following: Food, drink, alcohol served or sold, band or DJ, bounce house, and/or pony rides.

Effective 7/1/23
Portable Public Address System $ 11.00
TV / VCR / DVD Combo $ 11.00
Projection Screen $ 11.00
100 Cup Coffee Pot $ 5.00
Stereo System $ 5.00
Podium $ 5.00
Tables $ 2.00
Chairs $ 1.00
Wireless Microphone $ 11.00
Internet Access $ 22.00
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

User Group Definitions
City Sponsored: Activities sponsored by the City of Grover Beach Parks and Recreation Department, or used by a Federal, State, or Local Government Agency.

Grover Beach Non-Profit: Non-profit agencies or other groups that by nature serve the needs of the City and community and are based in Grover Beach. The Agency's mailing address must be in Grover Beach.

Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

City of Grover Beach Building Facility Usage Fees
Amenities Fees (Include amenities in rental fee with exception of tables and chairs)
All Renters
Effective: 7/1/23 Page 6
Fee Description & Unit/Time Effective 7/1/23
Hydrant Meter Set-up Fee $ 140.00
Miscellaneous
Budget $ 50.00
Audit $ 41.00
South San Luis Obispo County Sanitation District Charge (Monthly) Please see Pass Thru to Other Agency Page
Storm Water Utility Fee (Monthly) $ 4.85
Utility Account Fees
Account Name/Data Change $ 39.00
Broken Lock Fee $ 56.00
Data Logging of a Utility Meter $ 119.00
$ 23.00
$ 333.00
Late Fees (Accounts paid after original invoice due date) 10% or $10 whichever is higher
Pull & Test Meter Fee $ 235.00
(If meter is bad the fee is refunded)
Pulled Meter Fee (Usage on an off meter) $ 119.00
Reconnection Fee $ 99.00
Reconnection Fee (SB998) $ 57.00
Reconnection Fee - After Hours $ 356.00
Reconnection Fee - After Hours (SB998) $ 170.00
$ 148.00
Returned Check/Item Fee (First Check) (California Civil Code 1719) $ 25.00 $ 35.00
Set-up Fee for Water & Wastewater Customers $ 118.00
Set-up Fee for Property Owners with multiple rentals $ 33.00 (For each rental put back in property owner's name)
$ 69.00

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

ADMINISTRATIVE SERVICES DEPARTMENT
Door Notice Fee - (Example: 48 Hour Shut-off Notice and Notification of Emergency Turn-on Fee - (After Hours call out 4:00 pm to 10:00 am) Reconnection Fee - Unauthorized (Reconnected by Non-City personnel) Returned Check/Item Fee (Subsequent Check) (California Civil Code 1719) Temporary Service for Home Inspection - Only used when Public Works is standing by for fifteen minutes or less. No water registered through meter. If water is registered though meter, requestor will be required to apply for service and will be billed accordingly.

Effective: 7/1/23 Page 7
Fee Description & Unit/Time Effective 7/1/23

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

ADMINISTRATIVE SERVICES DEPARTMENT
Tenant Deposit $ 278.00
Business Tax Certificate per square feet per Ord 18-07
1-1,000sq ft sq $ 60.00
1,001-2,000 sq $ 125.00
2,001-5,000 sq $ 200.00
5,001-10,000 sq $ 350.00
10,001-20,000 sq $ 500.00
20,001-40,000 sq $ 650.00
40,001-60,000 sq $ 800.00
60,000sq ft and up $ 950.00
State mandated ADA Fee added to all Business Tax Certificates per $ 4.00 AB 1379 eff 1/1/18 - 12/31/23
A deposit may be required by the City.

Business Tax Certificate Late Penalty
Payment received after January 1st, a 10% penalty on the delinquent Business tax amount will be applied.

Payrment received after February 1st, a 25% penalty on the delinquent Business tax amount will applied.

Payment received after March 1st, a 25% penalty on the delinquent Business tax amount will be applied, in addition, interest at the rate of 3/4 of one percent per month, or fraction thereof, shall be paid on the amount of the Business Tax (GBMC Section 10210 (D)
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials.

Effective: 7/1/23 Page 8
July 1 2023 July 1 2024 July 1 2025
Wastewater Rates (Monthly)
Boarding house (per unit) $ 15.5415.85 $ 16.16 $
Plus per bedroom charge $ 10.0010.20 $ 10.40 $
Car washes & Laundromats minimum charge $ 6.196.31 $ 6.44 $ Per 100 cubic feet above minimum $ 2.032.07 $ 2.11 $
Church $ 15.0615.36 $ 15.64 $
Plus per parsonage or dwelling unit $ 12.8213.08 $ 13.34 $ Commercial establishment (Public Place) (Up to 5 Fixtures) 15.04 $ 15.34 $ 15.64 $ Each additional fixture $ 4.124.20 $ 4.28 $
Factories, industrial plants, with 20 or less employees $ 10.1210.33 $ 10.53 $ Each additional employee over 20 $ 1.161.18 $ 1.20 $
Hotel, motel, auto court or lodge (per unit) $ 15.4515.76 $ 16.08 $ Mobile home (per space) $ 12.8213.08 $ 13.34 $
Restaurants minimum charge $ 2.142.19 $ 2.23 $
Per 100 cubic feet against minimum $ 4.124.20 $ 4.28 $
Schools minimum annual charge per ADA and employees $ 3.313.38 $ 3.44 $ Schools with Cafeterias additional
Per ADA and employees $ 1.381.41 $ 1.44 $
Single-Family dwelling unit $ 12.8213.08 $ 13.34 $
Theater, clubhouse or place of amusement $ 15.0415.34 $ 15.64 $ Travel trailer and recreation vehicle space $ 6.606.73 $ 6.87 $ Multi-Family, Two or more dwellings (per unit) $ 12.8213.08 $ 13.34 $ Plus Per Each coin-operated washer $ 2.802.86 $ 2.91 $
$ 0.400.41 $ 0.42 $
Storm Water Fee (monthly) $ 4.854.85 $ 4.85 $
Excess Discharge per 100 cubic feet (3,000 Cubic Fe
per GBMC 7182)

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

ADMINISTRATIVE SERVICES DEPARTMENT
Rates Effective
Description
Higher rate where heavy discharge or character of wastewater discharge warrants
Effective: 7/1/23 Page 9
July 1 2023 July 1 2024 July 1 2025
Water Rates (Monthly)
Residential Base Charges
5/8" - Meter 16.47 $ $ 17.13 $ 17.82
3/4" - Meter $ 16.47 $ 17.13 $ 17.82

1.0" - Meter $ 16.47 $ 17.13 $ 17.82

1.5" - Meter $ 54.85 $ 57.05 $ 59.33

2.0" - Meter $ 87.80 $ 91.31 $ 94.96

3.0" - Meter $ 175.61 $ 182.63 $ 189.94

4.0" - Meter $ 274.55 $ 285.54 $ 296.96
Residential Volume, in addition to Base Charge (per 100 Cubic Feet):
0-1,000 CF $ 2.99 $ 3.11 $ 3.23
1,000 to 2,200 CF $ 6.17 $ 6.42 $ 6.68
>2,200 CF $ 8.90 $ 9.25 $ 9.62
Non-Residential Base Charges
5/8" - Meter $ 16.47 $ 17.13 $ 17.82
3/4" - Meter $ 24.71 $ 25.70 $ 26.73

1.0" - Meter $ 27.52 $ 28.62 $ 29.76

1.5" - Meter $ 54.85 $ 57.05 $ 59.33

2.0" - Meter $ 87.80 $ 91.31 $ 94.96

3.0" - Meter $ 175.61 $ 182.63 $ 189.94

4.0" - Meter $ 274.55 $ 285.54 $ 296.96
Landscape Volume, in addition to Base Charge (per 100 Cubic Feet):

All Usage $ 6.72 $ 6.99 $ 7.27
All Other Volume, in addition to Base Charge (per 100 Cubic Feet):

All Usage $ 6.47 $ 6.73 $ 7.00

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

ADMINISTRATIVE SERVICES DEPARTMENT
Rates Effective
Description
Effective: 7/1/23 Page 10
Fee Description & Unit/Time Effective 7/1/23

PLANNING DIVISION
Appeal to Planning Commission or City Council $ 300.00
Home Occupation Permit $ 84.00
Code Interpretation $ 604.00
$ 361.00
$ 1,205.00
$ 180.00
$ 603.00
Occupied $ 275.00
Non-Owner - Occupied $ 330.00
Occupied $ 218.00
Non-Owner - Occupied $ 218.00
Temporary Use Permit
$ 111.00
$ 235.00
$ 300.00
Administrative Use Permit $ 750.00
Coastal Development Permit $ 300.00
Commercial Cannabis Permit (New or Renewal) $ 500.00
Note: Applicant shall be required to provide the necessary information and plans to the Community Development Department if an appeal is filed.

Pre-application Review
Minor Project
Major Project
Administrative Development Permit

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY DEVELOPMENT DEPARTMENT
Development Permit Applications
The following amounts listed are DEPOSITS
Minor - Parking lot sales, Grand Openings and similar events as determined by the Community Development Director
The following amounts are DEPOSITS and reflect the minimum estimated costs for processing the "typical" development permit application. The Community Development Department may increase or decrease the deposit amount depending on the complexity of the project. If at any time during the development review process deposits are insufficient to cover the cost of processing the application, the City shall cease processing until additional funds are submitted.

Major - Seasonal Sales or similar events as determined by the Community Development Director
Short-Term Rental Permit - Renewal
Short-Term Rental Permit
Short-Term Rental Permit
Subsequent Application Review
Minor Project
Major Project
Short-Term Rental Permit - New
Short-Term Rental Permit - New OwnerShort-Term Rental Permit - New OwnerEffective: 7/1/23 Page11 Fee Description & Unit/Time Effective 7/1/23

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY DEVELOPMENT DEPARTMENT
Development Permit
Residential
Single Family $ 2,000.00
Multi Family $ 1,500.00
$ 2,500.00
$ 5,000.00
Negative Declaration (Outsourced) Consultant Contract
+25%
Mitigated Negative Declaration (In House) $ 5,000.00
Mitigated Negative Declaration (Outsourced) Consultant Contract +25%
Environmental Impact Report (Outsourced) Consultant Contract +25%
(Consulting Contract will be known prior to amounts being deposited) $ 4,000.00
Sign Program $ 1,000.00
Subdivision Maps
Final Map Approval $ 2,500.00
Lot Line Adjustment, Lot Merger, Certificate of Compliance $ 1,000.00 Tentative Parcel Map $ 1,500.00
Tentative Tract Map $ 2,500.00
Time Extension $ 700.00
Use Permit
$ 1,000.00
$ 2,500.00
$ 4,000.00
$ 10,000.00
Variance $ 1,000.00
Deposits may be adjusted, based on the project, as determined by the Community Development Director Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

Proposed use within a new structure.

Proposed use within an existing structure.

Any requested services or meetings not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

Proposed Cannabis use within a new structure.

Proposed Cannabis use within an existing structure.

Non Residential (Commercial, Industrial, Mixed Use or Live Work) Amendments to General Plan, Municipal Code or Local Coastal Program Environmental Review (Does not include California Department of Fish and Wildlife Fees)
Negative Declaration (In House)
Effective: 7/1/23 Page 12
Fee Description & Unit/Time Effective 7/1/23
Penalties
Administrative Citations for Infraction
First violation $ 100.00
Second occurrence of the same violation within a 12 month period 200.00 $ Third occurrence of the same violation within a 12 month period 500.00 $ Administrative Citations for Misdemeanors
First violation $ 500.00
Second occurrence of the same violation within a 12 month period 750.00 $ Third occurrence of the same violation within a rolling 12 month period 1,000.00 $ Administrative Citations for Misdemeanors - Short-Term Rentals First violation $ 500.00
Second violation within a 24 month period 750.00 $
Third violation within a 24 month period 1,000.00 $
Fines - Misdemeanors
Infractions
First violation $ 100.00
Second occurrence of the same violation within a 12 month period 200.00 $ Third occurrence of the same violation within a 12 month period 500.00 $ Misdemeanors for Short-Term Rentals
First violation for conviction of an offense 500.00 $
Second conviction within a 24 month period 750.00 $
Third conviction within a 24 month period 1,000.00 $
Misdemeanors - All others Up to 1,000.00 $

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

PENALTIES & FINES

BUILDING DIVISION Effective 7/1/23
A.

Activity Description Fee Charge Basis Note
1 HVAC - per unit
a) Change-out (same location) 87$ per permit [a]
b) New 188$ per permit [a]
2 Electric Car Charging 151$ per permit [a]
3 Graywater System
a) No Plan Check Required 87$ per permit [a]
b) Plan Check Required 188$ per permit [a]
4 Insulation/Energy Upgrade 87$ per permit [a]
5 Residential Solar Photovoltaic System - Solar Permit
a) 15kW or less 188$ per permit [a]
b) Above 15kW - per kW 16$ per permit
6 Commercial Solar Photovoltaic System - Solar Permit
a) 50kW or less 1,074$ per permit
b) 50kW - 250kW - Base 1,074$ per permit
c) 50kW - 250kW - per kW above 50kW 8$ per permit
d) Above 250kW - Base 2,579$ per permit
e) Above 250kW - per kW above 250kW 5$ per permit
7 Service Panel Upgrade 83$ per permit
8 Water Heater Change-out (same location) 58$ per permit [a] 9 Water Heater Change-out (new location) 87$ per permit 10 Line Repair - Sewer / Water / Gas 83$ per permit
11 Line Repair / Repipe 124$ per permit
12 Re-Roof
a) Up to 2,000 SF (roof area) 165$ per permit
b) Each Add'l 1,000 SF or fraction thereof 83$ per permit

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY DEVELOPMENT DEPARTMENT
Fees for Commonly Requested Building Permit Types. Fees shown in this section (Section A.) include all applicable inspection, and plan review fees. Additional fees apply for permit processing and services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California). Additional fees are shown in Sections F and G.

Effective: 7/1/23 Page 14
A. Fees for Commonly Requested Building Permit Types (continued) Activity Description Fee Charge Basis Note
13 Demolition 83$
14 Temporary Power Pole 41$ per permit [b]
15 Swimming Pool/Spa
a) Swimming Pool/Spa 929$ per permit
b) Detached Spa/Water Feature 269$ per permit
c) Gunite Alteration 331$ per permit
d) Equipment Change-out Only (e.g. pump) 165$ per permit 16 Patio
a) Patio without M, E, P
i) up to 200 SF 228$ per permit
ii) Greater than 200 SF 320$ per permit
b) Patio with M, E, P
i) up to 200 SF 454$ per permit
ii) Greater than 200 SF 320$ per permit
17 Window / Sliding Glass Door (New or Alteration)
a) Up to 5 279$ per permit [c]
b) Each additional 68$ per permit [c]
18 Signs
a) Wall Sign 93$ per permit
b) Wall Sign Illuminated 124$ per permit
c) Monument Sign 186$ per permit
d) Monument Sign Illuminated 248$ per permit
19 Storage Racks
a) First 100 LF 372$ per permit
b) Each additional 100 LF 17$ per permit
[a] Fees have been reduced by 30% for single family residential to encourage energy savings improvements. [b] Fee applies if temporary power pole permit is requested separate from main building permit. [c] Permits required for new or alteration of windows and sliding glass doors. No permit required for retrofit windows and sliding glass doors.

Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 15
B.

Residential New Construction and Room Additions
Occupancy Classification Threshold
SqFt
Plan
Review
Base Fee
Add'l 100 SF
or Fraction
Thereof
Permit
Inspection
Base Fee
Add'l 100 SF
or Fraction
Thereof
Total
Base Fee
Add'l 100 SF
or Fraction
Thereof
Note
1 100 $ 619 $ - 1,158$ $ 1,777 - $ - $
200 $ 619 $ - 1,324$ $ 1,943 - $ - $
300 $ 619 $ - 1,406$ $ 2,025 - $ - $
400 $ 722 $ - 1,489$ $ 2,211 - $ - $
500 $ 825 $ 38 1,572$ $ 2,397 77 $ 115 $
1,000 $ 1,031 $ 38 1,985$ $ 3,016 62 $ 100 $
1,500 $ 1,238 $ 77 2,316$ $ 3,554 62 $ $ 139
2,000 $ 1,650 $ 77 2,647$ $ 4,297 123 $ $ 200
2,500 $ 2,063 $ 77 3,309$ $ 5,372 123 $ $ 200
3,000 $ 2,475 $ 38 3,971$ $ 6,446 62 $ $ 100
4,000 $ 2,888 $ 29 4,633$ $ 7,521 46 $ $ 75
2 Electrical Plan Review and
Permitting, if Required
3 Mechanical Plan Review and
Permitting, if Required
4 Plumbing Plan Review and
Permitting, if Required
5 Production Phase Units /
Identical Buildings / Duplicate
Stock
[a]
[a] For identical buildings built by the same builder on the same lot or in the same tract and for which building permits are issued at the same time. * Plan review fees include up to three plan checks. The City will bill hourly for additional plan review required. ** Amounts exclude City of Grover Beach standard permitting fees and State of California fees.

Building New Construction, Improvement and Alteration Fees. Fees shown in this section include permit inspection and plan review fees for new construction, improvements and alterations. Additional fees apply for permit processing, and services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California). Additional fees are shown in Section F and Section G.

R3 - Single-Family, Duplex,
Additional Dwelling Units
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
10% of Base Plan
Review Fee for Master
Unit
100% of Base Permit
Inspection Fee
10% of Plan Review;
100% of Base Permit
Inspection Fee
Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs, in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 16
B.

Residential Remodels with Structural Improvements
Occupancy Classification Threshold
SqFt
Plan
Review
Base Fee
Add'l 100 SF
or Fraction
Thereof
Permit
Inspection
Base Fee
Add'l 100 SF
or Fraction
Thereof
Total
Base Fee
Add'l 100 SF
or Fraction
Thereof
Note
1 100 $ 413 $0 745$ $0 $1,158 $0
200 $ 464 $0 952$ $0 $1,416 $0
300 $ 516 $0 1,117$ $0 $1,633 $0
400 $ 567 $0 1,241$ $0 $1,808 $0
500 $ 670 $19 1,366$ $54 $2,036 $73
1,000 $ 774 $29 1,655$ $15 $2,429 $44
1,500 $ 928 $58 1,737$ $46 $2,665 $104
2,000 $ 1,238 $58 1,985$ $92 $3,223 $150
2,500 $ 1,547 $58 2,482$ $92 $4,029 $150
3,000 $ 1,857 $29 2,978$ $46 $4,835 $75
4,000 $ 2,166 $22 3,475$ $35 $5,641 $57
2 Electrical Plan Review and
Permitting, if Required
3 Mechanical Plan Review and
Permitting, if Required
4 Plumbing Plan Review and
Permitting, if Required
5 Production Phase Units /
Identical Buildings / Duplicate
Stock
[a]
[a] For identical buildings built by the same builder on the same lot or in the same tract and for which building permits are issued at the same time. * Plan review fees include up to three plan checks. The City will bill hourly for additional plan review required. ** Amounts exclude City of Grover Beach standard permitting fees and State of California fees.

Building New Construction, Improvement and Alteration Fees (continued) R3 - Single-Family, Duplex,
Additional Dwelling Units
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
10% of Base Plan
Review Fee for Master
Unit
100% of Base Permit
Inspection Fee
10% of Plan Review;
100% of Base Permit
Inspection Fee
Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs, in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 17
B.

Garage/Room Conversions and Residential Remodels without Structural Improvements Occupancy Classification Threshold
SqFt
Plan
Review
Base Fee
Add'l 100 SF
or Fraction
Thereof
Permit
Inspection
Base Fee
Add'l 100 SF
or Fraction
Thereof
Total
Base Fee
Add'l 100 SF
or Fraction
Thereof
Note
1 100 $206 $0 $331 $0 $537 $0
200 $309 $0 $579 $0 $888 $0
300 $361 $0 $827 $0 $1,188 $0
400 $413 $0 $993 $0 $1,406 $0
500 $464 $10 $1,158 $31 $1,622 $41
1,000 $516 $7 $1,324 $23 $1,840 $30
2 Electrical Plan Review and
Permitting, if Required
3 Mechanical Plan Review and
Permitting, if Required
4 Plumbing Plan Review and
Permitting, if Required
* Plan review fees include up to three plan checks. The City will bill hourly for additional plan review required. ** Amounts exclude City of Grover Beach standard permitting fees and State of California fees.

Building New Construction, Improvement and Alteration Fees (continued) R3 - Single-Family, Duplex,
Additional Dwelling Units
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs, in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 18
C.

Commercial / Non-Residential - New Construction, Tenant Improvement, and Shell Occupancy Classification Threshold
SqFt
Plan
Review
Base Fee
Add'l 100 SF
or Fraction
Thereof
Permit
Inspection
Base Fee
Add'l 100 SF
or Fraction
Thereof
Total
Base Fee
Add'l 100 SF
or Fraction
Thereof
Note
1 500 $2,475 34.13 $2,925 75.29 5,400 109.42
1,000 $2,888 21.33 $3,309 61.60 6,197 82.93
5,000 $4,126 15.36 $6,618 49.28 10,744 64.64
10,000 $4,951 7.68 $9,266 24.64 14,217 32.32
20,000 $5,776 5.76 $11,913 18.48 17,689 24.24
2 500 $1,238 172.80 $2,234 46.20 3,472 219.00
1,000 $2,166 21.60 $2,482 57.75 4,648 79.35
5,000 $3,094 11.52 $4,964 36.96 8,058 48.48
10,000 $3,713 5.76 $6,949 18.48 10,662 24.24
20,000 $4,332 4.32 $8,935 13.86 13,267 18.18
3 500 $1,650 8.53 $3,309 13.69 4,959 22.22
1,000 $1,857 6.40 $3,640 10.27 5,497 16.67
5,000 $2,063 7.68 $3,971 12.32 6,034 20.00
10,000 $2,475 3.84 $4,633 12.32 7,108 16.16
20,000 $2,888 2.88 $5,956 9.24 8,844 12.12
4 Electrical Plan Review and
Permitting, if Required
5 Mechanical Plan Review and
Permitting, if Required
6 Plumbing Plan Review and
Permitting, if Required
7 Production Phase Units /
Identical Buildings / Duplicate
Stock
[a]
[a] For identical buildings built by the same builder on the same lot or in the same tract and for which building permits are issued at the same time. * Plan review fees include up to three plan checks. The City will bill hourly for additional plan review required. ** Amounts exclude City of Grover Beach standard permitting fees and State of California fees.

Building New Construction, Improvement and Alteration Fees. Fees shown in this section include permit inspection and plan review fees for new construction, improvements and alterations. Additional fees apply for permit processing, and services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California). Additional fees are shown in Section F and Section G.

New Construction / Addition
A, B, E, F, H, I, M, R4, S
(Assembly; Business;
Care/Assisted Living;
Educational; Factory; Hazard;
Institutional; Mercantile;
Storage)
Tenant Improvement
A, B, E, F, H, I, M, R1, R2, R4,
S (Assembly; Business;
Care/Assisted Living;
Educational; Factory; Hazard;
Institutional; Mercantile;
Storage)
Shell
A, B, E, F, H, I, M, R4, S -
Assembly; Business;
Care/Assisted Living;
Educational; Factory; Hazard;
Institutional; Mercantile; Storage
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
10% of Base Plan
Review Fee for Master
Unit
100% of Base Permit
Inspection Fee
10% of Plan Review;
100% of Base Permit
Inspection Fee
Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs, in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 19
D.

New Construction - R1 and R2 Occupancies
Occupancy Classification # of Units
Plan
Review
Base Fee
Add'l 100 SF
or Fraction
Thereof
Permit
Inspection
Base Fee
Add'l 100 SF
or Fraction
Thereof
Total
Base Fee
Add'l 100 SF
or Fraction
Thereof Note
1 1 - 10 $2,475 $512 $7,942 $1,164 $10,417 $1,676
11 - 25 $7,426 $576 $19,193 $1,276 $26,619 $1,852
26 - 50 $19,313 $304 $38,386 $744 $57,699 $1,048
51+ Units
(each add'l
unit)
$23,929
$228
$57,579
$558 $81,508 $786
2 Electrical Plan Review and
Permitting, if Required
3 Mechanical Plan Review and
Permitting, if Required
4 Plumbing Plan Review and
Permitting, if Required
5 Production Phase Units /
Identical Buildings / Duplicate
Stock
[a]
6 Tenant Improvement or Shell
[a] For identical buildings built by the same builder on the same lot or in the same tract and for which building permits are issued at the same time. * Plan review fees include up to three plan checks. The City will bill hourly for additional plan review required. ** Amounts exclude City of Grover Beach standard permitting fees and State of California fees.

Building New Construction, Improvement and Alteration Fees. Fees shown in this section include permit inspection and plan review fees for new construction, improvements and alterations. Additional fees apply for permit processing, and services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California). Additional fees are shown in Section F and Section G.

New Construction / Addition
R1, R2 (Hotel; Motel; Apartment;
Other)
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
10% of Base Plan
Review Fee for Master
Unit
100% of Base Permit
Inspection Fee
10% of Plan Review;
100% of Base Permit
Inspection Fee
See Commercial / NonResidential FeesSee Commercial / NonResidential FeesSee Commercial / NonResidential Fees Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs, in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 20
E.

Garage / Carport / Patio / Deck / Utility / Balcony
Occupancy Classification
Threshold
SqFt
Plan
Review
Base Fee
Add'l 100 SF
or Fraction
Thereof
Permit
Inspection
Base Fee
Add'l 100 SF
or Fraction
Thereof
Total
Base Fee
Add'l 100 SF
or Fraction
Thereof Note
1 100 $206 $0 $248 $0 $454 $0
200 $258 $0 $290 $0 $548 $0
300 $309 $0 $331 $0 $640 $0
400 $361 $0 $414 $0 $775 $0
500 $413 $10 $496 $77 $909 $87
1,000 $464 $2 $910 $19 $1,374 $21
2 Electrical Plan Review and
Permitting, if Required
3 Mechanical Plan Review and
Permitting, if Required
4 Plumbing Plan Review and
Permitting, if Required
* Plan review fees include up to three plan checks. The City will bill hourly for additional plan review required. ** Amounts exclude City of Grover Beach standard permitting fees and State of California fees.

Building New Construction, Improvement and Alteration Fees. Fees shown in this section include permit inspection and plan review fees for new construction, improvements and alterations. Additional fees apply for permit processing, and services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California). Additional fees are shown in Section F and Section G.

Balcony / Carport / Patio / Deck /
Garage / Utility
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
11% of Base Plan
Review Fee
11% of Base Permit
Inspection Fee
11% of Plan Review and
Permit Inspection Fee
Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs, in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 21
F.

Activity Description Fee Note
1 Permit Processing Fee $83
2 General Plan Maintenance Fee (percent of permit fee) 5% [a] 2 Technology Fee / Records Retention Fee (percent of permit fee) 5% 4 Strong Motion Instumentation (SMI) Fee [a]
a) Residential $0.50 or valuation x 0.00013
b) Commercial $0.50 or valuation x 0.00028
5 Building Standards (SB 1473) Fee (valuation) [a]
a) $1 - $25,000 $1
b) $25,001 - $50,000 $2
c) $50,001 - $75,000 $3
d) $75,001 - $100,000 $4
e) Each Add'l $25,000 or fraction thereof $1 additional 6 Temporary Certificate of Occupancy $248
Copies, Re-Print, Change of Contractor
7 Email Scanned / Archived Drawings $11
8 Job Card / Permit Re-Print $41
Violation Fees
9 Work Done without Permits 2x permit fee
Other Fees
10 Partial Inspection / Extra Inspection Fee (per inspection) $83 11 Re-Inspection Fee (3rd Time or More) (each) $83 [b]
12 Missed Inspection Fee $83
13 Fees for Services Not Listed in this Fee Schedule (per 1/2 hour) $83 14 Address Change or New Address Notification $68
[a] Fee only applies to permits for new construction and additions, including signs and swimming pools. [b] Re-inspection fee applies after second re-re-inspection.

Other Fees
Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 22
G.

Activity Description Fee Note
1 Public Works Building Plan Review
a) No Public Works Permit Issued $88
b) Minor Projects (1-3 lots or units) $350
c) Major Projects (4 or more lots or units) $525
d) Deposit Cases $1,000 Deposit
2 Planning Building Plan Review
a) Alterations $52
b) Additions - Residential $155
c) New Residential Unit / Detached ADU $309
i) Each Additional Unit $103
ii) ADU Stock Plan $52
d) Commercial / Industrial $1,000 Deposit
e) Signs
i) Sign Permit (First Sign) $75
Each Additional Sign $40
ii) Sign Registration for Temporary Signs (i.e. A-frame, banners) $0 3 Plan Review Fees
a) Alternate Materials and Materials Review (per hour) $206 b) Excess Plan Review Fee (4th and subsequent) (per hour) $206 4 Fire Supression Systems Review Consultant Cost
Building Plan Review Fees - for Services Not Identified Elsewhere In This Schedule When applicable, plan review fees shall be paid at the time of application for a building permit.

The plan review fee is in addition to the buidling permit fee.

Note: Each fee listed in this schedule is based on the typical estimated time required to perform a standard service request. For service requests that are anticipated to require time and materials costs in excess of those typically required, the Department reserves the right to bill, in advance, for Department costs anticipated to be incurred in excess of the fee shown in this schedule. The Building Official may adjust the plan checking/permit fee for an individual project when costs to the City are not congruent with this fee schedule. Fee amounts shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Effective: 7/1/23 Page 23
Fee Description & Unit/Time Effective 7/1/23
Administrative Development Impact Fee
Fee/Unit of Service (Per Person) $ 50.13
Single Family Residence (each) 2.56 DU $ 128.33
Multi Family Residence (each) 2.11 DU $ 105.77
Mobile Home (each) 1.40 DU $ 70.18
Commercial (1,000 SF) 6.00 per 1,000 sf $ 300.78
Office (1,000 SF) 2.94 per 1,000 sf $ 147.38
Industrial (1,000 SF) 2.02 per 1,000 sf $ 101.26
Fire Protection Development Impact Fee
Fee/Unit of Service (Net Acres/Unit) $ 1,379.91
Single Family Residence (each) 0.167 Net Acre/Unit 230.44 $ Multi Family Residence (each) 0.083 Net Acre/Unit 114.53 $ Mobile Home (each) 0.1 Net Acre/Unit 137.99 $
Commercial (1,000 SF) 0.023 per 1,000 sf 31.74 $
Office (1,000 SF) 0.023 per 1,000 sf $ 31.74
Industrial (1,000 SF) 0.023 per 1,000 sf $ 31.74
Other 0.023 per 1,000 sf (a) $ 31.74
Law Enforcement Development Impact Fee
Fee/Unit of Service (Per Person) $ 40.41
Single Family Residence (each) 2.56 DU 103.45 $
Multi Family Residence (each) 3.17 DU 128.10 $
Mobile Home (each) 2.10 DU 84.86 $
Commercial (1,000 SF) 8.00 per 1,000 sf $ 323.28
Office (1,000 SF) 1.47 per 1,000 sf $ 59.40
Industrial (1,000 SF) 1.01 per 1,000 sf $ 40.81
Park Improvement Development Impact Fee
Fee/Unit of Service
Single Family Residential Per Unit 3,272.82 $
Multi-Family Residential Per Unit 2,697.51 $
Mobile Home Residential Per Unit 1,789.81 $
Park Land Dedication "In-Lieu" Development Impact Fee (New Lot or New Unit) $ 2,751.00 Recreation Facility Development Impact Fee
Land Use Type
Single Family Residential Per Unit 585.10 $
Multi-Family Residential Per Unit 482.25 $
Mobile Home Residential Per Unit 319.98 $
Storm Water Development Impact Fee
per square foot of impervious surface $ 0.27
Transportation Development Impact Fee
Fee/Unit of Service (Peak Hour Trip) $ 1,570.72
Single Family Residence (each) 1.01 DU 1,586.43 $
Multi Family Residence (each) 0.62 DU 973.85 $
Mobile Home (each) 0.59 DU 926.72 $
Commercial (1,000 SF) 3.75 per 1,000 sf 5,890.20 $
Office (1,000 SF) 1.49 per 1,000 sf 2,340.37 $
Industrial (1,000 SF) 0.98 per 1,000 sf 1,539.31 $
Hotel/Motel
Water Infrastructure Reimbursement Fee
Front Footage Charge (per lineal foot) for Water Line 85.00 at building permit issuance

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY DEVELOPMENT DEPARTMENT

DEVELOPMENT IMPACT FEES
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

Effective: 7/1/23 Page 24
Fee Description & Unit/Time Effective 7/1/23

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

COMMUNITY DEVELOPMENT DEPARTMENT

DEVELOPMENT IMPACT FEES
Water Development Impact Fee
5/8 inch meter 1.00 Capacity Factor $ 1,158.42
3/4 inch meter 1.50 Capacity Factor $ 1,737.64
1 inch meter 2.50 Capacity Factor $ 2,896.06
1 1/2 inch meter 5.00 Capacity Factor $ 5,792.11
2 inch meter 8.00 Capacity Factor $ 9,267.38
3 inch meter 15.00 Capacity Factor $ 17,376.34
4 inch meter 25.00 Capacity Factor $ 28,960.57
6 inch meter 50.00 Capacity Factor $ 57,921.13
8 inch meter 80.00 Capacity Factor $ 92,673.81
10 inch meter 120.00 Capacity Factor $ 139,010.72
12 inch meter 160.00 Capacity Factor $ 185,347.63
Wastewater Development Impact Fee
5/8 inch meter 1.00 Capacity Factor $ 1,072.90
3/4 inch meter 1.50 Capacity Factor $ 1,609.88
1 inch meter 2.50 Capacity Factor $ 2,682.77
1 1/2 inch meter 5.00 Capacity Factor $ 5,364.48
2 inch meter 8.00 Capacity Factor $ 8,583.15
3 inch meter 15.00 Capacity Factor $ 16,093.42
4 inch meter 25.00 Capacity Factor $ 26,822.36
6 inch meter 50.00 Capacity Factor $ 53,644.71
8 inch meter 80.00 Capacity Factor $ 85,831.54
10 inch meter 120.00 Capacity Factor $ 128,747.31
12 inch meter 160.00 Capacity Factor $ 171,663.08
Single-Family Dwelling Unit $ 2,475.00
Apartment complex (Bachelor, one or two bedrooms, per unit) $ 1,856.00 Apartment complex (Three or more bedrooms, per unit) $ 2,475.00 Motel or Hotel (per individual room), plus: $ 1,237.00
For each residential facility for the motel or hotel $ 2,475.00 Condominiums and similar land uses $ 2,475.00
Hybrid Fee $ 1,856.00
Mobile Home Parks (per unit), plus: $ 2,475.00
For each washroom and restroom $ 2,475.00
Travel Trailer or Recreation Vehicle Park (per space), plus: $ 1,237.00 For each residential unit at the park $ 2,475.00
For each washroom and restroom $ 2,475.00
5/8 inch meter $ 2,475.00
3/4 inch meter $ 3,712.00
1 inch meter $ 6,187.00
1 1/2 inch meter $ 13,612.00
2 inch meter $ 24,131.00
3 inch meter $ 54,450.00
Commercial establishments, schools, manufacturing, industrial or any similar use - charge to be based on the capacity of the water meters, the square or the water meter size and the ratio of the water meter.

The fees listed below can be administratively changed by staff upon notification from South San Luis Obispo County Sanitation District and do not require the City Council approval.

Greater than 3" sized meters to be determined on the ratio of the size of meter (ORD. 91-9) as calculated by South San Luis Obispo County Sanitation District.

South San Luis Obispo County Sanitation District Wastewater Charge (Collected by City and paid to District as collected) Pass Thru Development Impact Fees
Effective: 7/1/23 Page 25
Fee Description & Unit/Time Effective 7/1/23
Encroachment Permit
Basic Permit $ 309.00
Fire Flow Test - documentation only / existing hydrant $ 97.00 Fire Flow Test - test and documentation / new hydrant or development Actual Cost Moving of Buildings and Vehicle Loads
Oversize Vehicle Loads Permit Fee - Per Trip/Per Direction $ 18.00 (Per California Code of Regulations Title 21, Section 1411.3 Annual Permit (Per CCR Title 21, Section 1411.3 & GBMC 8205) $ 105.00 (Per California Code of Regulations Title 21, Section 1411.3 + Deposit of Surety Bond in amount of $2,000,000
$ 1,585.00
Current Cal Trans
Equipment Rates + 30%
Overhead
Current Cal Trans
Equipment Rates + 30%
Overhead
Current Cal Trans
Equipment Rates + 30%
Overhead
Rate calculated using
current fully burdened
Salary and benefits
Vehicles
Equipment
Material
Labor
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

PUBLIC WORKS AND UTILITIES
Large Projects - Please see Encroachment Permit Deposit for Large Projects
Moving of Building (Based on the complexity of the move, a deposit may be required to cover additional time necessary to process request, as determined by the Public Works Director)
Cost Recovery Rates
Effective 7/1/23 Page 26
Fee Description & Unit/Time Effective 7/1/23

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

PUBLIC WORKS AND UTILITIES
$200 minimum or
estimated actual cost as
determined by the
Department Director
Encroachment Permit Deposit for Large Projects $ 2,000.00 (Will be billed for Actual Costs)
Public Improvements Single Lot/Subdivision Improvement Plans Plan Check Deposit for Improvement Plans (GBMC 9210.4)
Subdivision $ 1,000.00
Single Lot $ 500.00
Inspection of Improvement Work Deposit (GBMC 9210.6)
Subdivision or Single Lot 5% of Engineer's estimate
of subdivision
improvements
Improvement Security Required (GBMC 9210.14) 100% of Imp. Est.

Labor and Materials Surety (GBMC 9210.16) 50% of Imp. Est.

Subdivision Regulation Exception Fee See Variance Fee
Water Meter Charges (GBMC 7600)
Deposit will be determined
by Public Works based on
the size of the meter.

Minimum Deposit $750
Radios Actual Cost
3/4" meter Actual Cost
1" meter Actual Cost
2" meter Actual Cost
3" meter Actual Cost
4" meter Actual Cost
6" meter Actual Cost
Overhead % (Applies to all "Actual Cost" items)
% of invoice for invoice processing 30%
% of labor costs for general overhead 30%
The following amounts are DEPOSITS and reflect the minimum estimated costs for processing the "typical" building permit application. The Public Works Development Department may increase or decrease the deposit amount depending on the complexity of the project. If at any time during the development review process deposits are insufficient to cover the cost of processing the application, the City shall cease processing until additional funds are submitted.

Deposit for Field Work Inspection (in addition to Basic Encroachment Permit)
The following are deposits for radio and meter installations. Actual costs will be deducted from the deposit for the cost of the meters and associated labor. If actual cost is greater than deposit then customer will be billed for additional charges.

Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

The following amounts listed are DEPOSITS
Effective 7/1/23 Page 27
Fee Description & Unit/Time Effective 7/1/23
Adult Business Permit (Ord. 04-02) $ 790.00
Alarm Fees
Registration Permit (Annual) $ 25.00
Appeal Fee $ 25.00
Registration Permit Late Fee $ 25.00
Alarm Violation Late Payment Fee $ 25.00
Alarm Permit Reinstatement Fee $ 50.00
Burlgar False Alarm Fee
Registered Alarms
First Violation $ 50.00
Second Violation $ 75.00
Third Violation $ 100.00
Fourth Violation $ 200.00
Non-Registered Alarms
First Violation $ 150.00
Second Violation $ 175.00
Third Violation $ 200.00
Fourth Violation $ 300.00
Robbery False Alarm Fee
First Violation $ 100.00
Second Violation $ 200.00
Third and Subsequent Violations $ 300.00
Panic Button False Alarms
First Violation $ 100.00
Second Violation $ 200.00
Third and Subsequent Violations $ 300.00
Operation of Suspended Alarm System
First Violation $ 200.00
Second and Subsequent Violations $ 300.00
Alarm Company Violations
Failure to Report New Installation $ 50.00
False Alarm Caused by Company $ 50.00
Reporting an Alarm for a Suspended Alarm System
First Violation $ 100.00
Second and Subsequent Violations $ 200.00
Failure to Use Enhanced Call Confirmation Procedures $ 100.00 Alarm System Reinstatement Fee $ 200.00
Per Customer Contacted $ 10.00
Late Fee for All Charges $ 25.00
Alarm Permit Fee (Annual) $ 25.00
Arrest Booking Fees
City $ 154.00
Cannabis Background Fee (does not include livescan fee) Owner $ 709.00
Employee $ 411.00
Cannabis Background Renewal Fee
Owner $ 265.00
Employee $ 191.00
Commercial Cannabis Replacement Identification Card $ 25.00 Department of Justice (DOJ) Fee As set by the Department of Justice. Currently $75.00-
$91.00
Police Department

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Effective: 7/1/23 Page 28
Fee Description & Unit/Time Effective 7/1/23
Police Department

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Card Club Security Plan
New Security Plan and annual review of Security Plan $ 331.00 (Ord. No. 04-05)
Annual Review of Security Plan
Citation Sign Off $ 30.00
Card Room Fee (per table) $ 525.00
License Application As Set by Penal Code
Renewal As Set by Penal Code
Amendment As Set by Penal Code
Copy cost (per page)
8 1/2" x 11" or 8 1/2" x 14" $ 0.23
11" x 17" $ 0.24
DUI Cost Recovery $ 297.00
Livescan + DOJ Fee $ 21.00
Department of Justice (DOJ) Fee As set by the Department of Justice. Currently $75.00
Massage Establishment Permit Application Fee $ 400.00
(GBMC Section 3903)
Massage Establishment Renewal Permit Fee $ 61.00
Massage Technician Permit Application Fee
Off-Site Massage Permit
Parking Fines
Late Fee - All fines that are $53 $ 22.00
Late Fee - All fines that are $148 $ 48.00
Late Fee - All fines that are $371 (disabled parking) $ 79.00 Photographs
Digital Photos $ 24.00
Digital Videos $ 29.00
Reports - Investigation
Crime See Copy Costs
Traffic Accident, Full Investigation See Copy Costs
$ 1.15
Archival Search (2 or more years) See Copy Costs
$ 15.00
Secondhand Dealer & License Permit & Renewal
Permit $ 300.00
Renewal $ 156.00
+ DOJ and City Livescan fee
Subpoena Fee Deposit (Per Day) - (Set by Statute, Government Code 68093-68097.2) TC and PDO Insurance, public (Set by Statute, California Vehicle Code Section 20012) Concealed Weapons (Maximum Fees set by Penal Code)
Massage Permits: Massage Technician and Massage Establishment Repossession Fees (Set by Statute, California Vehicle Code Section 26751) Any requested services not covered by Master Fee Schedule will be charged actual costs Effective: 7/1/23 Page 29
Fee Description & Unit/Time Effective 7/1/23
Police Department

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Taxicab Driver Permit (GBMC Section 3405)
Application Fee and Identification Card Fee $ 403.00
$ 117.00
Taxi Public Hearing Fee $ 233.00
Tobacco Ordinance License Annual Fee $ 354.00
County Health Officer Fee (paid to County directly)
Change of Location Fee (GBMC Section 2908) $ 187.00
+ Business Tax Certificate and Fire Inspection Fees
Vehicle Release $ 148.00
Any requested services not covered by Master Fee Schedule will be charged actual costs Annual Renewal Application Fee (GBMC Section 3405 (E))
+ Department of Justice Fees
Effective: 7/1/23 Page 30
Fee Description & Unit/Time Effective 7/1/23
Cannabis Regulatory Fee
Annual Regulatory Fee per License
Retail Storefront $15,000.00
Manufacturing $15,000.00
Cultivation $15,000.00
Distribution $10,000.00
Testing Lab $10,000.00
NOTE: IF MORE THAN ONE LICENSE PER BUSINESS, THEN ONLY THE THE HIGHEST REGULATORY WILL BE CHARGED.

Annul Audit Fee per Business
Annual Audit Fee per Cannabis Business $10,000.00
Cannabis Background Fee (does not include livescan fee) Owner $ 709.00
Employee $ 411.00
Cannabis Background Renewal Fee
Owner $ 265.00
Employee $ 191.00
Commercial Cannabis Deposit (New or Renewal) $ 500.00
(This is a deposit consistent with the Comm Dev Commercial Cannabis Permit) Commercial Cannabis Replacement Identification Card $ 26.00

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

Revised: 8/28/23 Page 31
Fee Description & Unit/Time Effective 7/1/23
County Booking Fee Actual Cost as Charged by the
County of San Luis Obispo
Department of Justice - Fingerprinting Fees Actual Cost Charged by DOJ Federal Bureau of Investigations - Fingerprinting Fees Actual Costs Charged by FBI Negative Declaration Current fee per Department of
Fish and Game
Mitigated Negative Declaration Current fee per Department of Fish and Game
Environmental Impact Report Current fee per Department of Fish and Game
Certified Regulatory Program Current fee per Department of Fish and Game
County Clerk Processing Fee (in addition to above fees) Current fee per Department of Fish and Game
Residences and Apartments $ 25.48
Hotels Units with Kitchens $ 22.27
Motel Units without Kitchens $ 14.32
Hotel Rooms $ 14.32
Commercial Establishments $ 11.45
Each additional employee above 5 $ 2.31
Beauty Shops $ 22.91
Each additional employee above 6 $ 3.47
Eating Establishments w/o Grinders $ 35.65
Each additional 5 seats above 30 $ 5.35
Restaurants W/Grinders less than 30 seats $ 57.32
Restaurants W/Grinders over 30 seats $ 80.23
Laundromats - per washing machine $ 16.41
minimum charge $ 49.28
Service Station - no wash rack $ 67.49
Service Stations - with wash rack $ 96.82
Factories $ 38.21
Each additional employee above 20 $ 1.92
Churches $ 21.15
Per ADA with elementary school $ 0.64
Per ADA with other school $ 0.93
Bottling Plants $ 45.87
Schools (Non-Boarding) $ 12.70
Per ADA with elementary school $ 0.64
Per ADA with other school $ 0.93
Schools (Boarding) $ 12.74
Per ADA with elementary school $ 1.28
Per ADA with other school $ 1.80
Trailer/Mobile Home Space $ 15.31
RV Dump Stations - Less than 50 services $ 118.45
The fees listed below can be administratively changed by staff upon notification from Department of Fish and Game and do not require the City Council approval.

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Pass Through to Other Agencies
South San Luis Obispo County Sanitation District (Monthly charge collected by City and paid to the District monthly) Department of Fish and Game Environmental Filing Fees - made payable to San Luis Obispo County Clerk
Effective: 7/1/23 Page 32
Fee Description & Unit/Time Effective 7/1/23

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Pass Through to Other Agencies
Tapes
Video Actual Costs per AGP Video +
25% Administrative Fee
Taxicab Rates
Beach Cities Cab Co.

Fare for Pick-up Set by City per request from
Fare per Mile Taxi Cab Company
Waiting Time
Credit Card Surcharge
After-hours Surcharge
234 Taxi
Fare for Pick-up Set by City per request from
Fare per Mile Taxi Cab Company
Waiting Time (per hour)
Credit Card Surcharge
After-hours Surcharge
Effective: 7/1/23 Page 33
Fee Description & Unit/Time
Number of
Cans
Collections
Per W eek

COMMERCIA

L GARBAGE
1 1 $ 30.98
2 1 $ 56.33
3 1 $ 70.43
3 2 $ 106.67
4 1 $ 84.51
Re-deliver bin to stopped
account $ 52.57
Size of
Container
(Cubic
Yards)
1 2 34567
1 $ 109.84 $ 163.34 $ 222.50 $ 281.66 $ 332.32 $ 397.15 485.05 $

1.5 $ 126.75 $ 199.99 $ 281.66 $ 366.17 $ 447.82 $ 532.31 647.63 $ 2 $ 143.64 $ 236.57 $ 346.41 $ 456.27 $ 557.63 $ 667.49 816.20 $ 3 $ 171.81 $ 329.54 $ 456.27 $ 594.27 $ 706.96 $ 839.30 1,068.87 $ 4 $ 222.50 $ 377.39 $ 540.75 $ 706.96 $ 870.32 $ 1,036.46 1,322.89 $ 6 $ 333.76 $ 566.06 $ 811.13 $ 1,060.45 $ 1,305.50 $ 1,554.70 1,984.35 $ 8 $ 445.01 $ 1,081.51 $ 1,413.94 $ 1,740.64
one can $ 23.52 Per Month
two can $ 31.79 Per Month
three can $ 40.03 Per Month
four can $ 48.30 Per Month
five can $ 56.55 Per Month
six can $ 64.82 Per Month
96 gallon Waste Wheeler
one 64 + one 96 gallon
two-64 gallon Waste Wheelers
Waste Wheelers
32 gallon
two 96 gallon
Waste Wheelers
Waste Wheeler
64 gallon Waste Wheeler

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Waste Connections Service Fees
Effective January 1, 2023

COMMERCIAL DUMPSTER CONTAINER (PER MONTH)

COLLECTIONS PER W EEK
SINGLE FAMILY AND MULTI-UNIT RESIDENTIAL (4 units or less)

VOLUME BASED RATES INCLUDES

W ASTE W HEELERS FOR GREEN W ASTE AND GARBAGE
Effective: 7/1/23 Page 34
Fee Description & Unit/Time

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Waste Connections Service Fees
Miscellaneous Items
Overstacked Garbage & extra bags Minimum/Unit 7.35 $ Each Overstacked Green waste & extra bags Minimum/Unit 3.70 $ Each Overstacked Blue Bin & extra bags Minimum/Unit 3.70 $ Each In yard service (per can or commodity) 18.33 $ Per month In addition to standard garbage rates
$ Per month 1.85
$ Per month 2.08
Extended Vacation Service 17.10 $ Per month
Vacant Rate 17.10 $ Per month
Waste wheeler cleaning 27.36 $ Each Time
Trip Charge 18.35 $ Each Time
Non-payment Downsize service 18.35 $ Each Time
Non-payment redeliver waste wheeler 18.35 $ Each Time
Non-payment reconnect service 44.08 $ Each Time
Small item pickup (TV, Toilet) 43.01 $ Each
Appliance pickup-residential 60.67 $ Each
Lock Charge 10.21 $ Per month
City Clean Up 15.04 $ Each
$ Per Yard 7.35
$ Per Yard 25.70
$ Per month 5.68
Re-deliver bin on stopped account 18.33 $ Each Time
Compactors Per yard
Sunday Service (In addition to garbage service level) 91.80 $ Per Month Recycle bin rental 10.21 $ Per Month
Stand by Time 84.00 $ Per Hour
Extra bin cleaning 82.05 $
Damage/Destruction of bins or waste wheelers replacement/repair at market price Short Term Dumpsters
Delivery and Pickup Bin 52.57 $
Delivery and Pickup - Waste Wheeler 52.57 $
Rental $ 5.68
Empties $ 128.17
Mattresses
Twin $ 23.87
Double $ 23.87
Queen $ 23.87
King $ 23.87
Any additional recycling services are charged out at 50% of the garbage rate.

Commercial Waste Wheeler Rent
Please recycle, it is less expensive and it helps the community achieve its AB939 goal to reducing buried waste at the landfill.

Late Fees are imposed for residential customers over 30 days delinquent and commercial customers over 30 days delinquent. The fee is 1.5% per month of the outstanding charge, with a minimum fee of $5.00. No prior notice is required, as this late fee policy is stated at the bottom of every bill.

Monthly Charge for additional 64 or 96-gallon recycle waste service
Monthly Charge for additional 64 or 96-gallon green waste service
Garbage extras on your scheduled pickup day
Garbage extras - not on your scheduled pickup day
Effective: 7/1/23 Page 35
Fee Description & Unit/Time Effective 7/1/23
Fire & Life Safety Inspections
$ 135.00
plus Administrative Fee (25%) $ 34.00
Additional Re-inspections $ 135.00
2nd & Subsequent Re-inspection
Residential Home Health Care Facilities (R-2)
$ 45.00
$ 135.00
plus Administrative Fee (25%) $ 34.00
Additional Inspections $ 135.00
Home Child Day Care/Health Care Facilities
$ 45.00
$ 135.00
$ 135.00
plus Administrative Fee (25%) $ 34.00
Additional Inspections $ 135.00
Annual Fire & Life Safety Self-Inspection Program
Initial Request for Self-Inspection $ 135.00
plus Administrative Fee (25%) $ 34.00
Non-Compliance as listed below:

Commercial Low Risk Annual Business Self-Inspection
Non-Compliance Inspection - each occurrence $ 135.00
plus Administrative Fee (25%) $ 34.00
Commercial High Risk Annual Business Self-Inspection
Non-Compliance Inspection - each occurrence $ 135.00
plus Administrative Fee (25%) $ 34.00
Fire Protection Systems - Plan Review
Fire Engineering Plan Check/Review
Fire Engineering Firm - Plan Review Direct Consultant
Cost + 25%
Administrative
Overhead
Fire Protection Systems - Inspections
Fire Engineering Firm - Plan Review Direct Consultant
Cost + 25%
Administrative
Overhead
Any requested services not covered by Master Fee Schedule will be charged actual costs based on time and materials. A deposit may be required by the City.

All Inspections Types (Residential, Commercial, Mixed-use, Tenant Improvement, Hood, Premature Inspection Request, Fire Alarm Systems) Pre-Fire Inspection as mandated by CA H&S Code Section 13235 Inspection Charge - (One inspection Only. If inspection not passed additional fee required) (6 or less Residents) or Home Day Care (8 or less children)
Inspection Charge (One inspection only. If inspection not passed additional fee required) (7 or more residents) or Home Day care (9 or more children)

CITY OF GROVER BEACH

MASTER FEE SCHEDULE

FIRE & SAFETY
New Business Fire Inspection Fee (One inspection Only. If inspection not passed additional fee required)
Pre-Fire Inspection as mandated by CA H&S Code Section 13235 Inspection Charge - (One inspection Only. If inspection not passed additional fee required)
Revised: 8/28/2023 Page 36
Fee Description Type of Change Resolution No. Effective Date Original Adoption 5/19/2003
Peg Access Fee Charter Peg Access Fee Resolution 03-73 7/21/2003 Miscellaneous City Fees Changes per Fee Study Resolution 04-39 6/17/2004 & Blue Ribbon Committee
Solid Waste Fees Solid Waste Fee Update Resolution 04-67 9/7/2004 Recreation Fees Parks and Recreation Fees Resolution 04-84 11/15/2004 Annual Update of Fees Update of various fees based Resolution 05-30 4/4/2005 on December 03 to December
04 CPI
Solid Waste Rate Interim Year Solid Waste Resolution 05-32 4/18/2005 Adjustments Rate Adjustments
Various Parks and Increase and Decrease in Resolution 05-44 6/20/2005 Recreation Fees Various Parks and Recreation
Fees
Water Rate Increase Increase Water Rates and Resolution 05-48 6/29/2005 Set a tiered system
Tobacco Ordinance License Fees for Tobacco Resolution 05-72 9/6/2005 License Fees Ordinance
Per Mile Rate Beach Cities Cab Company Resolution 06-10 1/17/2006 Per Mile Rate
Development Impact Update of various Development Resolution 06-11 2/6/2006 Fees Impact Fees
Annual Update of Fees Update of various fees based Resolution 06-38 5/1/2006 on December 04 to December
05 CPI
Development Impact Update of Parks Development Resolution 06-45 6/19/2006 Fees Impact Fees
Card Table Fee Increase Per Table Fee Resolution 06-91 11/6/2006 Sanitation Fees & Update of Fees Resolution 07-10 1/22/2007 Returned Check Fee
Water Rate Increase Update of Water Fees Resolution 07-18 2/21/2007 Annual Update of Fees Update of various fees based Resolution 07-52 5/7/2007 Newly requested, and on Dec 06 CPI. Also new fees
changed fees for CD for CD, Fire, P & R, and changing
Fee system for CD

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Legislative History
Effective: 7/1/23 Page 37
Fee Description Type of Change Resolution No. Effective Date

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Legislative History
Solid Waste Rate Interim Year Solid Waste Resolution 07-94 10/1/2007 Adjustments Rate Adjustments
Taxi Increase Update Taxi Fees Resolution 08-28 4/21/2008 Annual Update of Fees Update of various fees based Resolution 08-36 5/5/2008 Newly requested, and on Dec 07 CPI. Also new fees
changed fees for CD for CD, Fire, ASD, and changing
fee system for CD
Parks and Increase and Decrease in Resolution 08-53 7/7/2008 Recreation Fees Parks and Recreation Fees
Parks and Adjust Parks and Recreation Resolution 09-52 8/17/2009 Recreation Fees Fees
Suspension of Application
and Processing Fee for
BTC
Suspension of Application and
Processing Fee for BTC
Resolution 09-92 12/7/2009
Water Rate Adjustments Water Rate Adjustments Resolution 10-45 7/5/2010 Credit Card Convenience Credit Card Convenience Resolution 10-73 12/6/2010 Fees for Utility Billing Fees for Utility Billing
On-line payment service On-line payment service
Water Rate Adjustments Water Rate Adjustments Resolution 12-16 4/1/2012 and Establishment of a and Establishment of a
Storm Water Utility Fee Storm Water Utility Fee
Police Department Any additional fees set by other
agencies will be added to the
amount set by the City for all tickets
issued
Resolution 12-61 9/17/2012
Solid Waste Rate Interim Year Solid Waste Resolution 13-4 2/4/2013 Comprehensive Update Comprehensive Update of all User
Fees
Resolution 13-15 5/6/2013
(With some
exceptions regarding
effective date.)
Annual Update of Fees Based on CPI for Los
Angeles/Riverside County year
ended December 2013 of 1.1% for
most fees
Resolution 14-15 3/17/2014 (With
Some exceptions
regarding effective
date.)
Annual Update of Fees Based on CPI for Los
Angeles/Riverside County year
ended December 2014 of 1.0349%
for most fees
Resolution 14-15 3/16/2015 (With
Some exceptions
regarding effective
date.)
Solid Waste Rate Waste Connections Solid Waste Resolution 15-54 10/15/2015 Annual Update of Fees
Based on CPI for Los
Angeles/Riverside County year
ended December 2015 of 2.198%
for most fees
Resolution 16-38 5/16/2016
Effective: 7/1/23 Page 38
Fee Description Type of Change Resolution No. Effective Date

CITY OF GROVER BEACH

MASTER FEE SCHEDULE
Legislative History
Various Adjustments Adjustments as directed by Council Resolution 16-72 9/6/2016 Annual Update of Fees
Based on CPI for Los
Angeles/Riverside County year
ended December 2016 of 1.97%
for most fees Resolution 17-24 5/15/2017
Community Development
Department
Commercial Medical Cannabis
Permitting Process Fee Resolution 17-31 6/6/2017
Annual Update of Fees
Based on CPI for Los
Angeles/Riverside County year
ended December 2017 of 2.79%
for most fees + 1.21% additional Resolution 18-29 4/16/2018 Police Department
Commercial Cannabis Background
Investigation Fees decrease Resolution 18-42 5/21/2018
Community Development Amendment of Administrative Resolution 18-98 11/19/2018 Department Citation Penalties
Annual Update of Fees
Based on CPI for Los
Angeles/Long Beach/Anaheim year
ended December 2018 of 3.08%
for most fees Resolution 19-19 7/1/2019
Community Development Amendment for Short-Term Resolution 19-47 8/19/2019 Department Rental Permit Fees
Annual Update of Fees
Based on CPI for Los
Angeles/Long Beach/Anaheim year
ended December 2019 of 3.065%
for most fees Resolution 20-16 7/1/2020
Annual Update of Fees
Based on CPI for Los
Angeles/Long Beach/Anaheim year
ended December 2020 of 1.625%
percentage increase for most fees Resolution 21-09 7/1/2021 Building Division Updated Building Fees Resolution 22-06 5/1/2022 Annual Update of Fees
Based on CPI for Los
Angeles/Long Beach/Anaheim year
ended December 2021 of 3.8328%
percentage increase for most fees Resolution 22-11 7/1/2022 Annual Update of Fees
Based on CPI for Los
Angeles/Long Beach/Anaheim year
ended December 2022 of 7.5%
percentage increase for most fees Resolution 23-08 7/1/2023 Effective: 7/1/23 Page 39
Attachment 2

Agenda Item No. 7

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: August 28, 2023 FROM: Matthew Bronson, City Manager
PREPARED BY: Karla Mattocks, Management Analyst/Human Resources SUBJECT: Resolution to Reclassify the Job Classification of Deputy City Manager to Assistant City Manager, and Management Analyst/Human Resources to Human Resources Officer, and Set the Salary Schedule

RECOMMENDATION
Adopt the Resolution to reclassify the Job Classifications of Deputy City Manager to Assistant City Manager, and Management Analyst/Human Resources to Human Resources Officer and set the salary schedule.

BACKGROUND
In the recent organizational assessment conducted by Baker Tilly (See Attachment 1 – Baker Tilly Organizational Assessment Report), two recommendations were brought forth regarding the structure and positions of the City Manager’s Office (City Management Department). These recommendations included reclassifying the Management Analyst/Human Resources position to Human Resources Officer along with reducing the City Manager’s volume of direct reports by delegating supervision of certain functions to the Deputy City Manager. A staff review of duties performed concurs with these assessments and finds both positions are currently performing overall functions that are consistent with the recommended reclassifications. Staff also concluded that reclassifying the Deputy City Manager position to Assistant City Manager will provide additional management capacity within the organization and greater flexibility for the City Manager to devote time to critical strategic issues for the City, including the implementation of the restructured Five Cities Fire Authority and the final development and construction of the Central Coast Blue recycled water project.

The position of Deputy City Manager was established in September 2021 to create greater bandwidth and workload capacity within the City Management Department. While the essential functions and duties of the Deputy City Manager are broadly defined, they do not include oversight of departments or divisions or supervision of direct reports. Rather, the Deputy City Manager duties include only management and supervisory support for specific functions along with coordination of special projects and citywide responsibilities and the City Manager directly supervises all divisions of the City Management Department and all Department Directors.

To better align with industry standards and in recognition of the necessity to expand the scope of the position to provide more comprehensive support to the City Manager, staff is recommending the reclassification of the position of Deputy City Manager to Assistant City Manager. Many cities across the county and state have such an Assistant City Manager position as it recognizes the need to provide skilled professional support to the City Manager in day-to-day operations, supervision, policy implementation, strategic planning, and decision-making processes. The Staff Report: Assistant City Manager and Human Resources Officer Position Reclassifications Page 2 August 28, 2023
Assistant City Manager would oversee the programs of the City Manager Department including City Clerk and Human Resources along with the new Community Services program in addition to other citywide responsibilities including communications and economic development. As a result of this reorganization, the Assistant City Manager would have three direct reports and would oversee a staff of six employees. In addition, the added duties will include serving as acting City Manager for citywide operations when the City Manager is absent or otherwise unavailable. This restructuring is an example of the City’s professional development and workforce planning for key leadership positions.

In terms of the Human Resources position, the organizational responsibilities of the role have greatly expanded since the last assessment of the Human Resources job classification conducted in 2017. The duties are complex and involve oversight of all human resources functions within the City including classification and compensation, performance and leave management, coaching, conflict resolution, disciplinary actions, grievances, covid compliance, labor relations, risk management, and legal compliance for employment. The position exercises considerable discretion and judgment in conducting confidential personnel investigations, performing extensive liaison and coordination responsibilities with department directors and City staff, as well as the development, management, and assessment of a wide variety of policies and programs to ensure they are administered in a professional, legally compliant, and cost-effective. The level and complexity of the duties performed are consistent with the position of Human Resources Officer in comparable cities. This position is currently a “standalone” role and oversees all Human Resources functions for the City until such time that another Human Resources position can be added as recommended by the Baker Tilly assessment.

Based on the recommendation of the organizational assessment, high level of responsibilities, cross-departmental workload, technical difficulty, and discretion inherent to this position, staff recommends the reclassification of the Management Analyst/Human Resources position to Human Resources Officer. This will align the City of Grover Beach with like agencies within the county and state and provides greater opportunities for recruitment and retention in the future.

Staff has researched compensation levels in comparable cities and the following salary schedule has been established for Assistant City Manager and Human Resources Manager:

FISCAL IMPACT
The fiscal impact for these reclassifications is approximately $66,000 for the remainder of fiscal year 2023-24 and $83,000 annually on an ongoing basis. However, this cost is largely offset by the cost savings from the reclassification of the Parks and Recreation Program Director position to Community Services Supervisor, which was approved by the Council on July 24, 2023. This position is currently vacant so additional cost savings from this vacancy will fully cover the added cost of these additional reclassifications this fiscal year. Future costs will be incorporated into the department’s operating budget.

Section 1 - Executive Management MIN MAX
Assistant City Manager * 12,841 13,483 14,157 14,865 15,608 16,389 Section 2 - Management & Confidential A B C D E F
Human Resources Officer * 8,096 8,501 8,926 9,372 9,841 10,333 Staff Report: Assistant City Manager and Human Resources Officer Position Reclassifications Page 3 August 28, 2023

ALTERNATIVES
The Council has the following alternatives to consider:

1. Adopt the Resolution to reclassify the job classification of Deputy City Manager to Assistant City Manager, and reclassify the position of Management Analyst/Human Resources to Human Resources Officer, and set the salary schedule; or

2. Provide alternate direction to staff.

PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.

Attachments

1. Baker Tilly Organizational Assessment Report

2. Resolution to reclassify the job classification of Deputy City Manager to Assistant City Manager and reclassify the position of Management Analyst/Human Resources to Human Resources Officer and set the salary schedule.

Exhibit A – Job Classification Assistant City Manager
Exhibit B – Job Classification Human Resources Officer
Exhibit C – Salary Schedule Assistant City Manager and Human Resources Officer March 2023
City of Grover Beach
Citywide High-Level Organization Assessment
Attachment 1
BAKER TILLY • 1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 March 7, 2023
Mr. Matthew Bronson
City Manager
City of Grover Beach
154 S. Eighth Street
Grover Beach, CA 93433
Dear Mr. Bronson:

Baker Tilly is pleased to transmit this report on our organizational assessment for the City of Grover Beach. The focus of the assessment was to identify opportunities for an efficient organizational structure, provide recommendations to improve operations, and identify priority operational service objectives. Our report includes 57 recommendations for improvement based on this assessment and best practices.

The City of Grover Beach has many strengths. It relies on capable and qualified staff members who take great pride in the work they accomplish with the resources they have. Overall, the City is well positioned to continue moving forward to address community needs, especially with the recent passage of Measure F-20, the 1% sales tax increase.

We wish to thank City staff for their assistance in providing us with a variety of information, having candid discussions with our team members, and for their participation in the employee survey.

Sincerely,
Carol Jacobs
Managing Director
Citywide High-Level Organization Assessment
Table of Contents Baker Tilly
i
Table of Contents
Executive Summary............................................................................................................................. 1 Citywide Functional Organization Chart.................................................................................. 2 Key Performance Indicators....................................................................................................... 2 Major Areas of Focus and Recommendations .......................................................................... 3 Organization of the Document................................................................................................... 6 Project Approach ................................................................................................................................. 7 Interviews .................................................................................................................................... 7 Interview Themes................................................................................................................... 7 Major Themes from Focus Groups ............................................................................................ 8 Public Works Maintenance Crew Focus Group ...................................................................... 8 Community Focus Group....................................................................................................... 9 Employee Survey ...................................................................................................................... 10 Comparison Agency Research ................................................................................................. 14 Prior Organization Assessments.............................................................................................. 15 Documents................................................................................................................................. 16 Public Works Department................................................................................................................ 18 Organization Structure and Staffing........................................................................................ 19 Engineering ......................................................................................................................... 19 Maintenance Operations...................................................................................................... 20 Training, Standard Operating Procedures .............................................................................. 24 Communication and Leadership ............................................................................................. 25 Improving Services Will Require Systems and Technology.................................................. 26 Capital Improvement Program Project Management............................................................ 27 Corporation Yard...................................................................................................................... 28 Parks and Recreation Department................................................................................................... 30 Organization Structure and Staffing........................................................................................ 31 Lack of Program/Event Metrics and Associated Costs .......................................................... 35 Parks and Recreation Program and Event Subsidies............................................................. 36 Planning and Partnerships ....................................................................................................... 36 Citywide High-Level Organization Assessment
Table of Contents Baker Tilly
ii
Community Development Department .......................................................................................... 39 Organization Structure and Staffing........................................................................................ 39 Succession Planning ............................................................................................................ 40 Communication and Leadership ............................................................................................. 41 Lack of Technology Severely Impacts Staff Efficiency and Customer Service..................... 42 Performance Indicators and Turnaround Times .................................................................... 43 Good Progress on the 2018 Zucker Report; High Priorities Remain..................................... 44 Administrative Services Department.............................................................................................. 47 Organization Structure and Staffing........................................................................................ 47 Finance 47
Information Technology ....................................................................................................... 49 Communication and Organization Culture............................................................................ 50 Training and Professional Development....................................................................................... 51 Operational Policies and Procedures............................................................................................ 52 Technology Strategic Action Plan ........................................................................................ 52 Equipment Replacement Fund ................................................................................................ 53 Police Department............................................................................................................................. 54 Organization Structure and Staffing........................................................................................ 55 Technology ................................................................................................................................ 58 Customer Service ...................................................................................................................... 59 Police Facility............................................................................................................................. 59 City Manager’s Office....................................................................................................................... 61 Organization Structure and Staffing........................................................................................ 61 Human Resources ..................................................................................................................... 62 City Clerk Services.................................................................................................................... 65 Conclusion.......................................................................................................................................... 68 Attachment A – List of Recommendations..................................................................................... 69 Attachment B – Examples of Key Performance Indicators ........................................................... 73 Citywide High-Level Organization Assessment
Table of Contents Baker Tilly
iii
Tables
Table 1. Employee Survey Responses Regarding Organizational Health ................................. 11 Table 2. Employee Survey Responses Regarding Organizational Culture................................ 12 Table 3. Employee Survey Responses Regarding Staffing .......................................................... 14 Table 4. Comparable City Information........................................................................................... 15 Table 5. Public Works Department Heads and City Engineers in Comparable Jurisdictions (as of FY 2021-22)................................................................................................................................ 19 Table 6. Public Works Engineering and Maintenance Division Manager Staffing in Comparable Cities for FY 2021-22 .................................................................................................... 20 Table 7. Public Works Maintenance Full-Time Equivalent (FTE) Staff and Positions in Comparable Jurisdictions for FY 2021-22........................................................................................ 21 Table 8. City Assets Across Comparison Agencies for FY 2020-2021 .......................................... 23 Table 9. Recreation Full-Time Equivalent (FTE) Staff and Positions in Comparable Jurisdictions for FY 2022-23 .............................................................................................................. 33 Table 10. Full-time Equivalent (FTE) Staff Comparisons in the Human Resources Function . 63 Figures
Figure 1. Existing Citywide Functional Organization Chart.......................................................... 2 Figure 2. Employee Survey Respondents by Department............................................................ 11 Figure 3. Existing Public Works Department Organization Chart.............................................. 18 Figure 4. Existing Parks and Recreation Department Organization Chart................................. 30 Figure 5. Existing Community Development Department Organization Chart........................ 40 Figure 6. Existing Administrative Services Organization Chart.................................................. 47 Figure 7. Existing Police Department Organization Chart........................................................... 55 Figure 8. City Manager’s Office Existing Organization Chart..................................................... 61 Citywide High-Level Organization Assessment
Executive Summary Baker Tilly
1 Executive Summary
Baker Tilly was engaged by the City of Grover Beach to conduct an organizational assessment to review staffing levels, identify opportunities to achieve an efficient organizational structure, and surface priority operational service objectives. We conducted a full assessment of three departments: Public Works, Parks and Recreation, and Administrative Services. We also conducted a high-level assessment of the Community Development, Police Department and the City Manager’s Office. The focus of the high-level assessments was to review the studies previously conducted, determine which recommendations have been implemented and identify those that are still outstanding and should be addressed.

The challenge we encountered during this engagement is that the City does not currently utilize performance measures or key indicators in departmental operations. These have not been developed to date given limited administrative capacity historically for developing such information. Absent performance indicators, program and workload information, the Baker Tilly team was unable to conduct an in-depth examination of operational procedures, program cost effectiveness, and to a significant extent, employee workload. Without adequate documentation, we were unable to reach definitive conclusions about staffing levels in some areas, i.e., field maintenance, or make specific recommendations regarding service cost effectiveness.

Nonetheless, we used our knowledge of best practices and professional expertise to recommend areas of focus that we believe ought to be priorities, specific staffing level issues that should be addressed, and business systems and technology changes that are important to making informed resource allocation decisions in the future. In support of this, we interviewed Council members, the city manager, deputy city manager, department heads and key staff.

Following the interviews, we deployed an employee survey that was distributed to all staff members, conducted two focus groups, and conducted a comparative agency analysis to assist in our assessment. This Citywide High-Level Organization Assessment
Executive Summary Baker Tilly
2 report provides 57 recommendations across all departments, which are contained in Attachment A.

Citywide Functional Organization Chart
Figure 1 provides a functional overview of the City of Grover Beach’s organization structure. Each departmental section addresses the functional organization structure and our observations and recommendations.

Figure 1. Existing Citywide Functional Organization Chart Key Performance Indicators
Effective assessment of staff workload capacity related to the delivery of programs and services expected by the City Council and the community requires the establishment and tracking of key performance indicators (KPIs) to provide essential information about what is being accomplished with the resources available.

While Baker Tilly believes that staff capacity is constrained in certain departments, it is an anecdotal assessment because there are few, if any, KPIs, nor is there consistent or reliable data to assess what the staff members have and have not accomplished.

Citywide High-Level Organization Assessment
Executive Summary Baker Tilly
3 Performance indicators provide an idea about how resources are being used to provide programs and services internally and externally and the cost. They also indicate workload (e.g., what staffing needs and resources are necessary to accomplish what needs to be done).

Measuring what is done, the quality of the work, and the cost of doing so is critical to assessing how well available resources are being used and whether they are focused on the right things. Key performance indicators help ensure accountability, and focus discussions on what is most important. They assist city leaders and staff in quantifying the cost and effectiveness of their services and allocating appropriate resources to support them. This, in turn, can help executive management and policy decisionmakers determine how better to utilize limited financial resources across the City, and, as important, identify where the gaps may be.

Examples of key performance indicators may be found in
Attachment B.

Major Areas of Focus and Recommendations
During our assessment, we developed and deployed an employee survey and conducted focus groups, interviewed City staff, reviewed documents, including three previous assessments, and conducted a peer comparison.

These activities informed the following major areas of focus and recommendations that we believe City leaders should focus on in the near term.

1. Address the management and leadership gap in the Public Works Operations Maintenance Division through the addition of a new division manager. There is a substantial management and leadership gap between the public works director and the public works supervisor. Without a position at the division head level, the public works supervisor has had to try to perform this role.

First line supervisors are typically operationally focused, and this has resulted in a response-driven approach to how the public works maintenance crew operates (rather than a proactive approach). In addition, there are communication and resource issues in the maintenance function.

2. Analyze current parks and recreation program costs to inform future decisions on program scope and structure. The work, programs, and activities that come from the Parks and Recreation Department are well received by community members, the City Council and staff. However, there is significant policy and Citywide High-Level Organization Assessment
Executive Summary Baker Tilly
4 community interest in producing more programs, activities, and special events. Doing so will continue to be challenging until department staff assess the current cost effectiveness of the programs and activities offered, identify opportunities for cost recovery and new ways of providing services through a more robust volunteer program, partnerships, as well as a likely increase in staff. This work will also inform future decisions on the scope and structure of this program such as whether it should remain a stand-alone department given its relatively small size or combined with another department.

3. Develop key performance indicators to inform effective decisions about resource allocation. As previously mentioned, there is a lack of KPIs in departments. Without keeping track of such data, it is difficult to assess staff workload, service costs, and whether program objectives are being met. City leaders need to focus on critical mission areas and ensure performance goals and objectives are developed and tracked.

4. Develop and implement an equipment replacement policy. The City has a significant amount of capital assets, information technology equipment, and vehicles that all have a useful life and will eventually need to be replaced. However, an equipment (vehicle or technology) replacement policy does not exist, nor is there an adequate system in place to address replacement costs except on a year-by-year allocation basis. An equipment replacement policy is also critical to inform policymakers about these needs and the importance of budgeting for them.

5. Add capital improvement program implementation resources through contractual services based on future capital funding levels should the program is expanded from its current level to ensure program success. The City’s capital improvement program has expanded beyond its historical size and scope, almost tripling in terms of financial resources. According to staff, the existing staffing level, supplemented by contract services, has generally been sufficient for the current program though workload concerns remain. Baker Tilly believes additional contract implementation services may be necessary particularly if the program expands further, to ensure projects are finished on time and within budget.

6. Develop and implement a financial plan for a renovated corporation yard and police vehicle yard. The City’s public works Citywide High-Level Organization Assessment
Executive Summary Baker Tilly
5 corporation yard and the Police Department’s vehicle yard are both undersized. The corporation yard is in extremely poor condition. This severely impacts the City’s maintenance function.

In addition, neither yard provides shelter for the current fleet, thereby exposing all vehicles to the elements, which leads to rust and corrosion issues. The City has developed a plan for renovating the Corporation Yard and it is important to develop and implement a corresponding financial plan to address these needs.

Citywide High-Level Organization Assessment
Executive Summary Baker Tilly
6 Organization of the Document
This report is organized into the following major sections:
• Introduction
• Project Approach
• Public Works Department
• Parks and Recreation Department
• Administrative Services Department
• Community Development Department
• Police Department
• City Manager’s Office
• Conclusion
Citywide High-Level Organization Assessment
Project Approach Baker Tilly
7 Project Approach
Baker Tilly obtained information to inform our observations and recommendations in this report through a variety of activities as described below.

Interviews
In addition to interviews with the Mayor and Council members, Baker Tilly’s team conducted individual interviews with the following staff:

1. Capital Improvement Project (CIP) Manager

2. Chief of Police

3. City Clerk

4. City Manager

5. Deputy City Manager

6. Director of Administrative Services

7. Director of Community Development

8. Director of Public Works

9. Finance Manager

10. Information Technology Specialist

11. Management Analyst

12. Parks and Recreation Program Director

13. Planners (2)

14. Police Commanders (2)

15. Public Works Supervisor

16. Senior Engineer

17. Senior Planner
Interview Themes
The following major themes that emerged from City Council interviews are summarized below.

1. Council members are proud of the City leadership, community events, and staff, particularly the work done by public works maintenance staff and the Police Department.

2. There is strong interest in more community events in City parks as well as providing more recreational activities for the public.

Citywide High-Level Organization Assessment
Project Approach Baker Tilly
8 3. Council members believe there will be an increase in issues related to unhoused people in the future.

4. There is interest in making aesthetic and other improvements along Grand Avenue, including undergrounding of utilities where feasible.

The following major themes that emerged from interviews with staff are summarized below.

1. Staff believe there is generally strong communication both within departments and citywide.

2. Staff members expressed they are motivated to do a good job.

3. Providing good customer service is a shared value.

4. Concern was expressed about low staffing levels in administrative services, public works maintenance, and parks and recreation.

5. Staff expressed that a lack of effective succession planning associated with pending retirements will lead to issues regarding getting work done effectively and the loss of institutional knowledge.

6. Staff recognize that many departments lack key performance indicators (KPIs) and standard operating procedures (SOPs).

7. Staff commented that some departments lack key business systems and tools to effectively perform their work (e.g., work tools and equipment, technology, asset management or
permit/project tracking systems).

8. Concerns were expressed about development review coordination between the Community Development and Public Works
departments.

Major Themes from Focus Groups
Baker Tilly conducted two focus groups. One was comprised of members of the public works maintenance crew and the second consisted of members of the community representing residents and small businesses.

Public Works Maintenance Crew Focus Group
Four members of the public works maintenance crew participated in a focus group to discuss field operations, staff workload, and internal communications. This focus group was conducted to obtain the perspective of field staff in these areas. The major themes from this focus group are summarized below.

1. Staff are proud of their adaptability to handle a mix of tasks and demands daily.

Citywide High-Level Organization Assessment
Project Approach Baker Tilly
9 2. Focus group participants indicate the unit is significantly understaffed and think at least three to four additional staff members are needed to support the current workload.

3. Focus group participants are frustrated that their work is often reactionary (i.e., responding to urgent issues) and not more strategic and proactive (i.e., focusing on preventive maintenance).

4. Concerns were expressed about pending retirements of coworkers and the associated loss of institutional knowledge given a lack of a defined succession plan.

5. Appropriate tools and equipment are not always available to perform the work and those available are often old and
inadequate for the job.

6. Staff receive little feedback from management about resolving issues about poor equipment or inadequate staffing levels.

7. Maintenance staff do not always feel valued or recognized for their contributions to the City, which leads to morale issues.

8. Staff want increased communication from department
management, including periodic visits to the corporation yard.

Community Focus Group
Baker Tilly facilitated a focus group with four members of the community who are frequently engaged with City issues. One additional member who was not able to participate responded by email to discussion questions that were posed to the group. The purpose of the focus group was to elicit feedback about City services, hear ideas about how to improve, and identify what future services will be needed. The major themes that emerged from this discussion are summarized below.

1. Overall, the group believes that staff members are responsive to residents, and the City is doing a good job communicating and engaging with residents through social media platforms.

2. They are proud of City leaders’ proactive approach to dealing with issues such as homelessness, affordable housing, and economic development. Participants stated that they want the City to continue making progress on these issues (especially on homelessness) rather than feel like enough has already been done.

3. In the first two years of the COVID pandemic, the City did a good job supporting and making funds available to local businesses, which kept several businesses afloat.

4. Public safety is viewed as one of the City’s strengths, as the Police Department responds quickly and effectively to calls for service.

5. Participants want better traffic enforcement and street designs that are more walkable and bike friendly with less reliance on Citywide High-Level Organization Assessment
Project Approach Baker Tilly
10 cars. They also asked for a more comprehensive sidewalk development plan, as well as greater investment in public transportation options (e.g., improving the bus system and adding a trolley that goes through downtown).

6. Participants expressed the need for more affordable and additional childcare options, preferably City-sponsored services (e.g., summer camps and childcare during working hours).

7. An interest was expressed in more programs related to local youth, e.g., sports and recreational activities.

8. Participants noted the lack of available and appropriately sized properties for small businesses. They expressed a strong interest in having City leaders find new ways to attract more varied, small businesses that cater to resident needs and create a sense of community (e.g., coffee shops, more dining options, doctors’ offices).

9. Participants were supportive of the City’s decision to welcome the cannabis industry and lauded the City’s progressive policies in this regard.

Employee Survey
As part of the organizational assessment, Baker Tilly developed and deployed a survey to obtain input from employees on staffing, resources, training and professional development, organizational health, organizational culture, communication, employee relations, continuous improvements, service delivery, and customer service.

A total of 40 employees responded to the survey (a response rate of approximately 46.4%). While the responses are very positive overall, we cannot be confident that the results reflect the ideas of the entire organization due to the relatively low response rate reflecting approximately half of the City’s workforce.

Figure 2 shows the departments in which the respondents work.

Citywide High-Level Organization Assessment
Project Approach Baker Tilly
11 Figure 2. Employee Survey Respondents by Department
Table 1 contains responses to each of the questions provided by survey respondents about organizational health. In general, respondents provided a positive picture of the health of the organization. In fact, 94% of respondents would recommend the City of Grover Beach as a good place to work.
• Employees are encouraged to use their own judgement and initiative when carrying out their job (97%).
• More than nine in ten of respondents agreed that they can raise concerns without fear of retaliation (92%).
• Employees believe leaders encourage open and honest
communication (92%).
• A total of 92% of the respondents indicated their team works well together and 90% responded that they are treated as a valued team member by other employees.

Table 1. Employee Survey Responses Regarding Organizational Health Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Know
Strongly Agree /
Agree
Strongly Disagree /
Disagree
City employees work well as a team. 9 (22%) 25 (63%) 5 (13%) 1 (2%) 0 (0%) 34 (85%) 6 (15%) Employees are held accountable for the results of
their work.
5 (13%) 26 (64%) 7 (18%) 2 (5%) 0 (0%) 31 (77%) 9 (23%) Employees can raise concerns about work-related
issues without fear of retaliation.
8 (22%) 26 (70%) 2 (5%) 1 (3%) 3 (8%) 34 (92%) 3 (8%)
4 2
4 1
15 11
0 3
0 2
4 6
8 10
12 14
16 Citywide High-Level Organization Assessment
Project Approach Baker Tilly
12 Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Know
Strongly Agree /
Agree
Strongly Disagree /
Disagree
Employees are held accountable for their actions. 4 (10%) 26 (67%) 8 (20%) 1 (3%) 1 (3%) 30 (77%) 9 (23%) The City of Grover Beach’s leaders encourage open
and honest communication.
11 (28%) 26 (64%) 2 (5%) 1 (3%) 0 (0%) 37 (92%) 3 (8%)
Leaders are open to ideas for improvement from line
staff.
10 (26%) 22 (58%) 6 (16%) 0 (0%) 2 (5%) 32 (84%) 6 (16%) Employees at all levels in the organization treat each
other with respect.
8 (20%) 25 (62%) 7 (18%) 0 (0%) 0 (0%) 33 (82%) 7 (18%) Quality performance is recognized and rewarded. 5 (13%) 19 (49%) 12 (31%) 3 (7%) 1 (3%) 24 (62%) 15 (38%) I would recommend the City of Grover Beach as a
good place to work.
13 (32%) 24 (62%) 1 (3%) 1 (3%) 0 (0%) 37 (94%) 2 (6%)
I am encouraged to use my own judgment and
initiative when carrying out my job.
14 (36%) 24 (61%) 1 (3%) 0 (0%) 0 (0%) 38 (97%) 1 (3%)
Employees are encouraged to improve work
processes.
13 (34%) 20 (53%) 5 (13%) 0 (0%) 2 (5%) 33 (87%) 5 (13%) Table 2 contains responses to each of the questions provided by survey respondents about organizational culture. All respondents indicate that they have a clear understanding of their job responsibilities, are familiar with the City’s personnel policies and procedures, and the vast majority (98%) feel that they are held accountable for their work product. There is also a high level of trust within the organization amongst respondents and a feeling that work groups work well together.

Table 2. Employee Survey Responses Regarding Organizational Culture Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Know
Strongly Agree /
Agree
Strongly Disagree /
Disagree
I have a clear understanding of my job
responsibilities and expectations.
13 (33%) 27 (67%) 0 (0%) 0 (0%) 0 (0%) 40 (100%) 0 (0%) My team works well together.
13 (32%) 24 (60%) 2 (5%) 1 (3%) 0 (0%) 37 (92%) 3 (8%)
I am treated as a valued team member by other
employees.
16 (41%) 19 (49%) 4 (10%) 0 (0%) 0 (0%) 35 (90%) 4 (10%) Citywide High-Level Organization Assessment
Project Approach Baker Tilly
13 Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Know
Strongly Agree /
Agree
Strongly Disagree /
Disagree
I am held accountable for the results of my work.
12 (31%) 26 (67%) 0 (0%) 1 (2%) 0 (0%) 38 (98%) 1 (2%)
My manager/supervisor does not show favoritism
among employees in the City.
11 (29%) 18 (47%) 7 (19%) 2 (5%) 2 (5%) 29 (76%) 9 (24%) Leaders are open to ideas for improvement from line
staff.
14 (36%) 20 (51%) 4 (10%) 1 (3%) 1 (3%) 34 (87%) 5 (13%) When mistakes are made, my manager/supervisor
emphasizes lessons learned rather than placing
blame.
11 (29%) 25 (66%) 2 (5%) 0 (0%)
2 (5%) 36 (95%) 2 (5%)
I trust the managing team. 15 (38%) 20 (51%) 3 (7%) 1 (3%) 1 (3%) 35 (90%) 4 (10%) I trust others in my organization.
11 (28%) 25 (64%) 2 (5%) 1 (3%) 1 (3%) 36 (92%) 3 (8%)
I find Council policies and directions are easy to
understand.
9 (24%) 23 (62%) 5 (14%) 0 (0%) 3 (8%) 32 (86%) 5 (14%) Citywide policies and procedures are relevant and up
to date.
5 (13%) 21 (57%) 10 (27%) 1 (3%) 3 (8%) 26 (70%) 11 (30%) Department policies and procedures are relevant and
up to date.
8 (21%) 18 (49%) 10 (27%) 1 (3%) 3 (8%) 26 (70%) 11 (30%) I understand the City’s personnel policies. 8 (21%) 31 (79%) 0 (0%) 0 (0%) 1 (3%) 39 (100%) 0 (0%) I understand my department’s vision and strategy for
the future.
10 (26%) 20 (51%) 7 (18%) 2 (5%) 1 (3%) 30 (77%) 9 (23%) Morale is good in my department. 7 (18%) 19 (49%) 11 (28%) 2 (5%) 1 (3%) 26 (67%) 13 (33%)
Table 3 contains responses to the questions provided by survey respondents about staffing. The question with the highest number of “disagree” responses indicates that many respondents do not believe their departments are adequately staffed. Approximately half of the respondents indicated recruitment and retention are areas of concern.

Citywide High-Level Organization Assessment
Project Approach Baker Tilly
14 Table 3. Employee Survey Responses Regarding Staffing Based on the responses, organizational culture and communication are strong in the City of Grover Beach. Additionally, the City appears to have a strong customer service focus. Succession planning and staffing, however, appear to be an area of concern for many respondents.

Comparison Agency Research
Baker Tilly reviewed publicly available data and information to compare specific areas of the Public Works Department, recreation-related staffing, and the human resources function with the same functions in the following peer jurisdictions:
• Arroyo Grande,
• Morro Bay, and
• Pismo Beach.

The cities in Table 4 were selected due to their relatively similar population and location on the central coast, but primarily because these are also the comparator agencies that Grover Beach uses for other purposes. However, there are factors which make a direct comparison of maintenance functions and services as, on the one hand, Grover Beach is significantly smaller than Arroyo Grande and Morro Bay in terms of Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Know
Strongly Agree /
Agree
Strongly Disagree /
Disagree
Our City does a good job recruiting staff. 3 (8%) 17 (45%) 13 (34%) 5 (13%) 2 (5%) 20 (53%) 18 (47%) Our City does a good job retaining staff.
0 (0%) 17 (47%) 14 (39%) 5 (14%) 3 (8%) 17 (47%) 19 (53%) My pay is fair for the duties I perform.
1 (3%) 11 (29%) 18 (47%) 8 (21%) 2 (5%) 12 (32%) 26 (68%) My employee benefits package is fair.
2 (5%) 21 (54%) 16 (41%) 0 (0%) 1 (3%) 23 (59%) 16 (41%) Staffing in my department is appropriate for our
workload.
2 (5%) 8 (20%) 14 (35%) 16 (40%) 0 (0%) 10 (25%) 30 (75%) I can complete my work within the expected
timeframe.
3 (8%) 20 (51%) 13 (33%) 3 (8%) 1 (3%) 23 (59%) 16 (41%) Citywide High-Level Organization Assessment
Project Approach Baker Tilly
15 square miles, but on the other hand, Grover Beach maintenance includes utility maintenance, which is a separate function in the comparison cities.

It is difficult to draw staffing level conclusions from only publicly available information without a full understanding of the functions and service levels provided by each jurisdiction. Comparison information can inform decisions but should not be used as the sole basis for making resource allocations. Further comparative analysis results for public works, recreation, and human resources are discussed in the relevant department sections below.

Table 4. Comparable City Information
City Population1
Median Household
Income2
Square
Miles3
Total
Citywide
FTE4
FY 2021-22 General
Fund Budget4
Arroyo Grande 18,294 $88,068 5.835 81.4 $19,189,337
Grover Beach 12,707 $66,408 2.310 73.23 $18,683,032
Morro Bay 10,466 $73,864 5.303 97.7 $15,597,235
Pismo Beach 7,981 $90,837 3.600 92.0 $24,929,906
1 Source: California Department of Finance (as of January 1, 2022) 2 2020 American Community Survey Five-Year Estimates 3 U.S. Census 2010 4 FY 2021-22 City Budgets Prior Organization Assessments
Since 2016, the City of Grover Beach has engaged the services of three different consulting firms to assess the City’s administrative and internal services, the Community Development Department, and the Police Department. These three assessments produced a total of 174 recommendations. As part of this current engagement, Baker Tilly was requested to review each of the reports to determine which recommendations have been implemented and those that are outstanding. The following are brief descriptions of each of these assessments.

1. Citywide Assessment by Management Partners (2016)
Management Partners conducted an organization analysis of the City’s non-safety departments. The purpose of the engagement was to provide recommendations on how the City could optimize performance with respect to organization and staffing, business practices and tools, capital project delivery and maintenance functions, and development processing. This assessment included an in-depth review of the City Manager’s Office staffing and Citywide High-Level Organization Assessment
Project Approach Baker Tilly
16 structure. The report had 30 recommendations and 22 have been either partially or completely implemented.

2. Development Review Assessment by Zucker Systems (2018) The City engaged Zucker Systems to conduct an assessment of the development review process to identify ways to improve and streamline development services processes. The study evaluated departmental practices, procedures, and performance standards of the building, planning, public works/engineering services, as well as fire plan check services. The assessment resulted in 107 recommendations to improve the City’s development review process. Of the 107 recommendations, 48 were deemed priority one recommendations requiring immediate attention. Of these, 32 have either been partially or completely implemented. In all, staff have addressed and completed 85 of the 107recommendations.

3. Police Department Assessment by RW Martin Consulting in conjunction with RJ Haydon Management Services (2018)
The Grover Beach chief of police contracted with a consulting team to conduct a departmental review and recommend changes that would benefit both the department and the community. The study assessed policies and procedures, operational practices, staffing and personnel assignments, as well as risk management issues, with the goal of recommending best practices and operational efficiencies. The study produced 37 recommendations of which 29 have been implemented. However, remaining 8 recommendations are outside the authority of department management to implement since they deal with either collective bargaining or Council policies.

Our review of these studies was intended as an update about the status of each of the report’s recommendations and to serve as background information that would also inform Baker Tilly’s recommendations in this report. Each of the studies are referenced further in the applicable departmental assessment sections, and summary tables showing all the recommendations and their status have been provided to the City under separate cover.

Documents
Baker Tilly reviewed a range of documents to help inform our analysis, as listed below.

1. FY 2010-11, FY 2011-12 and FY 2022-23 City Budgets

2. Administrative Policies and Procedures
Citywide High-Level Organization Assessment
Project Approach Baker Tilly
17 3. Capital Improvement Program 2023-2027

4. Cities of Arroyo Grande, Grover Beach, and Pismo Beach Summer 2022 Activity Guide

5. Citywide Assessment by Management Partners (2016)

6. Development Review Assessment by Zucker Systems (2018)

7. Finance Policies and Procedures

8. Human Resources Website

9. Independent Contract Instructor Handbook

10. Police Department Assessment by RW Martin Consulting in conjunction with RJ Haydon Management Services (2018)

11. Police Department Website

12. Police Department Weekly Activity Reports

13. Parks and Recreation Department policies and procedures as publicly posted

14. Parks and Recreation Website

15. Parks, Recreation & Beautification Commission
information/programs

16. Public Works Department Weekly Work Program spreadsheet Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
18 Public Works Department
The Public Works Department includes approximately 16 full-time equivalent (FTE) personnel as illustrated in Figure 3 below. The department is led by the director of public works who is also the city engineer. The director has the following direct reports:
• Public Works Supervisor
• Capital Improvements Project Manager
• Senior Engineer
• Management Analyst
Figure 3. Existing Public Works Department Organization Chart The Maintenance Operations Division is responsible for maintaining the City’s streets, facilities, and parks. The water delivery system program is responsible for the operation and maintenance of the City’s water distribution system. The wastewater system program is responsible for the operation and maintenance of the City’s sanitary sewer collection system and storm drain system.

The CIP project manager oversees the delivery of the capital program which includes design and construction management services for capital Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
19 improvement projects (CIP). The senior engineer oversees development review, and engineering review and inspection of all privately funded public improvements. The senior engineer also oversees compliance with a wide range of regulatory requirements.

The department also operates a corporation yard that provides a fullservice garage for the maintenance of City vehicles and equipment, a central point of deployment of all maintenance and operations staff, and storage facilities for public works as well as other departments.

Organization Structure and Staffing
Baker Tilly’s observations and recommendations regarding organization structure and staffing levels are provided below.

Engineering
In Grover Beach, the director of public works is also the city engineer.

Other models common in local government are for the city engineer to be in a separate position, sometimes under the direction of the public works director or a separate position outside the purview of the public works director. As noted in Table 5, Baker Tilly compared three jurisdictions with respect to whether the public works director and city engineer roles are combined or separate for each of the comparison jurisdictions.

Table 5. Public Works Department Heads and City Engineers in Comparable Jurisdictions (as of FY 2021-22)
Jurisdiction Public Works Director City Engineer
Arroyo Grande Assistant City Manager/Director of Public Works City Engineer Grover Beach Public Works Director / City Engineer
Morro Bay Public Works Director City Engineer
Pismo Beach Public Works Director / City Engineer
During interviews we heard that the engineering staff are working at capacity but can address the most critical needs of the department. This is most likely due to the skills and abilities of staff performing the work.

However, it is not clear from the information provided what work may be lagging due to staff capacity.

Considering the size of the Grover Beach Public Works Department, we see no compelling reason to change the designation of the city engineer as a separate position. Although establishing a separate city engineer position would certainly create additional capacity, the current organization structure is functioning adequately. While adding capacity Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
20 to engineering under the senior engineer, may be of greater benefit, we are not recommending a change at this time.

Maintenance Operations
As would be expected, the Maintenance Operations Division has a large work program and resources, from staffing levels to adequate equipment and systems, which are insufficient to meet the workload demand. Field staff struggle to meet daily service demands and are unable to perform preventive maintenance services to maintain the City’s facilities and infrastructure. The team appears to focus mostly on corrective maintenance or responding to critical emerging issues and emergencies.

With retirements of long-time employees, being able to perform these tasks will become even more challenging.

During our assessment, it became apparent that there is a significant management and leadership gap between the director and the public works supervisor. In our comparison agency research, we also looked at whether the peer agencies had engineering and maintenance division managers.

Table 6 shows that Grover Beach is the only city among the comparison agencies without a maintenance division manager. That role is currently being performed by a public works supervisor, which is a first line supervisor position.

Table 6. Public Works Engineering and Maintenance Division Manager Staffing in Comparable Cities for FY 2021-22
Jurisdiction Engineering Division Manager Maintenance Division Manager Arroyo Grande Associate Engineer1 Public Works Manager
Grover Beach Senior Engineer2 None3
Morro Bay City Engineer Maintenance Superintendent
Pismo Beach Senior Engineer Public Facilities Manager
1 This position is in the Community Development Department. 2 This is an underfilled position; it is budgeted as an associate engineer position. 3 This role is performed by a public works supervisor.

The public works supervisor position in Grover Beach is a working supervisor who organizes the day-to-day activities of the field staff. The director is effectively serving as the management position for the function, in addition to overseeing the operations of the entire department. The management gap appears to have resulted in a response driven approach to the work, leaving no time for a strategic, planned approach, nor time to ensure there is appropriate equipment or an adequate system to plan or perform the work.

Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
21 Baker Tilly believes that a maintenance superintendent or manager position is critically needed to bridge the management gap to provide strategic and operational oversight of the function. We understand that a superintendent position existed in the past and was eliminated for budgetary reasons. There may have been an expectation that the duties and responsibilities of the deleted position would be absorbed by the higher and lower-level positions, but there really is no capacity for either position to do so adequately.

A maintenance superintendent would receive general direction from the public works director and provide direct supervision over the public works supervisor. The new superintendent position would also develop systems to track progress and drive outcomes based on established performance indicators and service needs.

Recommendation 1. Create a maintenance
superintendent or equivalent position to
provide management and leadership to the
Maintenance Operations Division.

As noted in the Comparison Agency Research Section, Baker Tilly conducted comparative research to get a sense of comparison agencies’ staffing levels in the Public Works Maintenance Division. Table 7 shows the number of maintenance FTEs as well as their positions for each of the selected comparison agencies.

Table 7. Public Works Maintenance Full-Time Equivalent (FTE) Staff and Positions in Comparable Jurisdictions for FY 2021-22
Jurisdiction Total FTE List of Positions
Arroyo Grande 14.5 Building Maintenance Worker
Maintenance Lead Worker (2)
Maintenance Worker (8.5)
Parks, Trees, and Landscape Supervisor
Streets Maintenance Supervisor
Fleet Maintenance Coordinator
Grover Beach 10 Fleet Maintenance Coordinator
Maintenance Specialist
Maintenance Worker I (3)
Maintenance Worker II (2)
Maintenance Worker III
Maintenance Worker III (underfilled - Maintenance Worker I) Public Works Supervisor
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22 Jurisdiction Total FTE List of Positions
Morro Bay 12 Consolidated Maintenance Worker I (2)
Consolidated Maintenance Worker II (3)
Consolidated Maintenance Worker III (3)
Maintenance Field Supervisor
Maintenance Lead- Worker
Maintenance Superintendent
Mechanic
Pismo Beach 12 Public Facilities Manager
Fleet Mechanic
Maintenance Worker I (6)1
Maintenance Worker II (2)1
Parks Lead Worker
Streets/Buildings Maintenance Lead Worker
1 Half of these positions, or a total of four maintenance workers, are allocated to parks maintenance.

While Grover Beach appears to have the lowest number of full-time equivalent maintenance staff, at 10 FTE, other factors such as street and water line miles, the number of City parks and other City-maintained facilities play a role in determining workload. Table 8 shows various assets, and whether each agency operates a wastewater treatment plant.

Table 8. City Assets Across Comparison Agencies for FY 2020-2021 City
Total
Maintenance
FTE
Street
Miles
City
Parks
City
Facilities
Fleet
Maintenance
Sewer
Miles
Wastewater
Treatment
Plant
Water
Line Miles
Arroyo
Grande 14.5 70 19 4 In-house 70 No 87
Grover
Beach 10.0 33 7 3 In-house 35 No 48
Morro
Bay 12.0 20 13 81 In-house N/A Yes N/A
Pismo
Beach 12.0 46 18 82 In-house 40 Yes N/A
Source: FY 2020-2021 Annual Comprehensive Financial Reports and FY 2020-2021 and FY 2021-2023 City budgets 1 Morro Bay facilities include a harbor station. 2 Pismo Beach facilities include a water treatment plant in addition to a wastewater treatment plant.

Note: N/A denotes data were not publicly available.

While it appears that Grover Beach maintains fewer city assets overall compared with the selected agencies, it is challenging to reach conclusions about staff workload based solely on these data figures. Each city deploys staff differently across maintenance functions, e.g., specifically to parks maintenance, while others such as Grover Beach do so with staff working across a range of functional areas, i.e., streets and parks.

Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
23 In addition as indicated above, public works maintenance staff in Grover Beach is responsible for not only parks, facilities, and road maintenance functions, but are also responsible for the maintenance of water and wastewater distribution lines. The latter responsibilities, the maintenance of water and wastewater distribution lines are functions typically not performed by the same personnel in the other comparison agencies but rather separate personnel from other departments. This discrepancy makes it more difficult to assess staffs’ workload in relation to the surveyed agencies when Grover Beach’s maintenance workers are responsible for a larger array of maintenance functions than their counterparts in other cities despite maintaining fewer city assets.

Table 9. City Assets Across Comparison Agencies for FY 2020-2021 City
Total
Maintenance
FTE
Street
Miles
City
Parks
City
Facilities
Fleet
Maintenance
Sewer
Miles
Wastewater
Treatment
Plant
Water
Line Miles
Arroyo
Grande 14.5 70 19 4 In-house 70 No 87
Grover
Beach 10.0 33 7 3 In-house 35 No 48
Morro
Bay 12.0 20 13 81 In-house N/A Yes N/A
Pismo
Beach 12.0 46 18 82 In-house 40 Yes N/A
Source: FY 2020-2021 Annual Comprehensive Financial Reports and FY 2020-2021 and FY 2021-2023 City budgets 1 Morro Bay facilities include a harbor station. 2 Pismo Beach facilities include a water treatment plant in addition to a wastewater treatment plant.

Note: N/A denotes data were not publicly available.

As mentioned previously, the maintenance operations function does not have established key performance indicators. Therefore, it was difficult for Baker Tilly to fully evaluate maintenance staffing levels, the work being accomplished, and what is not getting done. Until and unless a work order system is in place, it is difficult to assess what work is being performed, where the gaps are, and where additional staff and other resources should be allocated.

During interviews with individuals within and outside the Public Works Department we heard a consistent refrain that maintenance staff lack the capacity to address critical and ongoing workload demands, much less focus on preventive maintenance needs or a proactive asset maintenance program. Baker Tilly believes that even a minimal workload assessment should not be performed prior to adding a new maintenance superintendent position and until current and near-term vacancies are filled. And as important, the implementation of an asset management Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
24 system (see discussion below) will be required to improve the capacity and effectiveness of existing resources and provide important information about future allocations.

Recommendation 2. Perform an in-depth
workload assessment to identify priority
resource needs for the maintenance team
and develop a plan for meeting them.

Training, Standard Operating Procedures
The 2016 organization analysis conducted by Management Partners recommended that the City establish an employee training program.

However, this has not yet been implemented given a focus on other human resources needs with the city’s limited human resources staff.

Most training within the department appears to be hands-on training that is performed when new staff are brought on board. Training is ad hoc and while some employees view this as a burden on an already overburdened staff, the need for dedicated time for training was expressed by many staff members.

A structured training and development plan ensures employees have consistent experience and background knowledge to perform their work.

The result is improved employee performance, job satisfaction, and employee retention. Effective training can also increase independence and equip employees with adequate knowledge to do their job without having to ask for help. Since the department will be hiring new employees to replace the retiring maintenance workers, developing a training strategy to address the necessary skill sets in these newer employees is warranted.

Recommendation 3. Develop and
implement a departmental training plan
that helps new employees acquire core
technical and non-technical skills.

Standard operating procedures (SOPs) or manuals do not exist for most job functions within the department. This is particularly acute in the Maintenance Operations Division. SOPs help eliminate uncertainty about how to best complete assignments, improve efficiency, and provide important guidance to staff about what is expected to accomplish the work. SOPs also provide an important platform for training new staff to perform their work. Recognizing that lean organizations such as Grover Beach have resource constraints and it would be difficult to create procedures for every function, it is nonetheless important to identify those that are most critical and draft applicable procedures.

Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
25 Recommendation 4. Develop standard
operating procedures (SOPs) for missioncritical operations.

Communication and Leadership
Staff interviews from across the department identified a general perception of poor communication between department leaders and employees. Some stated that they hear information from other departments before they hear it from their own department leaders. Staff generally expressed that they feel uninformed and undervalued.

Recently instituted one-on-one bi-weekly meetings between the director and his direct reports are appreciated, but there is a strong belief more is needed. Also, the monthly meeting with the city manager that is open to all department staff is appreciated and demonstrates the importance of periodic communication. At times the staff do not know the “why” behind decisions and therefore are unable to communicate effectively with the community on operational issues and matters. Periodic communication and transparency help build trust and share goals and objectives. Leadership starts with clear and consistent communication, directed at the audience.

Recommendation 5. Implement a plan for
regular communication between the
director and all department staff that
includes periodic in-person meetings with
engineering office staff and separately with
maintenance staff (at the corporation yard).

Based on interviews, the focus group, and the employee survey, maintenance staff morale is particularly low and that some employees feel unappreciated and unrecognized. Morale is generally better within the engineering offices. A desire for a greater level of executive leadership was consistently expressed across the department.

Executive coaching can be used to build resilient leaders by strengthening management skills and other abilities to address problems and issues and lead others to do so. Whether someone has been a leader for many years or is just beginning their career, it is important to hone and develop these skills and abilities, often on an ongoing basis. Executive coaching by an outside, third party is an effective path for hearing difficult messages and improving leadership skills for leaders citywide.

Recommendation 6. Assess the skill set of
key management and executive team
Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
26 members and identify those key staff that
would benefit from executive coaching.

Improving Services Will Require Systems and Technology
As City leaders understand, systematically conducting preventive maintenance on assets and infrastructure to prolong life and prevent costly emergency repairs is critical. Preventive maintenance also decreases unplanned downtime of facilities due to breakdowns in systems. Ultimately preventive maintenance saves money, provides peace of mind, and allows maintenance operations to run more smoothly, efficiently, and effectively.

Another recommendation from the 2016 organization analysis report was that public works should acquire an asset management system. Local governments rely on asset management systems to manage the assets and infrastructure that are vital to provide services, maintain them, and deploy resources accordingly. It is a systematic way to track the conditions, schedule maintenance, and manage costs over the life cycles of the assets. Some asset management systems also include an integrated solution for managing work order requests.

The department does not yet have an asset management system.

However, the procurement of a system is underway. Department staff evaluated several systems and identified one developed by Sedaru as the preferred approach. The next step is to award a contract for the purchase and development of the system. The department uses a paper/manual process for the management of work order requests. One of the critical elements of the new system will include a work order processing component.

Key Performance Indicators (KPIs)
As mentioned previously, KPIs are not in place for department services.

KPIs help measure progress against strategic and program objectives.

Without measuring performance, it is difficult to prioritize work and it is not easily discernable whether program objectives are being met. Based on the department’s core goals and objectives, KPIs need to be established to drive performance towards those goals. KPIs also help determine successes and failures and allow an organization to adjust their work approach in response.

For maintenance operations, KPIs might include the following:
• Percent of facilities with a condition assessment rating of good or better (three or better on a five-point scale),
Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
27 • Percent of preventive maintenance work orders completed within x hours,
• Percent of customers surveyed who rate timeliness of service as good or excellent,
• Percent of customers surveyed who rate quality of service as good or excellent, and
• Percent of fleet in compliance with the preventive maintenance schedule.

For engineering services, example KPIs could include:
• Percent of capital improvement projects completed on time, • Percent of capital improvement projects completed within budget, • Project delivery costs for each capital improvement project compared with target industry standards,
• Percent of development permit applications reviewed within approved cycle times, and
• Percent of development process participants rating service as good or excellent.

Recommendation 7. Identify KPIs for
each function and track progress to achieve
them. This should be done in conjunction
with department staff.

Capital Improvement Program Project Management
Projects in the capital improvement program (CIP) are typically designed by consultants (a limited number may be done inhouse) and awarded to construction contractors through the procurement process. Design consultants are procured through a request for proposals (RFP) process and construction contractors are procured through a bidding process.

These services can be scaled up and down with the size of the program.

The capital improvement project manager plans and coordinates the development of the CIP including budget, design oversight, procurement, and construction management. An excel spreadsheet is used to track the status of each project. Given the number of projects historically budgeted, this approach may have worked in the past. However, beginning in FY 2021-22, the Council authorized the largest single year of capital projects to improve public infrastructure in the city.

The CIP projects are funded by a broad range of funding sources including the recently approved Measure F-20, a 1% local sales tax. The project categories include streets, parks, public buildings and facilities, water, and wastewater systems. Total expenditures in the proposed CIP budget compared with the FY 2020-21 budget are expected to increase Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
28 from $3 million a year to approximately $8 million a year. This $5 million annual increase triples the expected annual expenditures (although it is unclear when projects will be designed and constructed).

As the capital improvement program expands over time beyond its historical size and scope pending additional funding, the department should explore the use of a capital program management software tool that would help track the budget, manage costs, and document project flow and the schedule of every project. This would provide more detail than is currently available with the department’s excel spreadsheet. Offthe-shelf project tracking tools are available on the market.

As mentioned, design consultants and construction contractors can be scaled up and down as needed through the capital project RFP and construction bidding process. However, adding project management staff to address the peaks of capital programs can be challenging for any city.

This is especially true for a smaller city.

Baker Tilly’s team did not review the current capital program to understand whether projects have been delivered on time or within budget. Existing staffing levels and contract services may be sufficient for the current program. An expanded capital program, though, will clearly require additional support to accomplish.

There are full-service consulting firms that offer a wide range of capital program management services that can be performed under the direction of the capital improvement project manager. In addition, when project levels fluctuate, the City can also consider using temporary employees (such as retired annuitants) to help fill the gap when more personnel resources are needed to manage capital projects.

Recommendation 8. Issue a request for
proposals to retain capital program
management contractual services. This
should be done following an assessment of
the services required and a schedule for
implementation of the capital improvement
program.

Corporation Yard
As City leaders are aware, the corporation yard is in extremely poor condition. Buildings and pavement are in a significant state of deterioration and the yard is messy and unorganized. Generators are not covered and are left out in the elements, as were the vehicles. The mechanic shop has holes in the ceiling from corrosion and rust.

Citywide High-Level Organization Assessment
Public Works Department Baker Tilly
29 A corporation yard is the base of operations for all field operations and maintenance activities. Corporation yards need to be safe, efficient, and provide the necessary equipment and material for operations. A corporation yard is the workplace of the field staff and typically includes a meeting space and break room for staff.

Poor workplace conditions can lead to poor productivity, an increased risk of workplace incidents, and unmotivated employees. In some cases, poor conditions may lead to a violation of federal or state labor regulations. A well-designed corporation yard can help improve workplace safety, processes, and effectiveness, as well as space allocation and workplace culture. In some cases, it can also enhance technology.

Most important, an investment in a corporation yard demonstrates a commitment to the success of field operations and the staff who perform the work.

The City has developed a plan for renovating the Corporation Yard to expand and modernize the corporation yard. This plan includes a needs assessment, an evaluation of the current facility, preliminary site layouts, and preliminary floor plans, which is effectively a pre-design report. The next step needed is development and implementation of a financial plan to address these needs. Options could include renovating existing buildings, demolishing and replacing buildings, relocating the yard, or expanding the yard.

Recommendation 9. Develop and
implement a corporation yard renovation
financial plan.

While the corporation yard has limited storage space and is landlocked, there are opportunities to acquire adjacent property that could be utilized for the renovation or expansion of the corporation yard. We recommend the City look at purchasing the adjacent property to the west of the corporation yard to expand the yard.

Recommendation 10. Assess the feasibility
of purchasing the property at 1122 Farroll
Road to expand the current corporation
yard.

Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
30 Parks and Recreation Department
The City operates a small Parks and Recreation Department that provides traditional programs, activities, and special events for the community.

The department also oversees the use of facilities and parks and provides staff support to the Parks, Recreation and Beautification Commission (Commission). The maintenance of City facilities and parks is provided by the Maintenance Operations Division of the Public Works Department with input from the parks and recreation director.

Figure 4. Existing Parks and Recreation Department Organization Chart Until recently, the Parks and Recreation Department consisted of 2.5 FTE positions. The recreation coordinator position was vacated in July 2022 and subsequently filled in October 2022. During this vacancy, the administrative assistant position was increased from part-time to fulltime, bringing the department’s total staffing to three full-time employees as indicated in Figure 4. Increasing the hours for the administrative assistant position also allowed the department to increase office hours open to the public.

During this engagement we learned that staff is very enthusiastic about the work they do, and the programs and services they provide are well received by the community. During interviews and in discussions with community focus group participants we heard a desire to see more recreational programs and community events. Staff are also interested in Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
31 finding ways to increase programs and services but are working to bring back previous programs and services that were discontinued during the pandemic; however, are challenged to do so based on limited staffing.

Organization Structure and Staffing
The director, a long-time employee of the City, serves as the executivelevel position in the department. The director works with the Parks, Recreation and Beautification Commission and is the department representative who interfaces with the Maintenance Operations Division of the Public Works Department about department facilities and parks maintenance-related issues. While the director works with the Parks, Recreation and Beautification Commission, staff support for the Commission (related to agenda posting) is provided by the City Clerk’s Office.

The administrative assistant position provides support to staff and is responsible for the operation of the department office, processing registrations and rentals, and keeping the office open to the public. In the past, the office was only open part time. Since the position is now full time, the office is open with expanded hours. However, there is no backfill available as the office is remote from City Hall offices.

Consequently, when the administrative assistant is away from the office, the director or the recreation coordinator must cover the office and public counter, which detracts from their primary duties and responsibilities.

The recreation coordinator is directly responsible for running programs and special events under the general supervision of the director. As is the case in other cities, the recreation coordinator position is an entry-level position, which is often filled with early career professionals who typically do not have extensive recreation experience.

Coupled with the fact that there is no career progression within the department (from a promotional standpoint), there has recently been a high degree of turnover. Consequently, the director has historically spent a great deal of their time carrying out the coordinator role when the position is vacant.

Since the staff were increased to three full-time positions and the recreation coordinator was hired, the department is now staffed to be able to operate programs and activities as they have in the past. However, having only three full-time employees limits the ability to add any additional programs or special events.

A key missing component in the department is a recreation supervisor position. A recreation supervisor would be able to relieve the director Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
32 from having to get directly involved in running programs and covering the office and would provide an additional level of supervision for the coordinator and administrative assistant.

A supervisor position would provide additional staff to expand the current list of programs and special events, provide career progression for the recreation coordinator position, allow the director to spend more time performing strategic planning activities, and enable the director to work more closely with neighboring agencies on joint projects and services. It would also provide additional personnel resources to cover the office when there is a vacancy.

Since there is no succession plan for replacing staff in the department, a supervisor position could address this issue. That position could also be responsible for cross training staff.

Recommendation 11. Establish a full-time
recreation supervisor position to increase
staff capacity, expand programs and
activities, and provide professional
development opportunities in support of
staff retention.

Most park and recreation departments utilize part-time, seasonal, or temporary help and volunteers to assist with programs events, and/or add staff capacity during peak periods. The department utilizes volunteers for events in a limited fashion and has an application process for recruiting volunteers. However, they lack a comprehensive volunteer recruitment program, as well as training and recognition programs.

Recommendation 12. Create and
implement a volunteer recruitment,
training, and recognition program for
department events under the direction of
the new recreation supervisor.

Staffing in parks and recreation is limited as the City has only three fulltime employees and does not utilize any part-time employees. To gain a sense of recreational staff in other agencies, Baker Tilly conducted a comparative analysis as illustrated in Table 9 below. And while it is difficult to draw staffing level conclusions based solely on the below information since each city provides a different array of recreational programs and services, each city with the exception of Grover Beach Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
33 relies heavily on part-time staffing to provide programs and services as indicated in the below footnotes.

Table 10. Recreation Full-Time Equivalent (FTE) Staff and Positions in Comparable Jurisdictions for FY 2022-23
Jurisdiction Total FTE List of Positions
Arroyo Grande1 5.0 Facility Attendant (0.75)
Recreation Coordinator
Recreation Director
Recreation Supervisor (1.5)
Volunteer and Class Coordinator (0.75)
Grover Beach 3.0 Administrative Assistant
Parks and Recreation Director
Recreation Coordinator
Morro Bay2 10.5 Administrative Technician
Recreation Program Coordinator (3.0)
Recreation Services Manager
Recreation Supervisor (2.0)
Senior Recreation Program Coordinator (2.5)
Pismo Beach3 3.5 Facility Coordinator (0.5)
Recreation Coordinator (1.5)
Recreation Leader (0.5)
Recreation Manager
1 In addition to those listed above, Arroyo Grande also has the following temporary employees: 1.7 FTE allocated for their preschool and 6.9 FTE allocated for their child care program, 1.0 FTE allocated for clerical support, 0.2 FTE allocated for sports programs 2 In addition to those listed above, Morro Bay has the following temporary employees: 0.9 FTE assigned to their pool program, 4.8 FTE assigned to their sports program, 4.0 FTE assigned to their youth program, and 0.6 FTE assigned to the office and/or instructors. 3 In addition to those listed above, Pismo Beach has the following temporary employees: 3.0 FTE assigned to recreation and volunteer services
With the limited full-time staff noted above, it will be difficult to grow the department without part-time staff and volunteers. If programs and activities are to be expanded, in addition to a recreation supervisor position, utilizing part-time, temporary, seasonal staff and volunteers must be considered as a cost-effective way to expand programming.

Doing so will require working directly with the City’s human resources staff to determine who will be responsible for the various duties that result in using this type of staffing component.

Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
34 Recommendation 13. Use part-time,
seasonal, and temporary employees to
assist with programs and events.

The maintenance of park and recreation facilities is the responsibility of the Public Works Department, with park maintenance provided by contract services through Public Works; however, playground inspections and maintenance is still provided by Public Works staff. To provide more workload capacity for public works maintenance staff, the City should contract-out playground inspections and related maintenance.

Recommendation 14. Assess the feasibility
of the Public Works Department
contracting out for playground inspections
and related maintenance.

With only three full-time employees, and maintenance of department parks and facilities performed through the Public Works Department, the question of viability as a stand-alone department was raised during discussions with the City. Accordingly, an opportunity to restructure the department in the future may exist, whereby City leaders could determine whether the department should remain a stand-alone department or merge with another department, likely as a separate division. Should the latter occur, downgrading the director position to that of a manager may be appropriate. In that case, the manager would report to the department head of the new department.

Furthermore, the decision as to whether the Parks and Recreation Department stays a stand-alone department or is merged (as a division) with another department should be aligned with the priorities of the City Council. As mentioned above, with only three full-time employees, it may be hard to justify a stand-alone department. However, if City Council’s intent is to grow the services of parks and recreation, in addition to creating a recreation supervisor position, the City could move all department-specific maintenance-related services currently administered through contracts by public works staff to parks and recreation staff. This is a common practice in other cities that contract for park-related maintenance, and it would allow public works staff to spend more time on other citywide maintenance duties.

Recommendation 15. Assess future City
Council goals related to parks and
recreation services in determining options
Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
35 on the structure and scope of the Parks and
Recreation Department.

Lack of Program/Event Metrics and Associated Costs
The department operates a wide range of programs, events, and activities and is still reestablishing many of them following the lifting of pandemic restrictions that were in place since 2020. While the department offers a range of programs, events, and activities, they do not have a formal process to measure or evaluate their success or their costs and benefits.

Many parks and recreation programs are subsidized for the benefit of the community, but it may also not be necessary for others due to demand and participation. City leaders should understand the costs of providing parks and recreation programs to make informed policy and resource allocation decisions. Before the department considers expanding programming, Baker Tilly strongly recommends developing a system to track and evaluate the costs and benefits of the current programs offered.

The department utilizes ActiveNet for online program registration and it has the capacity to track responses when sign-ups occur. This would be a good starting point. Additionally, the department should track program attendance, the number of rentals and registrations processed, and institute an on-going evaluation of each program at the end of each event.

Recommendation 16. Develop a program
of key performance indicators to track
program attendance, number of
rental/applications processed, and evaluate
the cost of each parks and recreation
program, activity, and event.

As important as tracking and evaluating program and event success and/or ways to improve is, the department needs to develop an annual reporting process to the community, the Commission, and the Council.

The KPIs and evaluation data can be used to identify programs to be added, expanded, or eliminated.

While the community supports and appreciates the programs and events offered by the department, it is a best practice to utilize KPIs to track and show effectiveness and the costs for delivering programs and events.

Recommendation 17. Develop a process
for regular reporting of information that is
tracked and evaluated for programs,
activities, and events to the Parks,
Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
36 Recreation and Beautification Commission
and the City Council.

Currently, the administrative assistant is the administrator of the ActiveNet program. However, the administrative assistant has not been provided the training to really utilize the many available functions of the program. In addition to tracking and processing registrations, the program has a financial component that is not being utilized to its fullest.

Recommendation 18. Provide additional
training for staff on the ActiveNet
registration program to better utilize its
features.

Parks and Recreation Program and Event Subsidies
Staff in successful parks and recreation departments are keenly aware of the costs to provide their programs and events. As stated previously, it is important to understand where General Fund subsidies typically are necessary to support parks and recreation programs. The department does not track program costs and has little understanding of the subsidies that go into providing their services.

Aside from tracking expenses, staff should create a cost recovery program that sets goals for each program regarding operational cost recovery.

Once the cost recovery goals are determined, a fee study should be conducted periodically to ensure cost recovery goals are met and assess the fees based on the surrounding market.

Recommendation 19. Establish goals for
cost recovery for all programs, activities,
and events.

Recommendation 20. Conduct a fee study
to ensure programs, activities, and events
meet cost recovery goals and that the fees
charged are competitive with other agencies
providing similar services.

Planning and Partnerships
A parks and recreation department needs to have a strong understanding of its vision, mission, and goals and how they fit into the overall city goals, Council policies, and community interests. The Parks and Recreation Department does not have a strategic plan to guide it as staff try to meet the growing demand for programs and services. If developed in conjunction with the Commission and City Council, a strategic plan Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
37 would provide direction about programs, activities, and events that can be offered in the future and the path for doing so. A strategic plan would help department staff evaluate activities moving forward. This is a best practice often overlooked.

Recommendation 21. Develop and
implement a Parks and Recreation
Department strategic plan.

Also lacking is a current parks master plan that provides an up-to-date condition and inventory of parks and facilities and a plan for future improvements. Such a master plan would also typically describe the duties and responsibilities for the department and public works as they work together on the use and maintenance of parks and facilities. This is also a best practice for departments that want to provide effective services in their community.

Recommendation 22. Update the City
parks master plan to address needed
improvements and enhancements, create a
priority list, and a financial plan to
implement it.

Grover Beach currently produces an activity guide with the neighboring communities of Pismo Beach and Arroyo Grande. This is an excellent way of advertising and promoting events and activities in the area. Though the guide covers what is offered in each community, the communities do not work together or plan programs so they do not compete, nor do they jointly sponsor programs or events. The activity guide is an opportunity for the three cities to work together on joint programs and events and to purposely program in a way as to reduce competition between the cities.

Recommendation 23. Expand the working
relationship with adjacent communities
and identify opportunities to cosponsor
programs and eliminate conflicting and
duplicative programs and services.

To further expand programs and offerings, staff should also identify organizations that could assist with special events and activities, such as the local Kiwanis, Rotary and Optimist clubs as well as the Alpha Phi Omega service fraternity at California State University, San Luis Obispo.

The latter organization is an excellent resource with whom to partner, as it is a local group that provides college student volunteers to assist with large community events. We understand neighboring cities utilize these volunteers successfully.

Citywide High-Level Organization Assessment
Parks and Recreation Department Baker Tilly
38 Recommendation 24. Partner with the local
Alpha Phi Omega service fraternity chapter
along with other organizations to gain more
volunteers for community events and
activities.

Citywide High-Level Organization Assessment
Community Development Department Baker Tilly
39 Community Development Department
The Community Development Department has broad responsibilities that include long-range planning, reviewing new development applications, and promoting and maintaining an attractive community. In interviews, staff indicated that morale in the department is positive, and one staff member offered that morale is better than any other departments. During interviews, multiple staff members conveyed pride in the quality of service they provide to both internal and external customers. Staff respect one another and seem to work well together as a team.

Organization Structure and Staffing
As Figure 5 shows, the department is structured with 5.25 (FTE) positions in four divisions: building, code compliance, housing, and planning. The Building Division provides plan review and inspection of buildings and structures to ensure they meet established building codes and standards.

The Building Division provides these services through a contract with a building services consultant. The Code Compliance Division enforces city codes related to property maintenance, zoning, and building code violations to preserve and maintain an attractive community.

The Housing Division manages grants from federal Community Development Block Grants (CDBG) and the HOME Investment Partnership Program. They provide programs for first-time home buyer assistance, owner occupied rehabilitation loans and other programs that benefit low-income households. Consultants are used to provide additional assistance in the implementation of the grant programs.

The Planning Division is responsible for planning the physical, social, and economic development of the City and ensuring compliance with the California environmental quality act (CEQA) for public and private projects. In association with the Building Division, staff in the Planning Division review projects to ensure consistency with the general plan, the development code, and other policy documents. Planning staff also oversee updates to the general plan, zoning code, and other policy documents.

Citywide High-Level Organization Assessment
Community Development Department Baker Tilly
40 Figure 5. Existing Community Development Department Organization Chart The director provides administrative leadership and oversight of the planning and building plan check contract staff, and assists with advance planning, complex development review, and economic development. The senior planner handles complex development review projects, oversees the cannabis program, assists in managing junior staff, and is the lead for more complex objective design standard reviews.

The associate planner performs development review and less complex objective design standard review, administers CDBG grants, oversees processing of vendor invoices and developer deposit accounts and backs up the counter and telephone. The assistant planner manages the intake, routing, and tracking for the building permit plan check process. The assistant planner is the primary staff member who responds to the public counter, answers the phones, and works on special projects such as the procedures manual. The position also provides miscellaneous administrative/clerical duties.

The existing structure provides the capacity needed for most daily operations and other department functions. As noted above, building services and the implementation of some grant programs are provided through contracts. Staff supporting specialized services and one-time projects are typically obtained contractually.

Succession Planning
The organization structure provides an opportunity for professional growth and advancement at all levels in the department. A new director was recently hired to replace the former, long-standing director who retired in 2022.Interest in career advancement varies in the department.

The associate and assistant planners have been with Grover Beach for more than fifteen years and were former building permit technicians promoted to planning positions. If the senior planner were to leave his position, there would be a significant void in mid-level management. The Citywide High-Level Organization Assessment
Community Development Department Baker Tilly
41 associate planner may also retire within a few years, and this may provide an opportunity for the assistant planner to be promoted to the associate position (with additional training).

Baker Tilly did not conduct an in-depth evaluation of the responsibilities, skills, or interests of the incumbents in their current positions. Such an assessment may be beneficial as leaders consider options following the retirement of the director.

Communication and Leadership
Based on interviews, communication between the former director and staff was good. The director held weekly staff meetings and met one-onone with individual staff members regularly. The director also kept staff apprised of citywide information obtained from the city manager. In interviews, staff expressed their appreciation for the director’s communication efforts.

The director provides training and guidance in day-to-day operations, policy, and procedures. The department does not have a policy and procedures manual for specific positions or departmental functions but is currently drafting one. It is expected to be completed in early 2023.

Preparation of a policies and procedures manual will ensure current and future employees operate consistently.

Staff reported they have been encouraged to engage in professional training on specialized topics relevant to the department’s work and in support of professional development. Continuing this practice will be important for the new director.

Recommendation 25. Establish a training
plan to ensure that staff continue to receive
the most current information in their
respective disciplines.

With such a small staff, when one staff member is out of the office, there is limited capacity to cover others’ assignments. Becoming familiar with various functions and responsibilities of the respective positions in the department would help mitigate this issue.

Recommendation 26. Establish a crosstraining program to increase employee knowledge of department responsibilities.

In interviews, staff indicated that there was little concern about current workloads. However, staff also stated that the amount of time required to perform certain administrative tasks such as invoicing, accounting, and Citywide High-Level Organization Assessment
Community Development Department Baker Tilly
42 administrative duties distracts from their focus and ability to complete core work assignments. As only one-quarter of an administrative assistant’s time is allocated to the department, the allocation of additional administrative support would be cost effective and improve operations.

Recommendation 27. Assess
administrative support needs of the
department to determine if there is an
opportunity to improve efficiency through
additional resources.

Recent changes in state planning and zoning laws regarding housing are shifting the nature of the work in the Planning Division from discretionary reviews to more administrative “by-right” reviews. In some cases, these changes also dictate shorter review times than discretionary projects may require, which could impact the ability of staff to meet these timelines. If this trend continues, a review of staffing levels may be warranted.

Recommendation 28. Assess whether an
increased number of administrative
projects (versus discretionary projects)
submitted for review will require a change
in staffing levels.

Lack of Technology Severely Impacts Staff Efficiency and Customer Service
The current technology used in the department is not meeting staffs’ needs. The enterprise resource planning (ERP) software, Innoprise, has not been as effective as hoped for permit and performance tracking. Staff reported that the software is cumbersome to use, has limited functionality, and requires significant manual input. Consequently, efficiencies in permit processing and performance tracking have not been fully realized, nor can staff meet customer expectations for tracking development services projects and permits.

The Administrative Services Department and Public Works Department are the other primary users of Innoprise. We understand the Five Cities Fire Authority is unable to use Innoprise because the Administrative Services Department will not allow access to the system by outside agencies for security reasons. This hinders the development review process.

The City issued a request for proposals (RFP) in August 2022 to implement a new ERP system. Given the disappointing performance of Innoprise with respect to development services functions, it will be Citywide High-Level Organization Assessment
Community Development Department Baker Tilly
43 essential to carefully review proposals for a new ERP system to ensure a new system meets the Community Development Department’s needs.

Some of the cost of acquiring and implementing the applicable modules could be recovered through a technology fee (see discussion below).

Recommendation 29. Acquire and
implement appropriate modules in the new
ERP software system, including
development application, permit tracking,
building, and credit card payment.

Performance Indicators and Turnaround Times
As mentioned previously, in 2018, a comprehensive study of the City’s development review process was completed by Zucker Systems. The study included 107 recommendations for improving and streamlining the City’s development process.

Many of the recommendations in the Zucker report are considered best practices and include adopting performance measures and tracking compliance with them. Innoprise was intended to be the system that would produce reports to track project status, but because the tracking function is cumbersome reports are difficult to produce and require much manual work.

Because of the difficulty using the system, the director keeps track of project status through regular meetings with staff and other departments.

The director also reports that performance standards will be incorporated in the next professional services agreement for building services. A new building services consultant is anticipated by the end of the year.

The department has implemented performance standards for returning customer emails and phone inquiries but does not formally track response times. The former director estimated that the standard is met 90% of the time. However, his assessment is based on anecdotal, not performance-based information.

As a result of significant changes in state law that require more “by right” reviews for housing-related permits and a shift towards more administrative-level reviews, a reassessment of the performance-based standards is warranted. These changes have resulted in more complexity in terms of review.

Simpler administrative permits require significantly more staff review and a shorter timeframe in which to do so. For example, objective design reviews and accessory dwelling units require more collaboration with applicants and consequently more time to review. In addition, some state Citywide High-Level Organization Assessment
Community Development Department Baker Tilly
44 requirements mandate shorter review turnaround times. The shift to more administrative-level reviews will also reduce discretionary reviews requiring approval by an advisory body like the Planning Commission. (This was a major focus of the Zucker report.)
Other changes that have occurred since the 2018 Zucker report include the implementation of electronic plan submittal software, improved communication capabilities with video teleconferencing, and the unexpected underperformance of Innoprise, the City’s ERP permit tracking software.

Attention to several KPIs would help ensure that staff are focused on moving projects efficiently through the development review process and could identify bottlenecks. Consistently monitoring these indicators and reporting the information to the community establishes confidence in the department and the review process.

Examples of development services KPIs include the following:
• Total number of permits issued
• Number of applications submitted by type
• Number of over the counter (OTC) permits issued
• Process review turnaround times by type
• Inspection request turnaround times
• Percent of email and telephone calls returned within 24 hours • Percent of submittals requiring multiple reviews
Recommendation 30. Monitor activity to
establish new key performance indicators
for development applications and plan
check review.

Good Progress on the 2018 Zucker Report; High Priorities Remain The Zucker report categorized the recommendations as either priority one (the most important to address first) or priority two (those less significant). Of 48 priority one recommendations, 32 were addressed. Of the 107 recommendations made in the Zucker report, 85 were either partially or completely implemented representing almost an 80% implementation rate. The status of these recommendations is included in a separate deliverable. Several recommendations should remain a high priority, including:
• Update the building services contract (Recommendations 24 through 28, 33 through 40)
• Obtain and implement a new ERP system (Recommendation 100) Citywide High-Level Organization Assessment
Community Development Department Baker Tilly
45 • Update outstanding elements of the General Plan every eight years (Recommendation 58)
• Establish a program to complete digitization of paper files (Recommendation 29)
The most important recommendation is to update the building services contract. At the time of the Zucker report, the building services contract was with JAS, but a request for proposals (RFP) was issued in September 2022. Seven of the remaining priority one recommendations are in process and will be implemented as part of the updated building services contract whether it is with JAS or another provider.

Full implementation of the Innoprise program was also a high priority recommendation in the Zucker report, but a better system is needed. This remains a high priority as the inefficiencies of the Innoprise system have had a significant impact on the department’s ability to conduct work. As mentioned previously, a review of proposals for a new system is underway. Whatever system is selected must meet the department's needs and include online credit card processing capabilities.

Since the Zucker report, all General Plan elements were updated except the circulation and noise elements. The safety element update is in process. A consultant is updating all the General Plan elements.

Another outstanding priority in the Zucker report is to establish an aggressive program to digitize and index new applications and paper records. New applications are now submitted electronically, which will help in the future, but will need to be incorporated into the new ERP system. The existing paper records provide valuable information that must be easily accessible.

The former director indicated that the scanning of paper records has been performed by staff on and off for the past five years and is only about 25% complete. The staff’s ability to review older records and scan them is time consuming and can only be done as time permits. While it would be more effective to outsource this process, we understand there may be resource limitations to retaining an outside vendor to help digitize plans and records. However, the cost of hiring a vendor to digitize records could be recovered through a technology fee (such a fee is common in local government development services fee structures).

A technology fee could also include offsetting some of the costs of the permitting and tracking modules as part of a new ERP. Moving forward, staff will also need to consider how to integrate electronic submittals into a new system.

Citywide High-Level Organization Assessment
Community Development Department Baker Tilly
46 Recommendation 31. Estimate costs for
digitizing and indexing paper records and
establish a technology fee to support the
work.

Citywide High-Level Organization Assessment
Administrative Services Department Baker Tilly
47 Administrative Services Department
Organization Structure and Staffing
The Administrative Services Department (ASD) is responsible for all finance-related functions of the City, including accounting and financial reporting, budgeting, treasury and revenue management, payroll, accounts receivable and payable, utility billing, debt service, as well as risk management and information technology. The finance manager and information technology specialist report directly to the administrative services director.

Figure 6 shows staffing by major function.

Figure 6. Existing Administrative Services Organization Chart Finance
Though staffing levels are thin, this is not uncommon for similarly sized cities. When staffing is lean it is especially important that incumbents possess the right skill sets to support the department’s financial roles and responsibilities. At the professional/managerial level, minimal staffing levels and the lack of specific skill sets resulted in some tasks not being completed in a timely manner. These included important functions and special projects such as:

Citywide High-Level Organization Assessment
Administrative Services Department Baker Tilly
48 • Monthly bank reconciliations,
• Monthly financial closings,
• Updating and maintaining department policies and procedures, • Updating the cost allocation plan,
• Development fee update,
• Tracking key performance indicators, and
• Development of an accounting procedure manual.

Despite the staffing level, workloads have continued to increase with the introduction of new programs regarding short-term rentals, a cannabis tax, etc. This environment reinforces the need to have necessary accounting skills. When staff have the right accounting skill sets, the finance manager and the director would then have the capacity to do more long-range, strategic, and financial planning.

The importance of this objective surfaced recently with the recruitment of a new accounting technician III and finance manager. Based on discussions with department management, an emphasis was placed on professional-level accounting skills and experience during this most recent recruitment. They believe they have succeeded in finding the right skills set and experience with the newly hired individuals.

The incoming finance manager was previously a finance director at a smaller agency and holds a CPA license. In addition, the recently hired accounting technician III is technologically oriented and close to completing his bachelor's degree. The effect of these two new staff members creates the potential for a small team of accounting professionals to backfill the director. This will allow the director to delegate some routine, technical accounting duties that she formerly had to complete herself, freeing up time to concentrate on more important strategic, financial planning matters, and special projects described above.

The addition of these new hires also addresses succession planning by creating a professional career ladder within the department.

At the administrative support level, all functions noted earlier are adequately covered when fully staffed. However, when someone is absent or when a position is vacant, having adequate coverage in the office becomes a problem.

From discussions with finance staff, the front desk administrative assistant I position is particularly difficult to keep staffed due in part to the relatively low rate of pay for the position. Upgrading this position from an administrative assistant I to an accounting technician I would have two advantages: 1) the higher rate of pay would attract better Citywide High-Level Organization Assessment
Administrative Services Department Baker Tilly
49 qualified candidates that may stay longer, and 2) upgrading to an entrylevel accounting technician would allow the department to cross train this individual to provide backup for payroll, accounts payable, accounts receivable, business licenses, and/or the utility billing functions.

Given the lean staffing at this level in the department and the current work schedule, such a change could provide stability in the front office as well as provide additional coverage for finance functions that the current administrative assistant I position is not qualified to cover.

Recommendation 32. Upgrade the vacant
administrative assistant I position to an
accounting technician I position to allow
stability in the front office and provide
backup support for other functions.

We believe the department’s personnel complement would still be lean, but manageable if the decision is made to upgrade the vacant front desk position (since the accounting technician III and finance manager positions are now filled with qualified individuals).

To help rectify this situation, leaders should either reconsider existing work schedules or create a written plan for how each function will be covered during staff vacancies. For example, if the front desk is vacant, then a plan should be in place about how to cover it. With the addition of the new accounting technician position, and an upgraded administrative assistant position, a clear coverage plan could succeed, and the current work schedule could remain in place.

Recommendation 33. Create a policy
regarding coverage so all staff members
understand they may be required to cover
unstaffed functions in the office when
necessary.

Information Technology
While the workload is high, staff in the Information Technology Division indicated current staffing levels are sufficient to accomplish daily tasks adequately. However, special projects such as producing some financial reports arise unexpectedly, which creates challenges. For example, since the information technology specialist is the only staff member who knows how to program in structured query language (SQL), it becomes challenging to create ad-hoc financial reports (that are time-consuming) Citywide High-Level Organization Assessment
Administrative Services Department Baker Tilly
50 while also having competing information technology priorities in other departments.

Baker Tilly did not perform an in-depth analysis of how IT services are perceived by staff in other City departments or the adequacy of existing services. Recently, a full-time information technology assistant was hired and they are being trained to support customer service and provide backup when needed. The addition of the new position should provide additional capacity and depth, but an internal customer assessment of services would be required to fully understand whether this is sufficient.

The financial management system will soon be upgraded to enhance the department’s functional, internal controls, and reporting capabilities.

Staff plan on using a phased-in approach, implementing the general ledger and budget modules first, then adding payroll and utility billing in the future.

Implementing a system upgrade is a difficult and time-consuming undertaking that that can put a significant strain on existing staff. In addition to their day-to-day responsibilities, staff must often also become subject matter experts while running parallel processes and testing the new system. Given the current thin staffing in the department noted earlier, additional staff (either temporary or through a contract) should be used to manage the implementation, or backfill existing staff so they can manage the implementation. The latter approach is often preferable as current staff will be more familiar with the City’s chart of accounts and processes, and it would be excellent training on the new system they will be working with.

Recommendation 34. Hire temporary or
contract staff to assist with the upcoming
financial management system
implementation.

Communication and Organization Culture
Department management believes communication is good within and outside the department. The monthly all-hands meetings with the city manager were particularly well received and staff indicated they were aware of what was going on in the City. Similarly, division management within the department believe the feedback they get from the director during their regular update meetings keeps them adequately informed.

Information technology believes there is an understanding level of trust across the organization such that staff would talk to them before doing something that might create a security issue.

Citywide High-Level Organization Assessment
Administrative Services Department Baker Tilly
51 Interviews surfaced ongoing concerns about expanding workloads and new programs. The only specific issue that emerged during interviews was a concern when the front desk position is vacant.

As described earlier, when this happens the remaining three support positions must cover that desk, which interrupts their normal schedules and impacts their ongoing work. The staff person at the front desk greets customers who come to City Hall and answers the phone when callers don’t select a specific department from the automated phone tree.

Training and Professional Development
Each person interviewed felt supported and indicated they receive appropriate training for their respective responsibilities. They also said adequate funds are budgeted for needed training. They expressed concern about having the time to attend training and the lack of interest on the part of some staff to do so to advance their skills.

There is no structured professional development plan in place to help ensure each employee receives appropriate training for their respective roles. Such plans are often discussed as part of an employee’s annual performance evaluation. Having adequate, structured training for all department staff is crucial to maintaining technical skill sets at a high level as well as soft skills, such as communication and management.

Recommendation 35. Create a professional
development plan for every department
employee and incorporate it as part of their
annual performance evaluation.

All staff interviewed acknowledged the importance of tracking KPIs and expressed a desire to have such a program implemented. This effort, however, was viewed as an unattainable goal given other more pressing demands. Therefore, department staff do not currently track or report outcome-based performance measures that provide information on how the outputs compare to benchmarks or how well departmental services are being performed.

To assess internal service provision, we recommended that the department develop outcome-based performance measures for key finance functions. The performance measures should include a customer satisfaction component, as well as turnaround times.

Recommendation 36. Establish and track
outcome-based performance measures for
key finance functions.

Citywide High-Level Organization Assessment
Administrative Services Department Baker Tilly
52 Operational Policies and Procedures
Department personnel agreed that documenting operational policies and procedures is an important priority and management has taken initial steps to document some step-by-step procedures. Though the purchasing policy was recently updated (and a draft was sent to the city attorney’s office for review), there are no desk manuals for other functions such as utility billing, reconciling bank accounts, payroll, and accounts payable.

Manuals are critically important because they provide clear procedural guidance for each key function, including task frequency descriptions, the designation of responsible staff, the policy basis for specific actions where appropriate, and explain why performance of the function is important.

Recommendation 37. Create detailed
procedural manuals by financial function
that build on efforts currently underway.

Technology Strategic Action Plan
During the organization analysis in 2016, Management Partners recommended that the City develop a three-year technology plan.

Technology is a fundamental tool for municipal governments to guide the organization about priorities and resource allocation purposes.

Technology and business systems enable staff to dramatically improve communication processes across departments and to collect data and analyze opportunities for improving service delivery more efficiently.

While the City does have a technology master plan prepared by Digital West in 2010, it is externally focused on creating a fiber network within the community as a stimulus for economic development. It did not address the City’s organizational needs for technology. While the City has implemented numerous technology systems in recent years, the City does not have an overarching master plan to guide this work.

Baker Tilly believes that an outside consultant should be engaged to develop and create a strategic technology action plan for implementation over a period of three to five years. The plan should also address the resources needed to implement it, additional server maintenance storage capacity, and possible upgrades to, and replacement of, network router and switches. Such a plan should be developed in consultation with staff throughout the organization.

Recommendation 38. Develop a three-tofive-year strategic technology action plan that addresses the future needs of the City.

Citywide High-Level Organization Assessment
Administrative Services Department Baker Tilly
53 Equipment Replacement Fund
A best practice for local governments is to proactively set aside funds on an annual basis for their existing fleet, facilities, and information technology investments. The Government Finance Officers Association (GFOA) has stated that cities of all sizes can benefit from having an equipment or asset replacement program. Accordingly, a well-designed program helps prudently manage the substantial investment made in both capital improvements and other assets.

The 2016 organization analysis conducted by Management Partners recommended that a vehicle replacement policy for all City vehicles be established as well as a vehicle replacement fund to help finance the purchase of future vehicles. During this assessment, Baker Tilly learned that the City does have a fund (Fund 71) used for various equipment and asset-related purchases. We also learned the City leases most of their vehicles.

However, Fund 71 has a relatively low fund balance ($51,000) and allocations are not consistently transferred into it on a regular basis to finance the replacement of equipment and vehicles. Instead, when the City is able, funds are transferred into it for vehicle or equipment replacement for the upcoming fiscal year to cover that year’s purchases.

In addition, there are no formal policies regarding vehicle or technology replacement or other asset replacement, which is a best practice that is lacking.

Recommendation 39. Create an equipment
replacement policy that addresses fleet,
facilities, information technology and other
mission critical asset needs of the City.

GFOA recommends cities establish capital planning policies that undertake a multi-year planning and budgeting process to accumulate the necessary funding to address future capital needs. A best practice is to have sufficient reserves in such a fund to proactively manage capital assets by annually setting aside money so that funding is available when replacements are necessary. Reserves can also be available for unforeseen or catastrophic capital needs. In either case, the development and use of capital reserves should be supported by clear policies identifying how the reserve will be formed and how it may be used.

Citywide High-Level Organization Assessment
Police Department Baker Tilly
54 Police Department
The Police Department’s primary purpose it to patrol the residential, commercial, and industrial areas of the City, to investigate crimes, and to respond to all public safety-related calls for service.

In 2018, an organizational assessment of the Police Department was conducted by RW Marin Consulting in conjunction with RJ Haydon Management Services. The study reviewed department policies and procedures, operational practices, staffing and personnel assignments and resulted in in 37 best practices and operational recommendations.

A status review of the recommendations indicated that 29 of the recommendations have either been implemented, partially implemented or are in the process of being implemented. Three recommendations are outside the authority of department’s management since they are related to collective bargaining, and due to recent operational changes, one recommendation is no longer relevant. Two of the remaining four recommendations address the need for a new facility, another relates to the need to set aside funds for equipment replacement, and the remaining one addresses the need for additional patrol staffing.

Citywide High-Level Organization Assessment
Police Department Baker Tilly
55 Organization Structure and Staffing
Figure 7 shows the staffing allocation across the department.

Figure 7. Existing Police Department Organization Chart According to the Uniform Crime Reporting Program, the average number of sworn law enforcement officers per capita nationwide is 2.4 per 1,000 residents. The number of full-time law enforcement employees (both sworn and non-sworn) per capita is 3.4 per 1,000 residents.

Locally, the nearby communities of Arroyo Grande, Morro Bay, and Pismo Beach have a sworn officer per capita ratio of 1.4, 1.7, and 2.8, respectively. In Grover Beach, the overall total FTE ratio is 2.15. When using this metric, the department has a lean staff compared with the national average but is comparable to nearby agencies of Arroyo Grande and Morro Bay. Because of their relatively large tourism population, Pismo Beach has a higher officer per capita ratio, so it is not considered a viable comparison.

Other methods to determine patrol levels include the minimum staffing model, the authorized level model, and the workload-based model. The workload-based model is a systematic analysis of staffing needs based on workload demands. The 2018 department assessment used the workloadbased model in determining that the additional sworn positions were needed.

Citywide High-Level Organization Assessment
Police Department Baker Tilly
56 During discussions with the chief of police, the Chief indicated the need for additional sworn officers because of the workload. The Chief voiced concerns about the department’s increased calls for service in relation to the total number of sworn officers in patrol. (This appears to be a significant challenge for public safety agencies nationwide.) In our review of department statistical data, year-to-date calls for service through September have increased significantly (approximately 20%) compared to the same timeframe last year. However, the scope of our engagement did not allow us to conduct an in-depth examination of call volume data to determine whether additional sworn personnel are warranted.

Recommendation 40. Conduct a patrol
workload assessment using hourly call
volume data to determine if additional
sworn officers are warranted.

The recent increase in calls for service is still concerning, given the fact that the Patrol Division is currently understaffed due to vacancies and long-term medical leaves of absence (industrial-related injuries). As of the date of this report, the department currently has three sworn positions vacant, and two sworn positions on extended medical leave resulting in a 20% decrease in sworn officers.

Department management noted that over the last several years, except for some periods when the Patrol Division was fully staffed, the department has routinely had vacancies in its patrol ranks. These vacancies, coupled with mandatory training days, vacation days, sick leave days, and regular paid time off, are challenging when trying to maintain patrol staffing at an acceptable level. The department’s ability to effectively train its personnel in situational and tactical team exercises is also challenging, given the sworn complement of officers.

Since the department frequently has sworn vacancies, City leaders should consider establishing one or more overfill sworn positions when there are multiple sworn vacancies as well as officer(s) on long-term industrial leave. The salary and benefit savings associated with vacant positions, along with the salary reimbursement the City receives from the California Joint Powers Insurance Agency (for those officers on industrial leave) would more than compensate for the cost associated with hiring an overfill position. Having authorization to hire an overfill position when needed will provide the department with additional sworn personnel to help address workload issues during high vacancies.

Citywide High-Level Organization Assessment
Police Department Baker Tilly
57 Recommendation 41. Seek Council
authorization to create an overfill (sworn)
position when there are multiple vacancies
in the department.

The 2018 department assessment report also recommended hiring nonsworn community services officers to assist in appropriate patrol-related calls for service. Since 2018, the department has created two community services technician positions in patrol and one in the support services division.

The introduction of community services technicians in patrol has enabled sworn officers to increase self-initiated calls for service in the field.

However, during our assessment, we found that community services technicians work a 4/10 work schedule, rather than a regular 8 to 5 work schedule or a 9/80 schedule. To optimize the availability of community services technicians in the field during the day shift, department leaders should consider adjusting the work schedules of community services technicians to better align with departmental needs.

Recommendation 42. Review the work
schedules of the community services
technicians to align with the business
needs of the department.

During our interviews with Council members, the unhoused population and the impact it is having on local businesses in the community was a significant topic of discussion. The police chief and command staff also expressed concern over the ever-increasing calls for service related to the homeless population and issues related to mental health.

Department personnel expressed frustration in not having the necessary personnel resources (i.e., social workers or similar professionals) available to readily assist in these types of calls as they often involve mental health issues. Staff in Arroyo Grande and Pismo Beach also expressed concern about not having county social workers who are trained to deal with mental health matters readily available to assist their personnel in the field. The cost of establishing such assistance could be shared with adjacent law enforcement agencies.

Consequently, arrangements should be made with the County of San Luis Obispo to secure a mental health social worker (or appropriate position) to work alongside local law enforcement personnel in the field to train officers and help address transient and homeless-related calls for service.

Citywide High-Level Organization Assessment
Police Department Baker Tilly
58 Recommendation 43. Secure a county
social worker to work with patrol staff in
the field and share the cost of this position
with adjacent law enforcement agencies.

In addition to homelessness-related concerns, the desire for better traffic safety was also a common theme heard from Council members and community focus group participants. A similar theme was part of the 2018 department assessment which included a recommendation to deploy a motor officer in the field once the department was fully staffed.

Toward the end of this engagement, the department initiated a recruitment for a motor officer, so it appears that the department is actively addressing these traffic safety concerns.

From an organizational standpoint, those interviewed believe department employees work well together and that morale and internal communication are both good. The 2018 departmental assessment cited similar comments about department communications and morale. The department provides its sworn personnel with the leadership and supervisory training needed to help prepare them for advancement; thereby addressing succession planning in both the command staff and supervisory ranks.

Technology
The department employs a significant amount of technology in their daily operations for a department its size. In addition to the use of body cameras and mobile data computers, there is an array of sophisticated ariel drones, dozens of strategically deployed surveillance cameras. The department has deployed license plate readers at various roadways throughout the City. These are all part of supporting crime investigation techniques. While these various systems provide the department with state-of-the-art technology to fight both crime and solve cases, they are expensive assets to acquire, maintain and replace; yet there is currently no equipment replacement policy or fund within the department.

Recommendation 44. Develop an
equipment replacement fund for all police
technology-related equipment and vehicles.

In 2021, the department started transitioning its dispatch operation to the City of Pismo Beach and completed this transition in early 2022. The chief and representatives from the City of Pismo Beach indicated the transition was relatively smooth with no significant service interruptions.

Citywide High-Level Organization Assessment
Police Department Baker Tilly
59 The department also uses social media to communicate with the public on topical and safety issues as well as departmental events. The department prides itself on its extensive community outreach efforts and is to be commended for having a continuous presence on social media sites like Nextdoor, Facebook, Twitter, and Instagram. All are viewed as best practices in the industry. In fact, community focus group participants made positive comments about the department’s presence on social media sites.

Customer Service
Because of the nature of police service, providing good customer service to the satisfaction of the reporting party is challenging. Nevertheless, department management indicated they strive to provide good customer service to the public. To quantify how well their officers interact with members of the public, the department deploys a customer service survey (SPIDR Tech) to all reporting parties after every call for service.

According to the department, about 40% of all SPIDR Tech surveys are completed and returned by reporting parties. Once completed, department managers review the surveys to ensure officers are interacting with members of the public consistent with customer service expectations. This technology could easily be utilized in other departments to track employee interactions and service delivery with members of the public.

Recommendation 45. Deploy a customer
service application similar to SPIDR Tech
in other City departments where customer
service should be monitored.

Police Facility
The police facility was built in 1981, and over the years the department has conducted numerous remodeling efforts to accommodate its expanding operation. The department recently completed a remodel of its former dispatch center into a new technology advanced briefing and training room that will also be used as a Department Operations Center in times of declared emergencies.

While the department is functioning in its existing facility, there is no more room in the building to accommodate any future expansions of personnel or programs. For example, the lockers in the men’s undersized locker room are not large enough to adequately accommodate the array of equipment officers are required to utilize in their daily operation, nor is there space or lockers for additional personnel.

Citywide High-Level Organization Assessment
Police Department Baker Tilly
60 Another example of the facility constraints is the fleet yard. Because of its current limited configuration, the yard is not large enough to allow the current fleet of vehicles to be parked, nor any additional vehicles needed in the patrol operation. In addition, the current yard which had a vehicle canopy recently installed during this engagement, still lacks sufficient shelter for all patrol vehicles, thereby exposing all vehicles to the elements. Given the department’s proximity to the ocean, rust and corrosion are issues of concern.

Currently, the police facility is landlocked by two other public facilities to its east and west and two commercial businesses to the north. The 2018 department assessment recommended the City pursue acquiring those properties for expansion if the properties to the north of the current police facility become vacant and available. Baker Tilly concurs with this recommendation as expansion of the existing facility is warranted and a financial plan for doing so will require long-term planning.

Recommendation 46. Develop a police
facility master plan to address the mid- and
long-term facility needs of the Police
Department and a financial plan to address
them.

Citywide High-Level Organization Assessment
City Manager’s Office Baker Tilly
61 City Manager’s Office
As indicated in Figure 8, the City Manager’s Office is comprised of five full-time employees and three programmatic functions: city management, city clerk, and human resources.

The City Manager’s Office was one of the primary departments assessed in the 2016 organization analysis conducted by Management Partners.

That report produced 30 recommendations designed to improve organizational efficiencies and institute best practices. Our review of those recommendations indicates that 22 have either been partially or completely implemented, seven recommendations are still outstanding, and one recommendation is no longer relevant. Of the seven remaining recommendations, four have already been addressed in prior sections of this report and three will be discussed further in this section.

Figure 8. City Manager’s Office Existing Organization Chart Organization Structure and Staffing
The Grover Beach city manager serves as the chief executive officer and has the primary responsibility of managing the day-to-day operations of the City to ensure that Council goals and policies are understood and implemented to the extent possible. The city manager is also an advisor to the City Council on fiscal, policy and other matters, and works with regional and local community leaders on an array of issues affecting the Citywide High-Level Organization Assessment
City Manager’s Office Baker Tilly
62 city. The city manager is also responsible for continually evaluating organizational structure and culture and ensuring city services are being provided efficiently and effectively. In addition to working closely with the city attorney and the fire chief of the Five Cities Fire Authority, the Grover Beach city manager has eight direct reports: five department directors and three staff members.

While the span of control of direct reports to city managers differs among cities, best practices suggest that an employee-to-supervisor ratio of between three-to-one and six-to-one is ideal in most work settings to ensure proper supervision. The current number of direct reports to the city manager (eight) extends beyond those limits and the current operational structure within the City Manager’s Office lends itself to being adjusted to reduce the number of direct reports.

Shifting the supervisory responsibilities of the management analyst from the city manager to the deputy city manager provides the city manager with one less direct report. Doing so will provide more capacity to deal with other mission-critical issues. In addition, this would provide the deputy city manager an opportunity to become more familiar with the city’s human resources operations, an important step given the future retirement of management analyst.

Recommendation 47. Reallocate the dayto-day reporting relationship of the management analyst to the deputy city
manager.

Human Resources
The management analyst in the City Manager’s Office is the sole staff member responsible for all human resources-related duties and responsibilities of the City. Aside from all recruitment-related duties, the incumbent is expected to provide a full range of other important human resources functions, including labor and employee relations, Equal Employment Opportunity (EEO) monitoring and compliance, training, classification and pay system implementation, and some risk management-related duties.

This position has a significant level of responsibility. Similar positions in other cities are typically human resources managers, human resources officers, human resources technicians, or similar titles. While we did not perform a classification assessment of the incumbent, we recommend retitling this position to human resources manager to more accurately reflect the work this position performs.

Citywide High-Level Organization Assessment
City Manager’s Office Baker Tilly
63 Recommendation 48. Assess the
management analyst position to determine
if reclassifying it to human resources
manager is warranted.

We understand the incumbent has a full workload, does not have the capacity for any additional duties or assignments, and is not able to spend any measurable time on strategic planning or risk management functions. In addition, the management analyst does not have any staff support or backup for mission-critical duties.

Discussions with personnel from other departments confirm that the management analyst’s workload is significant and warrants additional support. While Baker Tilly believes that staff capacity is severely constrained, this is an anecdotal assessment because there are no performance measures, or consistent or reliable data to assess what is being accomplished (and what is not). However, we believe there is little time being spent on risk management-related duties, citywide training or strategic planning in support of employee retention and resiliency.

The best practice, especially for smaller municipalities like Grover Beach, is to invest more staff time and effort to:
• Facilitate employee training and onboarding,
• Proactively address risk management-related issues,
• Assist with benefits administration,
• Develop workplace policies that protect the City from potential lawsuits or discriminatory claims, and
• Attend to miscellaneous employee relations matters.

In reviewing staff in adjacent cities, two of the three have more than one position dedicated to the human resources function as Table 10 shows.

Table 11. Full-time Equivalent (FTE) Staff Comparisons in the Human Resources Function Jurisdiction Total Human Resources FTE Human Resource FTE per Total City FTE Arroyo Grande 1.201 0.015
Grover Beach 1.00 0.013
Morro Bay 2.00 0.020
Pismo Beach 1.002 0.011
1 The human resources manager receives approximately 16 hours of support from the City Clerk’s Office and consultants per pay period. 2 Additionally, the assistant city manager splits his time between human resources, city clerk and public information functions. The human resources staff also receives administrative support from an Administrative Assistant reporting to the city clerk.

Citywide High-Level Organization Assessment
City Manager’s Office Baker Tilly
64 Not having sufficient staff dedicated to human resources and risk management programs can be a significant liability that can only be addressed through additional staff capacity.

Recommendation 49. Add a new position
of human resources technician to provide
staff support to the incumbent and increase
capacity for risk management, citywide
training, and other employee relations
matters.

Hiring a human resources technician would help address succession planning issues and would also allow for cross training in mission-critical areas of human resources. With additional staff support, the incumbent would have capacity to address pressing assignments. Some of this capacity is likely to be directed toward establishing a personnel policy and procedures manual, providing more employee safety and risk management-related programs, dealing with citywide training, ensuring that succession planning is being addressed across City departments, and implementing the NEOGOV’s Perform (performance evaluation) module.

A common theme we heard during this engagement was a concern about succession planning. During interviews, many employees expressed concern about a lack of cross training and backup for key department positions in some non-public safety departments.

City leaders could and should do more to prepare employees for internal promotional opportunities and create promotional career paths to address succession planning. Normally, a succession planning program would be spearheaded by a human resources professional in conjunction with each operating department with the goal of adequately addressing succession planning for key positions.

Recommendation 50. Develop a citywide
succession planning program aimed at
cross training existing staff and preparing
them for future advancement.

Part of a successful succession planning program includes an effective training program. A best practice is to ensure there is a structured training program in place and that all training is tracked by the City.

Ideally, human resources should track all employee training and reflect it in their respective personnel files. In 2016, this was a recommendation in the Management Partners organization analysis and it is still relevant today.

Citywide High-Level Organization Assessment
City Manager’s Office Baker Tilly
65 During this engagement we learned that the City purchased NEOGOV’s Perform module but has yet to implement it. We also became aware that some employees are not receiving performance evaluations on time, so we are recommending implementation of NEOGOV’s Perform module to ensure performance evaluations are conducted on time and in advance of merit increases.

Recommendation 51. Implement
NEOGOV’s Perform module as soon as
practical.

NEOGOV is one of the leading human resources software platforms used by governmental agencies. In addition to the recruitment and performance evaluation modules (that the City has, but has not implemented), NEOGOV also has an onboarding human resources information system (HRIS) as well as a training module (Learn). To improve the efficiency and effectiveness of tracking citywide training, the NEOGOV training module (Learn) should be procured and implemented. And since the City already utilizes NEOGOV, integrating this new application should be straightforward.

Recommendation 52. Procure NEOGOV’s
training module (Learn) to track citywide
training.

During our engagement we learned that the management analyst intends to retire soon. During her tenure she has attempted to assemble a list of tasks she is responsible for administering. Since her retirement is imminent and she has no immediate backup in the department, the incumbent needs to make it a priority to document her assigned tasks to create a comprehensive desk manual for a successor.

Recommendation 53. Create detailed
human resources policies and procedures
that build on efforts currently underway.

City Clerk Services
The Grover Beach city clerk provides typical municipal city clerk services to the public and the City organization and also serves as the executive assistant to the city manager. The reliability of the services of the city clerk’s office is always critical, especially as they pertain to other departments in the following four categories.
• Agenda management. Coordinating agenda items, setting deadlines, publishing notices, complying with public hearing requirements.

Citywide High-Level Organization Assessment
City Manager’s Office Baker Tilly
66 • City Council staff reports. Compiling staff reports and attachments, copying and including reports in council packets.
• Contract management. Ensuring contracts are properly executed and confirming that indemnification requirements have been met. • Records management and retention. Indexing and storing official documents and records and making these documents available upon request.

Based on interviews with staff in operating departments, the current working relationship between departments and city clerk staff is good.

Department staff feel supported by both the city clerk and the deputy city clerk. The deputy city clerk also provides agenda-related services to the Planning Commission and the Parks and Recreation and Beautification Commission. The deputy city clerk also assists with agenda-related services and in the absence of the city clerk, would typically be required to document the Council meeting through notes and minutes. However, the deputy city clerk does not regularly attend Council meetings nor routinely covers the meetings to gain hands-on experience in this area.

This is an important backup function to the city clerk and the deputy should be trained to do so.

Recommendation 54. Assign the deputy
city clerk to periodically attend Council
meetings and assume minute-taking
responsibilities.

The 2016 Management Partners organization analysis recommended that the City update administrative policies and procedures. Baker Tilly asked to review the City’s administrative policies and procedures and was informed they are still in development and are being updated. This should be a high priority for the City as these documents are intended to guide staff and ensure consistent application across the organization.

Recommendation 55. Develop a plan and
schedule for concluding the review and
update of the City’s administrative policies
and procedures.

State law also designates the city clerk as the official recordkeeper for the City. The city clerk’s office maintains a records repository in City Hall.

Our review confirmed that the City has adopted a records retention schedule and policy. However, staff indicated that the current practice of finding and retrieving records remains time consuming because the City does not have an automated system. An automated records management system is the only practical path to addressing this issue. There are also Citywide High-Level Organization Assessment
City Manager’s Office Baker Tilly
67 contractual services that can assist in this effort; thereby reducing the burden on existing staff.

Recommendation 56. Develop a plan to
acquire and implement a records
management system to streamline the
existing process of searching for documents
and records.

Not having a systematic or routine process of destroying documents and records exacerbates the problem and makes searching for records even more difficult and time consuming.

Recommendation 57. Institute a semiannual records destruction day and require departments to dispose of and eliminate
records in accordance with the approved
records retention policy.

Having a more comprehensive approach to managing public records, which includes technology enhancements and the consistent destruction of older records, would result in a significant improvement in the city clerk function.

Citywide High-Level Organization Assessment
Conclusion Baker Tilly
68 Conclusion
Staff in the City of Grover Beach display a strong commitment to public service and customer service. In addition to past organizational assessments of three departments, the recommendations in this report indicate City leaders should continue to focus on public works maintenance operations and asset management as critically important areas of focus. While staffing levels may be low in specific functional areas, establishing key performance indicators is required to be able to adequately assess the necessary resource allocations.

Citywide High-Level Organization Assessment
Attachment A – List of Recommendations Baker Tilly
69 Attachment A – List of Recommendations
Recommendation 1. Create a maintenance superintendent or equivalent position to provide management and leadership to the Maintenance Operations Division.

Recommendation 2. Perform an in-depth workload assessment to identify priority resource needs for the maintenance team and develop a plan for meeting them.

Recommendation 3. Develop and implement a departmental training plan that helps new employees acquire core technical and non-technical skills.

Recommendation 4. Develop standard operating procedures (SOPs) for mission-critical operations.

Recommendation 5. Implement a plan for regular communication between the director and all department staff that includes periodic in-person meetings with engineering office staff and separately with maintenance staff (at the corporation yard).

Recommendation 6. Assess the skill set of key management and executive team members and identify those key staff that would benefit from executive coaching.

Recommendation 7. Identify KPIs for each function and track progress to achieve them.

Recommendation 8. Issue a request for proposals to retain capital program management contractual services.

Recommendation 9. Develop and implement a corporation yard renovation financial plan.

Recommendation 10. Assess the feasibility of purchasing the property at 1122 Farroll Road to expand the current corporation yard.

Recommendation 11. Establish a full-time recreation supervisor position to increase staff capacity, expand programs and activities, and provide professional development opportunities in support of staff retention.

Recommendation 12. Create and implement a volunteer recruitment, training, and recognition program for department events under the direction of the new recreation supervisor.

Recommendation 13. Use part-time, seasonal, and temporary employees to assist with programs and events.

Recommendation 14. Assess the feasibility of the Public Works Department contracting out for playground inspections and related maintenance.

Recommendation 15. Assess future City Council goals related to parks and recreation services in determining options on the structure and scope of the Parks and Recreation Department.

Recommendation 16. Develop a program of key performance indicators to track program attendance, number of rental/applications processed, and evaluate the cost of each parks and recreation program, activity, and event.

Recommendation 17. Develop a process for regular reporting of information that is tracked and evaluated for programs, activities, and events to the Parks, Recreation and Beautification Commission and the City Council.

Citywide High-Level Organization Assessment
Attachment A – List of Recommendations Baker Tilly
70 Recommendation 18. Provide additional training for staff on the ActiveNet registration program to better utilize its features.

Recommendation 19. Establish goals for cost recovery for all programs, activities, and events.

Recommendation 20. Conduct a fee study to ensure programs, activities, and events meet cost recovery goals and that the fees charged are competitive with other agencies providing similar services.

Recommendation 21. Develop and implement a Parks and Recreation Department strategic plan.

Recommendation 22. Update the City parks master plan to address needed improvements and enhancements, create a priority list, and a financial plan to implement it.

Recommendation 23. Expand the working relationship with adjacent communities and identify opportunities to cosponsor programs and eliminate conflicting and duplicative programs and services.

Recommendation 24. Partner with the local Alpha Phi Omega service fraternity chapter along with other organizations to gain more volunteers for community events and activities.

Recommendation 25. Establish a training plan to ensure that staff continue to receive the most current information in their respective disciplines.

Recommendation 26. Establish a cross-training program to increase employee knowledge of department responsibilities.

Recommendation 27. Assess administrative support needs of the department to determine if there is an opportunity to improve efficiency through additional resources.

Recommendation 28. Assess whether an increased number of administrative projects (versus discretionary projects) submitted for review will require a change in staffing levels.

Recommendation 29. Acquire and implement appropriate modules in the new ERP software system, including development application, permit tracking, building, and credit card payment.

Recommendation 30. Monitor activity to establish new key performance indicators for development applications and plan check review.

Recommendation 31. Estimate costs for digitizing and indexing paper records and establish a technology fee to support the work.

Recommendation 32. Upgrade the vacant administrative assistant I position to an accounting technician I position to allow stability in the front office and provide backup support for other functions.

Recommendation 33. Create a policy regarding coverage so all staff members understand they may be required to cover unstaffed functions in the office when necessary.

Recommendation 34. Hire temporary or contract staff to assist with the upcoming financial management system implementation.

Citywide High-Level Organization Assessment
Attachment A – List of Recommendations Baker Tilly
71 Recommendation 35. Create a professional development plan for every department employee and incorporate it as part of their annual performance evaluation.

Recommendation 36. Establish and track outcome-based performance measures for key finance functions.

Recommendation 37. Create detailed procedural manuals by financial function that build on efforts currently underway.

Recommendation 38. Develop a three-to-five-year strategic technology action plan that addresses the future needs of the City.

Recommendation 39. Create an equipment replacement policy that addresses fleet, facilities, information technology and other mission critical asset needs of the City.

Recommendation 40. Conduct a patrol workload assessment using hourly call volume data to determine if additional sworn officers are warranted.

Recommendation 41. Seek Council authorization to create an overfill (sworn) position when there are multiple vacancies in the department.

Recommendation 42. Review the work schedules of the community services technicians to align with the business needs of the department.

Recommendation 43. Secure a county social worker to work with patrol staff in the field and share the cost of this position with adjacent law enforcement agencies.

Recommendation 44. Develop an equipment replacement fund for all police technologyrelated equipment and vehicles.

Recommendation 45. Deploy a customer service application similar to SPIDR Tech in other City departments where customer service should be monitored.

Recommendation 46. Develop a police facility master plan to address the mid- and longterm facility needs of the Police Department and a financial plan to address them.

Recommendation 47. Reallocate the day-to-day reporting relationship of the management analyst to the deputy city manager.

Recommendation 48. Assess the management analyst position to determine if reclassifying it to human resources manager is warranted.

Recommendation 49. Add a new position of human resources technician to provide staff support to the incumbent and increase capacity for risk management, citywide training, and other employee relations matters.

Recommendation 50. Develop a citywide succession planning program aimed at cross training existing staff and preparing them for future advancement.

Recommendation 51. Implement NEOGOV’s Perform module as soon as practical.

Recommendation 52. Procure NEOGOV’s training module (Learn) to track citywide training.

Recommendation 53. Create detailed human resources policies and procedures that build on efforts currently underway.

Citywide High-Level Organization Assessment
Attachment A – List of Recommendations Baker Tilly
72 Recommendation 54. Assign the deputy city clerk to periodically attend Council meetings and assume minute-taking responsibilities.

Recommendation 55. Develop a plan and schedule for concluding the review and update of the City’s administrative policies and procedures.

Recommendation 56. Develop a plan to acquire and implement a records management system to streamline the existing process of searching for documents and records.

Recommendation 57. Institute a semi-annual records destruction day and require departments to dispose of and eliminate records in accordance with the approved records retention policy.

Citywide High-Level Organization Assessment
Attachment B – Examples of Key Performance Indicators Baker Tilly 73 Attachment B – Examples of Key Performance Indicators Function Effectiveness/Outcome Measures Efficiency Measures Workload Measures Development
Review
• Percent of plan checks completed
over the counter (OTC)
• Percent of time inspectors spend
in the field
• Percent of survey respondents
rating the timeliness of plan check
service good or excellent
• Number of plans checked
per full-time equivalent
(FTE)
• Number of minor
exceptions reviewed per
FTE
• Average cost per
inspection, by type
• Number of permits
issued
• Number of walk-in
customers assisted
• Number of OTC plan
checks completed
Maintenance • Percent of work orders responded
to within 24 hours
• Average lane miles maintained
per year
• Percent of resurvey respondents
rating facility cleanliness as good
or excellent
• Number of work orders per
FTE
• Number of lane miles
paved per FTE
• Number of facilities
maintained per FTE
• Cost per lane mile paved
• Number of work orders
completed
• Number of lane miles
paved
• Number of city
facilities maintained
Human
Resources
• Percent of survey respondents
(new hires) rating the onboarding
process as good or excellent
• Percent of recruitments
completed in less than 60 days
• Number of new hires per
human resources FTE
• Cost per new hire
• Number of new hires
• Number of
recruitments
• Number of citywide
training events
Recreation • Percent of survey respondents
rating the recreation program
good or excellent
• Percent of recreation programs
with a waiting list
• Percent of costs recovered
per recreation program
• Number of recreational
programs provided per FTE
• Number of recreation
program users
• Number of recreation
programs provided
Fleet • Average number of days a vehicle
is out of service
• Number of vehicles and
equipment maintained per
FTE
• Number of vehicles
and equipment
Attachment 2
RESOLUTION NO. 23-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GROVER BEACH,

CALIFORNIA, TO ADOPT THE RESOLUTION TO RECLASSIFY THE JOB

CLASSIFICATIONS OF DEPUTY CITY MANAGER TO THAT OF ASSISTANT

CITY MANAGER, AND MANAGEMENT ANALYST/HUMAN RESOURCES TO

THAT OF HUMAN RESOURCES OFFICER AND SET THE SALARY
SCHEDULE.

WHEREAS, the representatives of the City propose adopt the Resolution to reclassify the Job Classifications of Deputy City Manager to that of Assistant City Manager (Exhibit A), and Management Analyst/Human Resources to that of Human Resources Manager (Exhibit B), and set the salary schedule (Exhibit C).

NOW, THERFORE, THE CITY COUNCIL OF THE CITY OF GROVER BEACH, CALIFORNIA, DOES DELARE, DETERMINE, AND ORDER AS FOLLOWS:

That the City Council of the City of Grover Beach does hereby adopt this Resolution ratifying the above-referenced job classifications.

On motion by Council Member _____, seconded by Council Member ____, and on the following roll-call vote, to wit:

AYES: Council Members –
NOES: Council Members –
ABSENT: Council Members –
ABSTAIN: Council Members –
RECUSED: Council Members –
the foregoing Resolution was PASSED, APPROVED, and ADOPTED at a regular meeting of the City Council of the City of Grover Beach, California this 28th day of August, 2023.

KAREN BRIGHT, MAYOR
Attest:

WENDI B. SIMS, CITY CLERK
**DRAFT**
FLSA: EXEMPT

CITY OF GROVER BEACH

ASSISTANT CITY MANAGER
DEFINITION:

As a key member of the City Manager’s Office, the Assistant City Manager provides administrative and operational direction and leadership for all departmental/divisional functions and activities including budget, program, and project responsibilities in support of citywide and organizational objectives. Key objectives include managing the City’s economic development program and activities in partnership with the South County Chambers of Commerce and other business groups, coordinating the City’s efforts on high priority catalyst development opportunities, leading citywide communication and public engagement efforts with City departments and outside consultants, coordinating the City’s goalsetting and work program process, directing and managing special projects and initiatives, and providing other highly responsible and complex professional assistance to the City Manager and other officials. This position will be encouraged and expected to offer creative ideas and approaches in an organizational environment that values innovation and improvement.

DISTINGUISHING CHARACTERISTICS:

The Assistant City Manager coordinates key citywide and organizational activities; conducts studies and evaluations for assigned projects and programs and maintains administrative and fiscal records; serves as a member of the City's Executive Team and acts for and on behalf of the City Manager in his/her absence. directly manages and supervises the operations of the City Clerk, Human Resources Officer and the Community Services Program and other assigned personnel; acts as liaison for the city with a variety of private, public, and community organizations and regulatory agencies and performs increasingly difficult and complex duties and responsibilities with a high degree of confidentiality. The incumbent is required to be resourceful and work independently with minimal supervision and instruction. This position requires a project management capability, strong leadership and facilitation skills, analytical aptitude, excellent attention to detail, effective communication and presentation skills, and a commitment to public service. Interest in local government management as a career is desirable.

SUPERVISION RECEIVED/EXERCISED:

Receives direction from the City Manager; provides administrative direction to assigned professional and support staff.

ESSENTIAL FUNCTIONS: (include but are not limited to the following):
• Develop, implement, and monitor long-term plans, goals, and objectives focused on achieving the City's mission and City Council goals and priorities. Manage assigned services, programs, functions, and activities within the City Manager's Office and across operational lines. • Advise the City Manager and the City Council on a broad range of issues within areas of responsibility. Provide assistance and information to City Council. Work with the City Manager, Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a class. In addition, specifications are intended to outline the minimum qualifications necessary for entry into the class and do not necessarily convey the qualifications of incumbents within the position.

Exhibit A
City of Grover Beach
DEPUTY CITY MANAGER- CITY MANAGER’S OFFICE