Agenda Item No. 6
CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: September 9, 2024 FROM: Matthew Bronson City Manager
PREPARED BY: Kristin Eriksson, Assistant City Manager
SUBJECT: FY 2023-24 Year-End Council Goals Implementation Report
RECOMMENDATION
Receive information on the year-end implementation status of the Council Goals in FY 2023-24.
BACKGROUND:
Implementation of Council Goals
On March 13, 2023 the Council adopted a set of Council Goals for FY 2023-25 following a goalsetting workshop conducted by the Council on March 6, 2023. Those goals were reaffirmed by the Council at a workshop on February 29, 2024 to review the progress of implementing the goals. (See Attachment 1 – FY 2023-25 Council Goals). The City implemented Council’s policy direction including Council Goals with the resources established in the two-year FY 2023-25 budget.
As we begin the new fiscal year, it is worthwhile to report the implementation and progress over the past FY 2023-24 in addressing community needs. There was substantial progress made in implementing Council Goals as shown in Attachment 2. Overall, approximately 97% of the 33 tasks for last fiscal year for the Major City Goals were completed or are currently in progress as shown in the chart below listed by each goal:
Goal Completed In Progress Deferred* Total
Economic Development &
Community Promotion 3 5 - 8
Housing & Homelessness 8 2 - 10
Public Safety 6 2 1 9
Street Maintenance &
Complete Streets 3 3 - 6
TOTAL 17 15 1 33
*Tasks shown as deferred will be implemented in the future.
Below are highlights of this progress categorized by each of the Major City Goals:
Economic Development and Community Promotion
• Contracted with Verdin Marketing to provide greater focus on tourism branding and marketing for the Visit Grover Beach platforms with a subsequent increase in the frequency of followers.
Staff Report: FY 2023-24 Council Goals Year-End Implementation Report Page 2 September 9, 2024
• Continued work with regional partners on regional economic development strategies. • Worked with the South County Chambers of Commerce on business outreach following the hiring of a new Chamber CEO including another round of the Buy Local program to s support West Grand Avenue businesses.
• Continued to work with developers on permits for hotels at 950 and 1598 El Camino Real, and on State Parks beachfront property (Grover Beach Lodge project) • Permitted two new cannabis retail businesses to replace retailers no longer in business and continue to work with retailers on opportunities for onsite consumption areas.
Housing and Homelessness
• Maintained and publicized a Pre-Designed Accessory Dwelling Unit (ADU) page on the City’s website to assist property owners seeking to add an ADU. • Pursued pro-housing designation to help secure additional funding for housing and infrastructure with application filing anticipated in fall 2024 pending Council approval. • Worked with the 5Cities Homeless Coalition on development of a 30-unit transitional housing facility with construction of the facility completed in March 2024. • Pursued grant funding for homeless facilities and services through a 2024 Community Development Block Grant application.
• Continued enforcement of the City’s camping ordinance with a significant decrease in the number of individuals camping on public open space and a decreased need for encampment cleanings.
Public Safety
• Implemented a Police Department wellness program for officer health and wellbeing with a fitness area and a wellness center.
• Created a regional Major Accident Investigation Team with the Police Departments in Arroyo Grande and Pismo Beach.
• Received a federal grant for over $500,000 to enhance Police Department technologies including patrol vehicle cameras, license plate readers, community cameras and radios. • Implemented a new governance structure for the Five Cities Fire Authority and negotiated a contract with the County of San Luis Obispo to fund fire and emergency medical service provided to Oceano.
• Began filling newly approved firefighter positions with the Five Cities Fire Authority and issued a Request for Proposals for a Community Risk Assessment, Standards of Coverage Assessment and Strategic Plan to provide future guidance for the agency.
Staff Report: FY 2023-24 Council Goals Year-End Implementation Report Page 3 September 9, 2024
Street Maintenance and Complete Streets
• Completed Measure K-14 Street Improvement projects on portions of Ramona Avenue, Front Street, Saratoga Avenue, Beckett Place and North 2nd Street. • Completed sidewalk infill associated with related streets for Measure K-14 projects. • Completed design for Measure K-14 projects on portions of North 9th Street, North 11th Street, North 12th Street, Brighton Avenue, Ramona Avenue, Alma Court and Moss Court.
Construction is pending the outcome of Measure G-24 which seeks to repeal rates necessary for sewer work related to these streetscape improvements. • Began construction for the West Grand Avenue Streetscape project between 4th and 8th streets with construction completion estimated by the end of 2024.
In addition to these results tied to Major City Goals, staff would highlight various other achievements over the past year shown in Attachment 3 including:
• Completed design and construction documents for Phases 1 (playground and restrooms) and 2 (bandstand and amphitheater) of the Ramona Park improvements which was subsequently funded with over $3 million in Community Development Block Grant funds. • Completed and presented Facility Condition Needs Assessment to the Council in fall 2023 and received direction on vision for future City facilities • Expanded community engagement efforts including continuing “Coffee with a Cop” events, conducting “City Talk” community forums, staffing City booth at summer concerts, and holding community forum on Development Code amendments. • Conducted rate study to identity needed water and sewer rates over the next five years to fund maintenance, operations, and capital projects along with ensuring necessary reserves.
New water and wastewater rate structure adopted in December 2023 though the Council subsequently reduced water rates to 2021 levels in May 2024 following withdrawal from the Central Coast Blue project.
FY 2023-24 Performance Measures
Beginning in FY 2022-23, the City began tracking performance measures to demonstrate progress made by departments toward Council and departmental goals. A summary of those measures as of fiscal year-end for FY 2023-24 is shown in Attachment 4.
On behalf of the City staff team, we are proud of these accomplishments over the past year. The investments made by the public over many years along with the Council’s leadership reflect this “can do” spirit of the community. Our team looks forward to continuing to meet the opportunities and challenges over this next year in continuing to serve our community and create an even better Grover Beach.
FISCAL IMPACT
There is no fiscal impact from this agenda item.
Staff Report: FY 2023-24 Council Goals Year-End Implementation Report Page 4 September 9, 2024
ALTERNATIVES
The Council has the following alternatives to consider:
1. Receive information on the year-end implementation status of the Council Goals in FY 2023-24; or
2. Provide alternative direction to staff.
PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.
Attachments
1. FY 2023-25 Council Goals
2. FY 2023-24 Major City Goals Work Program Year-End Results
3. FY 2023-24 Other Important Goals Year-End Results
4. FY 2023-24 Performance Measures
City of Grover Beach
FY 2023-25 City Council Goals
MAJOR CITY GOALS
ECONOMIC DEVELOPMENT AND COMMUNITY PROMOTION. Strengthen and maintain a businessfriendly environment, implement strategies that build upon existing efforts in business retention with a focus on vulnerable sectors and populations, pursue business attraction and commercial development especially on West Grand Avenue, expedite permit processing, and promote tourism and hotel development.
HOUSING AND HOMELESSNESS. Work with developers and non-profits in efforts to increase housing availability with a focus on affordable housing; continue partnerships with regional agencies and organizations to address homelessness and related sheltering issues in the city and region, including supporting completion and operation of temporary shelter facilities in the City.
PUBLIC SAFETY. Ensure quality police, fire and emergency medical services by providing proper support, including implementation of a new fire services structure and funding, training and leadership development resources to meet service demands and growing challenges in such areas as homelessness, behavioral health, and social justice; and continue to engage with regional agencies, local businesses and the community in these efforts.
STREET MAINTENANCE AND COMPLETE STREETS. Continue to complete Measure K-14 street improvements on arterials and local streets; create a maintenance plan and related funding for improved streets; pursue opportunities to design and build safer, more pedestrian and bicycle friendly “complete streets” by incorporating where feasible bicycle lanes, sidewalks, street lights, crosswalks, trees/landscaping and other traffic calming design strategies.
OTHER IMPORTANT GOALS
BUILDING AND FACILITY IMPROVEMENTS. Support city programs, operations and assets by ensuring that our public facilities, including parks and buildings, are maintained, improved and expanded to meet community needs into the future; strategically develop priorities and funding plans by evaluating deferred maintenance, safety, health, accessibility, energy, and long-term needs.
COMMUNITY ENGAGEMENT. Continue a strong commitment to transparency and public participation in our city government through existing and new programs, initiatives and events designed to encourage community members, including youth, engagement in key community decisions; formalize our practices by adopting and implementing a public participation plan and policies.
WATER SUPPLY AND RESILIENCY. Meet existing and long-term water needs through the Central Coast Blue recycled ground water project and other regional efforts and by continuing water conservation; identify other feasible strategies to ensure long-term water resiliency.
ADDRESS AS RESOURCES PERMIT
CITY AND SCHOOL PARTNERSHIP. Establish a framework for communication between city officials and local public TK-12 education partners' that operate within the city supporting a Community Schools model that provide benefits for our youth, families, and the community 24/7 through more intentional alignment. Maximize each jurisdiction’s existing facilities and programs in partnership that benefits all, and discuss potential parallel policy options for shared adoption.
CODE COMPLIANCE. Prioritize the City’s code compliance program to quickly and effectively enforce our existing ordinances, including tree related issues like maintenance and removal permits.
ENVIRONMENTAL SUSTAINABILITY. Pursue carbon neutral solutions to develop a greener Grover Beach through plans, policies and City operations.
Attachment 1
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
ECONOMIC DEVELOPMENT AND COMMUNITY PROMOTION
GOAL STATEMENT
Develop and implement economic development initiatives that include COVID-related economic recovery strategies, business retention and attraction, effective and timely permit processing, and tourism promotion including marketing, attracting hotels along Grand Avenue, and ensuring compatible beach uses.
STAFF LEAD: Matthew Bronson, City Manager; Kristin Eriksson, Assistant City Manager; Megan Martin, Community Development Director
TASK PLANNED STATUS YEAR-END COMMENTS
1. Continue to work to enhance the Visit Grover Beach
tourism brand, website and social media
July 2023 Completed The City previously worked with the Chamber promoting Grover Beach as a tourism destination and on website
updates to the Visit Grover Beach site. In the past year, the City entered into a contract with Verdin Marketing to
provide greater focus on tourism branding with a subsequent increase in the frequency of posts and number of total
followers. This contract is funded from the General Fund.
2. Continue to collaborate with regional partner agencies to identify economic development strategies to support the regional economy.
July 2023 Completed The City has continued to work and participate with REACH, Visit SLO Cal, the Cal Poly Center for Innovation and Entrepreneurship, and other groups on regional
economic development strategies.
3. Work with the Chamber to conduct outreach with local businesses on key issues particularly along the West
Grand Avenue corridor.
July 2023 In Progress Business attraction and outreach work was paused for much of the year given the hiring of a new Chamber CEO in
spring 2024. Outreach was subsequently continued
including the launch of another round of the Buy Local
program to support West Grand Avenue businesses affected by the street improvement project.
4. Facilitate development opportunities to help recruit and retain businesses
July 2023 In Progress Staff continues to work with developers on targeted development opportunities for residential, commercial, and industrial sites.
Attachment 2
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
ECONOMIC DEVELOPMENT AND COMMUNITY PROMOTION
TASK PLANNED STATUS YEAR-END COMMENTS
5. Begin oversight of construction for the hotel project at 950 El Camino Real upon initiation of construction
July 2023 Completed Project developer pulled building permits and began construction of the project. Installation of public
improvements expected to begin in fall 2024 with hotel
opening estimated in spring 2025.
6. Process building permits for 1598 El Camino Real hotel project upon submittal by developer
July 2024 In Progress Project developer submitted a building permit application in July 2024. Staff will work with the developer to review and issue the permit, as well as record the final map associated with the project. A request for a 3rd time extension for the entitlement was submitted and will be considered by the Planning Commission in September 2024.
7. Continue involvement in Grover Beach Lodge project,
supporting State Parks as lead permitting agency; process and issue City permits for initial offsite construction upon plan submittal and approval
July 2023 In Progress State Parks and JPA issued corrections letter in spring 2024 to project developer requesting revisions to parking lot design. Design team is currently working on plan revisions and responses. Developer’s team is completing documents for the Caltrans encroachment permit.
8. Continue to conduct outreach and regulatory oversight of the commercial cannabis industry and process
development applications including onsite consumption
areas upon submittal.
July 2023 In Progress Two new cannabis retail businesses, Catalyst and SLO Cal Roots, opened and replaced two retailers no longer in
business. Staff continues to conduct regulatory oversight and has reached out to cannabis retailers on opportunities for onsite consumption areas.
KEY POLICY/OPERATIONAL ISSUES
• Revising the economic development services contract with the South County Chambers for Commerce to focus on tourism marketing • Continued focus on hotel development projects and the commercial cannabis industry give economic activity and development opportunities along with additional tax revenues
• Continued City’s involvement with regional economic development strategies to ensure community economic vitality in the future • Improvements to the West Grand Avenue to revitalize and enhance the City’s main commercial corridor MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
HOUSING AND HOMELESSNESS
GOAL STATEMENT
Update City codes and standards to encourage housing construction to meet diverse needs; collaborate with developers and non-profits in efforts to increase overall housing stock with a priority on affordable housing availability; and partner with regional agencies and organizations to address homelessness and sheltering issues in the city and region.
STAFF LEAD: Megan Martin, Community Development Director; Matthew Bronson, City Manager
TASK PLANNED STATUS MIDYEAR COMMENTS
1. Process development applications for West Grand
Avenue housing and mixed-use projects upon submittal
by property owners.
Winter 2025 Completed Groundbreaking and construction of 402 West Grand Avenue four-story mixed-use development began in November 2023 with estimated completion in winter 2025 Groundbreaking and construction of 401 West Grand Avenue four-story mixed-use development began in July 2024 with estimated completion in summer 2025. A development application for 23-unit, fourstory mixed-use building at 197 West Grand Avenue will be considered by the Planning Commission in September 2024.
Staff is currently reviewing a development application for a 47- unit, four-story mixed-use building at 675 West Grand Avenue.
2. Coordinate with People’s Self-Help Housing and
Housing Authority of San Luis Obispo on permitting of
Cleaver & Clark Commons affordable housing project.
July 2023 Completed PSHH/HASLO completed the subordination agreements and grant requirements to procure financing. Staff issued a demolition permit and building permit. Construction of the 53- unit affordable housing project at 1206 West Grand Avenue began in January 2024.
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
HOUSING AND HOMELESSNESS
TASK PLANNED STATUS MIDYEAR COMMENTS
3. Educate developers on options for density bonuses to increase housing availability and provide for affordable housing.
July 2023 Completed Staff recommended development of pre-applications for new subdivisions and housing development to inform developers on options for state density bonus. Staff is in process of updating the Community Development Department website to include information related to these options.
4. Continue to publicize the City’s Pre-Designed Accessory Dwelling Unit (ADU) program using social media, local
newspapers, and community events.
July 2023 Completed Staff maintained and enhanced the Pre-Designed ADU page on the City’s website and coordinated with the City’s contracted marketing consultant to publicize the ADU program using social media.
5. Monitor and evaluate the effectiveness of the ADU
program and make adjustments as needed.
July 2023 Completed Staff collaborated with property owners, contractors, and the City’s contracted building consultant to seek feedback to identify areas for improvement with the pre-design ADU plans.
Staff will pursue amendments to the plans during the upcoming 2025 California Building Code Cycle to ensure compliance with state requirements.
However, despite these efforts there continues to be minimal interest in the pre-designed ADU program. Underlying factors contributing to the program’s lack of participation may include difficulty in procuring a design professional, desired model not meeting orientation of the lot, and that property owners would prefer to design their own ADU and architectural style. Staff will continue to monitor and evaluate the effectiveness of the ADU program including participation rates, feedback, financial incentive options or programs.
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
HOUSING AND HOMELESSNESS
TASK PLANNED STATUS MIDYEAR COMMENTS
6. Seek Pro-housing Designation from the California
Department of Housing and Community Development.
July 2023 In Progress Community Development has begun efforts to apply for a prohousing designation as part of the preparation of Development Code Amendments that streamline permit process for housing projects. Staff will coordinate with neighboring jurisdictions recently awarded with the designation to identify opportunities to qualify. Pending Council approval, staff anticipates applying to HCD in fall 2024 with an award by the end of year.
7. Work with 5Cities Homeless Coalition on development
and permitting of a new homeless housing facility on
Barca Street.
July 2023 Completed City worked with 5Cities Homeless Coalition, in collaboration with Dignity Moves, on development review related to
construction of a 30-unit transitional housing facility.
Construction was completed in March 2024 with 5CHC
continuing to locate tenants into the facility.
8. Work with 5Cities Homeless Coalition, County, and
other agencies on securing one-time and ongoing funding for homeless facilities and services.
July 2023 Completed The City, on behalf of the 5Cities Homeless Coalition, pursued additional grant funding opportunities for homeless facilities and services and is applying for $300,000 from the California Housing and Community Development Department as part of the 2024 Community Development Block Grant process. Staff continue to be a proactive partner in pursuing grant funding along with 5CHC to secure ongoing funding for homeless
facilities and services.
9. Provide enforcement for updated homeless camping
ordinance and present review of initial results to Council by late 2023.
July 2023 Completed Enforcement of camping ordinance continues with significant decrease in the number of individuals camping on public open space. Review of initial results and overall success of enforcement was presented to Council in spring 2024.
10. Conduct cleanings and implement access limitations
related to homeless encampments on public property.
July 2023 In Progress Need for encampment cleanings has decreased significantly with the implementation of the camping ordinance though periodic cleaning efforts are still needed.
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
HOUSING AND HOMELESSNESS
KEY POLICY/OPERATIONAL ISSUES
• Continue to follow State and regional housing and homelessness related policies to ensure General Plan and Development Code supports development of affordable housing in the community.
• Complete improvements to West Grand Avenue to enable additional housing and mixed-use opportunities along the City’s main commercial corridor. • Strengthen relationships with developers, 5Cities Homeless Coalition, and other non-profits to address regional affordable housing and homelessness initiatives.
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
PUBLIC SAFETY
GOAL STATEMENT
Ensure quality police, fire and emergency medical services by providing proper support, including implementation of a new fire services structure and funding, training and leadership development resources to meet service demands and growing challenges in such areas as homelessness, behavioral health, and social justice; and continue to engage with regional agencies, local businesses and the community in these efforts.
STAFF LEAD: Jim Munro, Chief of Police; Scott Hallett, Five Cities Fire Chief
TASK PLANNED STATUS MIDYEAR COMMENTS
1. Start a dynamic Health and Wellness Program for Police employees by developing a peer support team and
critical incident stress response model.
June 2025 Completed Police Department has implemented a wellness program by opening a relaxation room and small fitness room within the Police Station. Additionally, the department used State wellness grant funds to open an offsite wellness center with top-of-the-line equipment and recreational opportunities. The department continues to work with UCSD and California
POST on a grant to build out the wellness program focusing on mental wellness and peer support.
2. Create a regional Major Accident Investigation Team
(MAIT) with the Police Departments of Arroyo Grande
and Pismo Beach.
July 2023 Completed All three agencies have identified qualified staff to be on the team and are working together on training and have responded to incidents already.
3. Conduct recruitment of new Police Officers to fill
current vacancies
January 2025 In Progress The Police Department is currently testing for 2 vacant positions. One vacancy will be filled by an external candidate for Sergeant, and the other will be filled by a Police Trainee for the January 2025 academy.
4. Explore regional partnership opportunities to create a dedicated Mental Health profession position within the
South County
January 2024 Deferred Staff discussions with other agencies have determined this is not possible currently due to collective budgetary constraints with the involved agencies.
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
PUBLIC SAFETY
5. Add enhanced technologies (hardware and software) to improve patrol vehicle cameras, license plate readers,
community cameras and police radios
January 2025 In Progress The Police Department applied for a $543,000 federal grant that has been initially approved. Final approval from the federal government is needed followed by City Council
acceptance before this work can begin.
6. Implement new Five Cities Fire Authority (FCFA) Joint Powers Agreement including formation of new
governance and executive management structure along
with temporary service contract with Oceano
Community Services District
July 2023 Completed New governance and executive management structure in place along with temporary (one-year) service contract with the County to fund service to the Oceano service area.
7. Implement FCFA service level changes including
recruitment of new positions and contract fire prevention services by the Community Development Department
July 2023 Completed New Battalion Chief position filled and enhanced contract fire prevention services implemented. Firefighter recruitment expected to be completed in September 2024 with academy projected to begin in November and new firefighters on shift by year-end 2024. Community Risk Assessment, Standards of Coverage Assessment and Strategic Plan Request for
Proposals was submitted in July 2024 to provide future
guidance and vision for the FCFA.
8. Work with Arroyo Grande and County on Local Area
Formation Commission review of Oceano fire services
divestiture request and potential service impacts to
FCFA
July 2023 Completed LAFCO expected to finalize the divesture process in October 2024 following negotiation with the County of San Luis
Obispo on a contract to provide fire services in Oceano for three years with two one-year extension options.
9. Work with Arroyo Grande to update FCFA service level and budget for FY 2024-25 following completion of
LAFCO divestiture review process
January 2024 Completed FY 2024-25 budget approved by the FCFA Board reflecting budget projections developed in the Baker Tilly study in 2023.
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
PUBLIC SAFETY
KEY POLICY/OPERATIONAL ISSUES
• Continue to develop a comprehensive Health and Wellness program for Police Employees. • Work toward accomplishing FY 2023-24 metrics of Police Department Strategic Plan. • Complete tractor drawn aerial ladder truck driver/operator training to prepare for new ladder truck. • Meet compliance and reporting requirements for state mandated SB 1205 fire / life safety inspections and develop updated fire inspection approach for consideration for FY 2025-27 budget.
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
STREET MAINTENANCE AND COMPLETE STREETS
GOAL STATEMENT
Continue to complete Measure K-14 street improvements on arterials and local streets; create a maintenance plan and related funding for improved streets; pursue opportunities to design and build safer, more pedestrian and bicycle friendly “complete streets” by incorporating where feasible bicycle lanes, sidewalks, streetlights, crosswalks, trees/landscaping and other traffic calming design strategies.
STAFF LEAD(S): Greg Ray, Public Works Director; Erin Wiggin, Capital Projects Manager; Gabriel Munoz-Morris, Senior Engineer
TASK PLANNED STATUS MIDYEAR COMMENTS
1. Continue to work with PG&E to implement the Street
Lighting Project (CIP 2003). The first phase is for North Oak Park Boulevard.
November 2023 In Progress Project scope changed to focus initially on additional street lighting along West Grand Avenue in
coordination with West Grand Avenue Streetscape
Project. Design is complete and project construction of is underway.
2. Complete design and start construction of the sidewalk infill cost sharing program (CIP 2274) for two Measure K-14
projects (CIPs 2295-16 and 2295-17) listed below
February 2024 In Progress Construction of CIP 2274 in association with CIP 2295-16 is complete. Design of CIP 2274 in
association with CIP 2295-17 is complete but
construction delayed due to the need to upsize the
sewer main on North 9th Street prior to the construction of CIP 2295-17. Timing of sewer project affected by
Measure G-24 which would repeal the City’s water and
sewer rate structure. Currently, staff anticipates a delay of at least one year for CIP 2295-17.
3. Complete design and start construction of the West Grand Avenue Streetscape Project (CIP 2287)
April 2024 Complete Construction is underway and is expected to be complete in January 2025.
4. Start construction of N. 4th Street repair project (CIP 2285) July 2025 In Progress Project design phase near completion and staff anticipates construction start date of July 2025.
MAJOR CITY GOAL FY 2023-24 YEAR-END IMPLEMENTATION REPORT
STREET MAINTENANCE AND COMPLETE STREETS
5. Complete design and start construction of Measure K-14 project on portions of Ramona, Front, Saratoga, Beckett, and N. 2nd (2295-16)
October 2023 Complete Construction is complete.
6. Complete design of Measure K-14 project on portions of N. 9th, N. 11th, N. 12th, Brighton, Ramona, Alma Ct, Moss Ct (CIP 2296-17)
January 2024 Complete Design of CIP 2295-17 complete but construction will be delayed due to the need to upsize the sewer main on
North 9th Street prior to the construction of CIP 2295-
17. Timing of sewer project affected by Measure G-24
which would repeal the City’s water and sewer rate
structure. Currently, staff anticipates a delay of at least one year for CIP 2295-17.
KEY POLICY/OPERATIONAL ISSUES
• Continuing pace of street repair projects within the City’s relatively small footprint of approximately two square miles without significant inconvenience to residents and with limited field staff available to provide project utility support. • Need for continued planning for street maintenance work in future Capital Improvement Programs to maintain the City’s rehabilitated streets. • Incorporating sidewalk infill, traffic calming, and other safety enhancements desired with street improvement work. • Anticipated delay of Measure K-14 street repairs due to timing in completed necessary sewer improvements in advance given Measure G-24 which would repeal the City’s water and sewer rate structure.
FY 2023-24 OTHER IMPORTANT COUNCIL GOALS
YEAR-END IMPLEMENTATION REPORT
BUILDING AND FACILITY IMPROVEMENTS. Support city programs, operations and assets by ensuring that our public facilities, including parks and buildings, are maintained, improved and expanded to meet community needs into the future; strategically develop priorities and funding plans by evaluating deferred maintenance, safety, health, accessibility, energy, and long-term needs.
Key Actions:
• Completed design and construction documents for Phases 1 (playground and restrooms) and 2 (bandstand and amphitheater) of the Ramona Park improvements which was subsequently funded with Community Development Block Grant funds.
• Completed and presented Facility Condition Needs Assessment to the Council in fall 2023 and received direction on vision for future City facilities. • Completed repaving of the Public Works Corporation Yard as an initial phase of the Corporation Yard Improvements Project.
COMMUNITY ENGAGEMENT. Continue a strong commitment to transparency and public participation in our city government through existing and new programs, initiatives and events designed to encourage community members, including youth, engagement in key community decisions; formalize our practices by adopting and implementing a public participation plan and policies.
Key Actions:
• Continued robust public communication efforts through social media platforms, electronic monthly newsletter, quarterly mailing on parks and recreation activities, and other forums. • Continued “Coffee with a Cop” community engagement events. • Conducted a public information meeting in November 2023 to provide background information on the proposed water and sewer rate structure along with the Central Coast Blue project. • Contracted with Verdin Marketing to increase activity and branding for the Visit Grover Beach tourism marketing platforms, increasing followers by nearly 10,000%. • Conducted three “City Talk” public information meetings in April, May and June of 2024 • Hosted community forum on Development Code amendments. • Staffed City booth at summer concert series to share information and respond to questions and concerns.
WATER SUPPLY AND RESILIENCY. Meet existing and long-term water needs through the Central Coast Blue recycled ground water project and other regional efforts and by continuing water conservation; identify other feasible strategies to ensure long-term water resiliency.
Key Actions:
• Worked with Central Coast Blue partner agencies and project team on regional recycled water project including preparation of 90% design, review of plans for Advanced Water Treatment Plant and related infrastructure, and submission of Coastal Development Permit to Coastal Commission.
City subsequently withdrew from project in May 2024 along with Arroyo Grande given escalating project costs.
• Conducted rate study to identity needed water and sewer rates over the next five years to fund maintenance, operations, and capital projects including sewer and water line upgrades, booster station improvements, water reservoir maintenance and Central Coast Blue project along with ensuring necessary reserves. New water and wastewater rate structure adopted in December 2023 though the Council subsequently reduced water rates to 2021 levels in May 2024 following withdrawal from the Central Coast Blue project.
Attachment 3
FY 2022-23 FY 2023-24 FY 2024-25
Goal 170 170 170
Actual 169 170
FY 2022-23 FY 2023-24 FY 2023-24
Goal - 2.25 2.75
Actual 1.71 2.69
Performance Measure 2: City Cybersecurity Rating
Notes: The department began tracking this measure in FY 2022-23.
Nationial Cyber Security Review Score: Continiously increase the City's cybersecurity rating by following indistry standard standard scale of maturity between 1-7 with a recommended level of 5.
ADMINISTRATIVE SERVICES DEPARTMENT PERFORMANCE MEASURES The goal is to meet or exceed the Government Financial Officers Association (GFOA) recommended standard of submitting the ACFR by December 31, or 184 after the fiscal year end to enable and enhance transparency, accountability and integrity.
Notes: No additional notes.
Performance Measure 1: Number of calendar days following fiscal year-end until the Annual Comprehensive Financial Report (ACFR) is issued
Attachment 4
Performance Measure 1: Increase in followers to "Visit Grover Beach" social media platforms.
FY 2022-23 FY 2023-24 FY 2023-24
Goal - 50% 50%
Actual 161% 9987%
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 95% 90%
Actual 92% 80%
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 10% 10%
Actual 13% 23%
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 100% 100%
Actual 87% 100%
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 327 356
Actual 298 339
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 885 1290
Actual 843 1229
Increase in the total number of registrations for classes each calendar year.
Notes: Sizeable increase in number of participants noted over the past year.
Performance Measure 5: Percentage of increase of Parks & Facility rentals Increase in total facility rental agreements signed each calendar year.
Notes: Sizeable increase in facility rentals noted over the past year.
Performance Measure 6: Percentage of increase in the number of participants in Parks and Recreation classes
Notes: The department began tracking this measure in FY 2022-23. Goal adjusted in line with two years of employee survey data.
CITY MANAGER'S OFFICE PERFORMANCE MEASURES
The percentage of increase in followers on the "Visit Grover Beach" social media platforms over the prior calendar year.
Notes: The department began tracking this measure in FY 2022-23. Large growth percentage in FY 2023-24 due to increased efforts and hiring of marketing firm to manage platforms.
Performance Measure 2: Employees who feel they are able to raise issues with management.
Percentage of employees who respond in the annual employee survey that they agree or strongly agree that they are able to raise concerns about work-related issues without fear of retaliation Percentage of City Council Meeting Minutes prepared within 45 business days of the meeting in the prior calendar year.
Notes: The department began tracking this measure in FY 2022-23.
Performance Measure 3: Employee Turnover Rate
Notes: The department began tracking this measure in FY 2022-23. Higher than normal turnover is reported in FY 2023-24 in part due to a higher than normal number of retirements.
Percentage of employee turnover per fiscal year. Turnover includes retirements, however, seasonal and volunteer staff are excluded.
Performance Measure 4: Timely City Council Meeting Minutes FY 2022-23 FY 2023-24 FY 2024-25
Goal - 10 10
Actual 12 14
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 132 150
Actual 120 189
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 205 205
Actual 185 174
FY 2022-23 FY 2023-24 FY 2024-25
Goal 1,000 1,087 1,087
Actual 988 1,030
FY 2022-23 FY 2023-24 FY 2024-25
Goal 21 15 15
Actual 10 9
Average number of days for plan check review by Building, Planning, and Public Works Notes: Department began tracking this measure in FY 2022-23.
Performance Measure 5: Average length of plan review
Over the counter permits issued: demo interior walls, demo residential units, demo for unpermitted work, re-roof, electrical, mechanical, plumbing permits.
Notes:
Performance Measure 3: Number of Non-Over the Counter Permits Issued Non-OTC permits issued: electrical PV system or car chargers, fire alarm, suppression, grading/stockpile, residential addition, alteration, new SFR, new ADU, residential conversion to ADU, commercial conversion to residential, commercial addition, commercial tenant improvement, sign permits
Notes: Department began tracking this measure in FY 2022-23. Shortfall for FY 23-24 reflective of several factors impacting construction industry: cost of materials, availability of contractors, and overall economic conditions. Staff will continue to monitor these influences and identify any areas to adjust our permit processing to better meet this performance goal.
Performance Measure 4: Inspections Performed
Building Inspections related to structure's functionality, safety, and comliance with relevant regulations and standards
Notes: Department began tracking this measure in FY 2022-23.
Performance Measure 2: Number of Over the Counter Permits Issued
COMMUNITY DEVELOPMENT DEPARTMENT PERFORMANCE MEASURES
Performance Measure 1: Number of Entitlements Approved
Entitlements (discretionary projects) approved/issued.
Notes: Discretionary projects includes Use Permits, Development Permits, Administrative Coastal and Non-Coastal Development Permits, and Ordinance Amendments. Does not include time extensions, temporary use permits, or pre-applications.
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 175 300
Actual 200 343
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 210 250
Actual 200 351
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 90% 90%
Actual - 100%
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 75% N/A
Actual - N/A -
Notes: Staff does not have the ability to currently track this measure and will put this measure on hold pending future software to track this information.
Percent of inspection requests completed within 48 hours.
Notes: Department began tracking this measure in FY 2022-23. 100% of inspection requests are scheduled within 48 hours. May require scheduling to following week.
Performance Measure 9: Email and Telephone Response Time Percent of email and telephone calls returned within 24 hours.
Performance Measure 8: Inspection Request Turnaround Times Performance Measure 6: Number of Code Compliance Cases Opened Number of new cases.
Notes: Department began tracking this measure in FY 2022-23. Case details: Of the 343 cases opened, 66 remain active; 27 cases opened and 'no violation found'; total of 250 cases closed for infractions opened in FY 23-24.
Performance Measure 7: Number of Code Compliance Cases Closed Number of cases closed. Includes cases that may have been opened in previous FY.
Notes: Department began tracking this measure in FY 2022-23. There are 89 remaining active cases into FY24-25.
FY 2022-23 FY 2023-24 FY 2024-25
Goal 95% 95% 95%
Actual 90% 93%
FY 2022-23 FY 2023-24 FY 2024-25
Goal 100% 100% 100%
Actual 87% 91%
FY 2022-23 FY 2023-24 FY 2024-25
Goal 66% 90% 90%
Actual 75% 90%
Performance Measure 3: Percentage of officers who have received updated training in Crisis Intervention, De-escalation, Implicit Bias and Principled Policing Concepts Percentage of officers assigned to complete the training as department resources can provide.
Notes: N/A
Notes: N/A
Percentage of days of the year the department is able to recruit and retain 23 sworn staff members and who are available for service.
Performance Measure 1: Achieve a Police Department Customer Satisfaction rating of 95% or higher each year.
POLICE DEPARTMENT PERFORMANCE MEASURES
Customer satisfaction rating on responses to surveys conducted through SPIDRTech Software on response to calls for service.
Notes: N/A
Performance Measure 2:Maintain 23 Sworn Staff positions Filled and Deployed on Duty.
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 90% 90%
Actual - 95%
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 90% 90%
Actual - 95%
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 6.61 3.0
Actual 2.44 2.2
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 90% 90%
Actual - 90%
FY 2022-23 FY 2023-24 FY 2024-25
Goal - 83% 85%
Actual - 90%
Performance Measure 4: Percentage of Public Works service requests requests responded to within one week
Percentage of maintenance service requests that receive a response and the work order is processed within one week of receipt.
Notes: Department began tracking this measure in FY 2022-23.
Performance Measure 5: Percentage of monthly park and landscape surveys with an acceptable rating Percentage of monthly park and landscape surveys that are rated "good" or better based on the following scale: Poor (greater than 10 deficiencies: missing or dead landscape, visible weeds, damaged irrigation, damaged facilities); Fair (five to ten visible deficiencies) Good (less than 5 deficiencies).
Notes: Department began tracking this measure in FY 2023-2024.
PUBLIC WORKS PERFORMANCE MEASURES
Pecentage of development applications returned to the applicant within the City-identified 10-day review standard.
Notes: Department began tracking this measure in FY 2022-23.
Performance Measure 1: Percentage of Development Applications returned on schedule Notes: Department began tracking this measure in FY 2022-23.
Performance Measure 3: Lane miles of repaved or repaired streets Number of lane miles repaved or repairs with street repair projects Notes: Department originally programmed the North 4th Street Rehabilitation (CIP 2285), West Grand Avenue Streetscapes Project (CIP 2287), and two Measure K-14 projects (CIP 2295-16 and 2295-17) for FY23-24. CIP 2287 was delayed due to bidding conditions in summer 2023. CIP 2285 was delayed due to the delay to CIP 2287. CIP 2295-17 was delayed due to a delay to CIP 5002 (Sewer Upgrade Project) as a result of a wastewater rate structure challenge. CIP 2287 is now expected to be completed in FY24-25. CIP 2285 and 2295-17 are expected to be completed in FY25-26.
Performance Measure 2: Timely responses to inquiries
Percent of customer calls returned within one day.
FY 2022-23 FY 2023-24 FY 2024-25
Goal 0 <2 <5
Actual 1 8
FY 2022-23 FY 2023-24 FY 2024-25
Goal 0 0 0
Actual 0 0
Performance Measure 6: Number of unplanned water service interruptions Number of unplanned water service interruptions in the prior fiscal year.
Notes: Department goal has been increased for FY24-25 due to increased number of unplanned water service interruptions coupled with aging infrastructure and insufficient funding to program capital improvement projects for system maintenance and improvements over the next 5 to 8 year period.
Performance Measure 7: Number of sewer system failiures Number of sewer system backups resulting in overflows in the prior fiscal year Notes: N/A