CITY OF GROVER BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 14
Placement: Business
Meeting Date: 8/25/2025
TO: Honorable Mayor and City Council
FROM: Matthew Bronson, City Manager
PREPARED BY: Kristin Eriksson, Assistant City Manager
SUBJECT: FY 2024-25 Year-End Council Goals Implementation Report
RECOMMENDATION
Receive a report on the year-end implementation status of the Council Goals in FY 2024-25.
BACKGROUND
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 Midyear Council Goals Workshop on February 29, 2024. (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 on the progress over the past fiscal year 2024-25 in addressing community needs. There was substantial progress made in implementing Council Goals as shown in Attachment 2. Overall, approximately 95% of the tasks for last fiscal year for the Major City Goals were completed or are in progress as shown in the chart below:
Goal Completed In Progress Deferred* Total
Economic Development
and Community Promotion 5 8 1 14
Housing and
Homelessness 5 6 - 11
Public Safety 4 5 - 9
Street Maintenance and
Complete Streets 3 - 2 5
TOTAL 17 19 3 38
*Tasks shown as deferred will be implemented in the future.
The following includes highlights of this progress by each of the Major City Goals:
Economic Development and Community Promotion
• Continued to work with and present to regional partners including REACH, Visit SLO Cal and the Cal Poly Center for Innovation and Entrepreneurship Staff Report: FY 2024-25 Year End Council Goals Implementation Report Page 2 August 25, 2025
• Continued support of the South County Chambers of Commerce and partnering on business programs including the Buy Local, Business Bingo, Shop and Win and Business Grants programs along with business outreach meetings
• Applied for Community Development Block Grant funding for a microenterprise business assistance program
• Continued to coordinate with developers for multiple mixed-use developments and hotels • Implemented Enterprise Permitting and Licensing system, including a public portal on the City’s website for permit processing
• Continued to work with Verdin Marketing to promote the Visit Grover Beach tourism marketing platforms
Housing and Homelessness
• Developed a webpage to highlight current housing development projects • Participated in the regional Housing Action Team to discuss opportunities to further the predesigned Accessory Dwelling Unit (ADU) program • Adopted an ordinance to update ADU requirements in line with State law • Began work toward pursuing a pro-housing designation with the State given the City’s focus on increasing housing availability and meeting Regional Housing Needs Allocation goals from the State
• Submitted application for Community Development Block Grant funding on behalf of the 5Cities Homeless Coalition for temporary housing facility support • Continued camping ordinance enforcement and conducted periodic encampment cleanups and continued to see a significant decrease in individuals camping in public open space area compared with previous years
Public Safety
• Continued implementation of a Health and Wellness Program for Police Department employees
• Continued extensive community outreach by the Police Department including with drone pilot academy, movie night, Citizen’s Police Academy and National Night Out drone light show event
• Deployed six new police patrol vehicles with new branding design • Completed an agreement with the County of San Luis Obispo for the Five Cities Fire Authority (FCFA) to provide fire and emergency medical services for Oceano • Onboarded five new firefighters and promoted Captains and Engineers • Began Standards of Coverage assessment for fire services across the FCFA service area Street Improvements
• Completed the West Grand Avenue Streetscape Project from 4th to 8th Streets Staff Report: FY 2024-25 Year End Council Goals Implementation Report Page 3 August 25, 2025
• Completed Measure K-14 project on portions or Ramona Avenue, Front Street, Saratoga Avenue and North 2nd Street
• Complete design of next Measure K-14 project for light maintenance work on previously paved streets
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:
• Began construction of the Ramona Garden Park Rehabilitation project, Phases 1 and 2 • Hosted numerous community engagement events, including “Coffee with Council”, “Coffee Talk”, and “City Talk” programs, as well as targeted informational meetings regarding trash service fee increases and sewer rate increases
• Installed City information boards at all City parks
• Continued to plan for improvements to the City’s water and wastewater systems Continued efforts to identify sources and evaluate feasibility of supplemental water supply On behalf of the City team, we are proud of these accomplishments over the past year. Our team looks forward to continuing to meet opportunities and challenges over this next year in continuing to serve our community and enhance the lives of those who live, work and play in the City.
FISCAL IMPACT
There are no funding impacts to this staff report.
ALTERNATIVES
The Council has the following alternatives to consider:
1) Receive a report on the year-end implementation status of the Council Goals in FY 2024-25; 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 2024-25 Major City Goals Work Program Year-End Results
3. FY 2024-25 Other Important Goals Year-End Results
Multi-Year Goals
☒ Public Safety and Community Services ☒ Economic Development and Housing ☒ Community Infrastructure ☐ Financial and Organization Sustainability Council Priorities
☐ Water & Wastewater Infrastructure ☐ Community Engagement 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 by studying water resiliency alternatives 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 2024-25 YEAR-END IMPLEMENTATION REPORT
ECONOMIC DEVELOPMENT AND COMMUNITY PROMOTION
GOAL STATEMENT
Strengthen and maintain a business-friendly 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.
STAFF LEAD(S): Matthew Bronson, City Manager; Kristin Eriksson, Assistant City Manager; Megan Martin, Community Development Director
TASK DATE STATUS MID-YEAR-END COMMENTS
1. Continue to participate and collaborate with
regional partner agencies to identify economic
development strategies to support the local and
regional economy.
July 2024 Complete 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. This work helps staff understand the
drivers to entice and expand key industries that
have taken an interest in our region including,
space/aerospace, cleantech/energy, precision
manufacturing, technology, and building design
and construction. City staff also made
presentations at REACH and SLO and Santa
Maria Chamber events on the City’s approach to
economic development and housing needs.
2. Work with the Chamber to conduct outreach with
local businesses on key issues particularly along
West Grand Avenue.
July 2024 Complete The City continues to support the Chamber in its efforts to reach local businesses. Staff
coordinate closely with the Chamber on key
issues, particularly along West Grand Avenue
and partnered with the Chamber to implement
several programs to support these businesses
during the West Grand Avenue streetscape
project including Buy Local, Business Bingo,
Attachment 2
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
ECONOMIC DEVELOPMENT AND COMMUNITY PROMOTION
Shop and Win, and Business Grants. The
Chamber and City also partnered to resume
quarterly business outreach meetings beginning
in February.
3. Coordinate with regional partners and agencies,
as well as the Chamber, to attract target industries
and business sectors to the industrial area of the
city.
July 2025 Complete Staff coordinated with partners such as REACH and the Chamber to connect with
representatives of these different industries to
explore opportunities for business attraction,
workforce development within the City’s
industrial area.
4. Facilitate opportunities with property owners and
landlords to recruit and retain businesses.
July 2024 In Progress City staff submitted an application for the 2024 CDBG funding grant cycle to administer a
Microenterprise Business Assistance Program
that would offer low-interest loans for building
improvements to low to moderate income
businesses. The City is awaiting the State’s
determination on this application.
5. Review the City’s Development Code and
Economic Development Strategy for opportunities to
remove barriers to economic development
opportunities in Grover Beach.
July 2025 In Progress Community Development staff pursued an application for the upcoming 2024 CDBG
funding grant cycle to administer a
Microenterprise Business Assistance Program
that would offer low-interest loans for building
improvements to low to moderate income
businesses throughout the city. The City is
awaiting the State’s determination on this
application.
6. Continue oversight of construction for the mixeduse project at 402 West Grand Avenue and complete review for building permit issuance for mixed-use
June 2024 Complete 402 West Grand Avenue mixed-use housing project was completed and received occupancy
in June 2025. 401 West Grand Avenue mixeduse housing project is currently under MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
ECONOMIC DEVELOPMENT AND COMMUNITY PROMOTION
project at 401 West Grand Avenue along with
coordination of opportunities for retail tenants.
construction and anticipated to be complete
after the first of the year 2026. The developer for
both sites is actively working with their broker to
attract businesses to the commercial retail
tenant spaces.
7. Coordinate development review process for other
mixed-use projects along West Grand Avenue
corridor.
June 2024 In Progress The Planning Commission approved a mixeduse housing project at 197 West Grand Avenue.
Staff continues to work with applicants to
process active applications and identify options
for new development opportunities along West
Grand Avenue. Staff developed a page on the
City’s website to highlight current development
projects.
8. Complete transition to a new permitting software
system (Enterprise, Permitting, & Licensing),
enhancing efficiency in permit processing and
record-keeping practices.
December
2024
Complete The Community Development Department in
collaboration with the Administrative Services
Department successfully transitioned to the new
EPL software system in December 2024.
Information on the new system is available to
the public on the City’s website. Staff developed
helpful guides for the public to support
registration and use of the new system for
permit processing.
9. Work with outside communications firm to
coordinate Visit Grover Beach tourism marketing
communications.
June 2024 In Progress The City has continued to work with Verdin Marketing to bolster Visit Grover Beach’s
website and social media presence, resulting in
an almost 10,000% increase in followers on
VGB’s platforms.
10. Continue oversight of construction for hotel
project at 950 El Camino Real.
January
2025
In Progress Construction of the hotel has entered its final phases with City’s contracted Building Official
and Inspectors conducting weekly inspections to
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
ECONOMIC DEVELOPMENT AND COMMUNITY PROMOTION
ensure compliance with the approved plans and
standards. Hotel opening is estimated for
November 2025.
11. Process building permits for the 1598 El Camino
Real hotel project upon submittal by the developer.
August
2024
In Progress The building permits are out for corrections. The developer has completed preliminary grading
and tree removal at the site in preparation for
building permit issuance and construction of the
first hotel.
12. Continue to collaborate with State Parks to assist
the Grover Beach Lodge project toward building
permit issuance.
January
2025
In Progress The developer’s design team continue to work on plan revisions and responses to the
corrections letter issued by State Parks and the
State Parks-City Joint Powers Authority.
13. Develop updated Sign Ordinance for Council
consideration following public outreach process
businesses.
March
2025
Deferred Shifting Council priorities and workload issues postponed this work effort particularly given
workload demands with the Circulation Element
and Development Code Amendments. Staff
anticipates pursuing public outreach to
businesses and the general public as part of the
next amendment cycle in 2026.
14. Conduct outreach and regulatory oversight of the
commercial cannabis industry and process
development applications; including onsite
consumption areas upon submittal
January
2025
In Progress The Community Development, Police, and
Administrative Services departments continue to
support the City's commercial cannabis
businesses while maintaining effective
regulatory oversight. Staff actively collaborates
with the State Department of Cannabis Control
and other regulatory agencies to ensure local
regulations remain aligned with industry
standards and conducive to business success.
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
ECONOMIC DEVELOPMENT AND COMMUNITY PROMOTION
KEY POLICY/OPERATIONAL ISSUES
• Ensure alignment and coordination among various economic development policies, strategies, and initiatives at the local and regional level to maximize impact.
• Balance the need for regulations to protect public welfare with creating a business-friendly environment that encourages investment.
• Address gaps or deficiencies in infrastructure to support business growth in the community. • Leverage partnerships between the City, businesses, non-profit organizations, and community stakeholders to drive economic development initiatives, share resources, and achieve common goals. • Continued City’s involvement with regional economic development strategies to ensure community economic vitality in the future.
• Research and identify data-driven approaches to inform decision-making, identify trends, and evaluate effectiveness of economic development programs outlined in the Economic Development Strategy. • Continue focus on hotel development projects and the commercial cannabis industry give economic activity and development opportunities along with additional tax revenues.
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
HOUSING AND HOMELESSNESS
GOAL STATEMENT
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.
STAFF LEAD(S): Megan Martin, Community Development Director; Jim Munro, Police Chief
TASK DATE STATUS YEAR-END COMMENTS
1. Continue to process development applications for
West Grand Avenue housing and mixed-use projects
upon submittal by property owners.
July 2024 In Progress The Planning Commission approved a new mixed-use housing project at 197 West Grand
Avenue. Staff continues to work with applicants
to process active applications and identify
options for new development opportunities along
West Grand Avenue. Staff developed a page on
the City’s website to highlight current
development projects.
2. Establish a Community Development forum to
educate the public and developers on housing policy
(i.e. Density Bonus, affordable housing, fractional
density, State law) and development in the
community.
January
2025
In Progress Community Development has continued to
educate developers and the general public on
housing policy and State law associated with
Density Bonus, affordable housing, fractional
density, and State ADU law. Additional outreach
efforts will be undertaken in FY 2025-26.
3. Continue to publicize the City’s Pre-designed
Accessory Dwelling Unit (ADU) program and
coordinate with participating cities on related updates to the new building code cycle in July 2025.
December
2025
In Progress The City updated its website to further publicize the City’s Pre-designed ADU program and will
take steps to ensure the pre-designed ADU plans
are aligned with the new building code cycle
update. Staff participates in the regional Housing
Action Team meeting with representatives from
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
HOUSING AND HOMELESSNESS
all seven cities and SLO County to discuss
opportunities to further the program’s success.
4. Implement updates to the City’s Development
Code to improve the ADU program and regulations
consistent with State law.
July 2024 Complete The Community Development Department prepared amendments to the City’s adopted ADU
Ordinance and submitted to the State Housing
and Community Development Department for
comments. These changes will be provided to
the Coastal Commission for final approval and
the updated ordinance is anticipated to go into
effect in fall 2025.
5. Seek Pro-housing designation from the California
Department of Housing and Community
Development
December
2025
In Progress On September 23, 2024, the Council provided direction to staff to pursue the pro-housing
designation. Since that time, HCD has adopted
stricter standards for public outreach which
require staff to prepare a complete application,
conduct extensive public outreach, and present
to Council prior to submittal. Staff anticipates
presenting the application package to the Council
in December 2025.
6. Identify opportunities to update the City’s
Development Code to streamline the permitting
process and remove barriers to housing
development.
July 2024 Complete Council adopted updates to the Development Code on September 9, 2024. Staff submitted the
updated ADU Ordinance to HCD for their review
and comment. HCD provided a “flyover” and
general comments on the changes and met with
staff in January 2025. The Council is scheduled
to adopt the proposed changes on August 25,
2025, to acknowledge the changes and
recommendations made by HCD. Staff will then
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
HOUSING AND HOMELESSNESS
submit the code amendments to the Coastal
Commission for final review and approval. Staff
anticipates CCC approval by December 2025.
7. Finalize and adopt updated Development Impact
Fees and develop a policy for impact fee deferrals
for affordable housing units.
August
2024
Complete The Council adopted updated Development
Impact Fees along with a Deferral Program for
certain qualifying housing projects on August 26,
2024.
8. Continue to seek federal and state funds for loans
and grants to fund programs that provide supportive
services to low-income individuals (i.e., CDBG,
PLHA); and to fund infrastructure and assist with
construction of affordable residential projects.
July 2024 In Progress Community Development staff submitted applications for the 2024 CDBG NOFA. Staff
awaits results and award announcements from
the State.
9. Work with 5Cities Homeless Coalition, County of
San Luis Obispo, and other agencies on securing
funding for ongoing operations of temporary housing
facilities and other homeless facilities and services in Grover Beach.
July 2024 In Progress Community Development staff submitted an application on behalf of the 5Cities Homeless
Coalition (5CHC) as part of the 2024 CDBG
NOFA package. Staff continue to await results
and award announcements from the State.
10. Continue to provide enforcement for the camping
ordinance and present results to Council on an
annual basis.
July 2024 Complete Enforcement of the camping ordinance continues with a significant decrease in the number of
individuals camping on public open space within
the city. A summary of enforcement activities will
continue to be presented to the Council on at
least an annual basis.
11. Conduct cleanings and implement access
limitations related to homeless encampments on
public property.
July 2024 Complete Periodic encampment cleanings will continue to be conducted when needed and brought to the
City’s attention.
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
HOUSING AND HOMELESSNESS
KEY POLICY/OPERATIONAL ISSUES
• Completing improvements to West Grand Avenue to enable additional housing and mixed-use opportunities along the City’s main commercial corridor.
• Addressing regulatory barriers and navigating complex zoning, land use, and building or fire code regulations that may impede affordable housing development and the establishment of shelter facilities. • Ensuring adequate infrastructure, such as transportation, utilities, and other services, are available to support housing development.
• Promoting equity and inclusion in housing and homelessness initiatives to ensure all residents, including marginalized and vulnerable populations, have access to safe and affordable housing. • Continue to follow State and regional housing and homelessness related policies (including fair housing laws, antidiscrimination regulations, and constitutional protections) to ensure General Plan and Development Code supports development of affordable housing in the community.
• Strengthen relationships with developers, 5Cities Homeless Coalition, and other non-profits to address regional affordable housing and homelessness initiatives.
• Securing adequate resources to support on-going funding of housing and homelessness initiatives, including operation of the temporary shelter facilities at Cabins for Change and the Balay Ko on Barca facilities.
MAJOR CITY GOAL FY 2024-25 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(S): Jim Munro, Chief of Police; Scott Hallett, Five Cities Fire Chief
TASK DATE STATUS YEAR-END COMMENTS
1. Continue to work with the University of
California at San Diego (UCSD) and the
California Peace Officers Standards and
Training (POST) to develop and implement a
progressive Health and Wellness Program for
Police Department employees.
June 2024 Complete This work is ongoing and is expected to continue throughout the year. The department is actively
working with UCSD and POST in an effort to
focus on employee mental wellness.
2. Continue to engage the community and foster
positive relationships with local youth by hosting
and participating in at least 10 local events.
June 2024 In Progress This work is ongoing. The department secured a $50,000 grant from a community donor to help
fund youth events such as a movie night, drone
pilot academy, and a drone light show in July.
3. Host professional development and training
opportunities for Police Department employees
along with regional partners.
June 2024 In Progress The department has hosted several training courses at the Ramona Center this year and will
continue to book future classes that will be
available to department staff and California
agencies.
4. Host a new Citizen’s Police Academy for Grover
Beach residents.
April 2025 Complete The Citizen’s Police Academy was conducted in March and was an 8-week program with 15
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
PUBLIC SAFETY
participants. Participation was open to all
residents or persons who work in Grover Beach.
5. Complete the Police Department re-branding of
vehicles.
January
2025
Complete The department completed its re-branding effort as part of receiving and deploying six new black
and white Tahoe Police Patrol Vehicles with the
new design.
6. Implement multi-year agreement with County of
San Luis Obispo for providing fire and
emergency medical service to Oceano pending
action by Local Area Formation Commission
(LAFCO) and implement temporary service
agreement with Oceano Community Services
District prior to LAFCO action.
July 2024 Complete Agreement between the Five Cities Fire Authority (FCFA) and the County of San Luis Obispo for
Fire Protection and Emergency Medical Services
in Oceano was implemented in January 2025
following approval of agreement in June 2024
and recording of fire service divestiture by OCSD
on December 31, 2024. Temporary service
agreement between FCFA and OCSD between
July-December 2024 was implemented prior to
divestiture recording.
7. Conduct recruitment for new firefighter positions
and conduct promotional testing to fill current
vacancies pending agreement with County of
San Luis Obispo on Oceano service.
September
2024
Complete Five new firefighter recruits completed the recruit academy on January 30, 2025. The testing and
promotion of two new Captains and two Acting
Captains were completed in November 2024.
Recruitment of Engineers was completed in
February 2025.
8. Assess and evaluate Fire Prevention and Code
Enforcement services level options related to
Five Cities Fire Authority (FCFA) service area in
preparation for FY 2025-27 budget process.
April 2025 In Progress FCFA has identified the need for a Community Risk Reduction/Fire Prevention Officer to serve in
the FCFA jurisdictional area instead of the
contract fire prevention services provided by
each member agency. A budget request was
considered during the FY 2025-27 budget
process to add a position for this role but it was
not recommended by the member agencies at
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
PUBLIC SAFETY
this time. This request will be re-evaluated as
part of the FY 2025-26 mid-year budget review.
9. Complete Standards of Coverage assessment
of the FCFA response area in preparation for FY
2025-27 budget process.
April 2025 In Progress The Standards of Coverage assessment is under development and is currently 75% complete. The
assessment report is anticipated to be presented
to the FCFA Board at the October 2025 meeting.
KEY POLICY/OPERATIONAL ISSUES
• Focus on establishing and properly training the newly promoted leadership team within the Police Department. • Need for continued community engagement through the use of social media platforms, public outreach and transparency in the Police Department.
• Continued strong focus on recruitment and retention initiatives within the Police Department. • Importance of revising and updating FCFA job descriptions for each rank to reflect current professional certification tracks, support successional planning, and desired recruitment goals. • Revisions to FCFA deployment models needed based on response time criteria and hazard assessment within the community.
• Implementation of FCFA training plan to incorporate the Tractor Drawn Arial Ladder Truck deployment. • Ensuring that state mandated fire inspection requirements are carried out through use of contract building officials and FCFA personnel.
MAJOR CITY GOAL FY 2024-25 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
TASK DATE STATUS YEAR-END COMMENTS
1. Complete construction of annual street
maintenance project (CIP 2250-1)
June 2025 Deferred Annual project is now scheduled to begin in FY 2026-27 as part of the adopted CIP.
2. Complete construction of West Grand Avenue
Streetscape Project from 4th St. to 8th St. (CIP
2287)
January
2025
Complete Project was completed in May 2025.
3. Complete construction of Measure K-14 project
on portions of Ramona Avenue, Front Street,
Saratoga Avenue, and North 2nd Street (CIP
2295-16)
June 2024 Complete Project was completed in June 2024.
4. Complete design and begin construction of CIP
2295-18 to carry out maintenance work for
previously paved Measure K-14 streets with the
exact streets to be determined.
June 2025 Complete Design was completed and construction scheduled for July-August 2025.
5. Start construction of CIP 2295-17 after the
sewer upgrade project is complete
June 2025 Deferred Project was delayed due to delay in related sewer project due to reduction in sewer rates.
Council provided direction to start design of the
next planned Measure K-14 project while waiting
for potential increases in sewer rates that would
fund the related sewer project CIP 5002 which is
MAJOR CITY GOAL FY 2024-25 YEAR-END IMPLEMENTATION REPORT
STREET MAINTENANCE AND COMPLETE STREETS
anticipated to be completed in early-mid 2026.
Staff will seek further direction from Council to
continue with construction on CIP 2295-17 after
the sewer project is complete or proceed into
construction next with CIP 2295-19.
KEY POLICY/OPERATIONAL ISSUES
• Resuming the pace of Measure K-14 local street repair projects given the long delay in projects related to delay in related sewer projects from previous loss of sewer rate funding. • Incorporating sidewalk infill, traffic calming, and other safety enhancements desired with street improvement work. • Resolving issue of private streets in the city’s industrial area for long-term improvements to these streets. • Additional funding in future years needed to complete the Measure K-14 program and provide sufficient future maintenance of rehabilitated streets.
• Additional funding in future years needed for major street improvements on West Grand Avenue along with El Camino Real, South Oak Park Boulevard, The Pike, South 4th Street, and Farroll Road which are not funded at this time.
FY 2024-25 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:
• Finalized plans and started construction for Ramona Park improvements Phases 1 and 2 and received Community Development Block Grant to cover 90% of project funding and worked with the Grover Beach Community Foundation on a community donation program to cover the gap. • Initiated efforts to acquire additional property for expansion of the City Corporation Yard to allow for adequate storage parking and operational efficiency.
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:
• Hosted three Coffee Talk community engagement events in fall 2024 at various locations throughout the City.
• Assisted Waste Connections in hosting two information sessions in December 2024 and January 2025 about proposed rate increases for trash services
• Conducted a Community Priorities Survey and hosted a Community Priorities forum in January 2025 to allow for input into the Council’s Goal Setting process • Resumed “Coffee with Council” events beginning in February 2025. • Hosted two City Talk forums in spring 2025 to provide information and answer questions about City issues and services.
• Hosted two information sessions in May 2025 about proposed sewer rate increases • Conducted multiple community events to allow for public input on the City’s Circulation Element • Installed boards at City parks to distribute flyers about City events. • Continued periodic “Coffee with a Cop” community engagement events.
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:
• Continued to plan for improvements to the City’s water and wastewater systems for operations and maintenance needs along with capital infrastructure projects including sewer and water line upgrades, booster station improvements and water reservoir maintenance. • Continued participation in the Zone 3 Technical Advisory and the Northern Cities Management Area Technical Advisory Committee to effectively manage the City's surface and groundwater resources.
• Withdrew from the Central Coast Blue recycled water project due to the revised cost of the project • Continued efforts to identify sources of supplemental water supply and evaluate their feasibility.
Attachment 3