San Luis Obispo City Council
June 7, 2022

Capital Improvement Projects
Capital Reserve Update
The City’s comprehensive Fund Balance and Reserve Policy was adopted in June 2021 and includes guidelines related to the Capital Projects Reserve Fund, as follows:

In the current year, the reserve has been used as intended to offset unanticipated cost increases and help advance unanticipated projects that were necessary for infrastructure maintenance and enhancement.

The use of the reserve to date in 2021-22 is as follows:

Table C20: FY 2021-22 Use of Capital Reserve
ID# 2021-22 Beginning Capital Reserve Fund Balance $3,426,208 1 Use of Funds
2 Fire Station #1 Roof Replacement $(200,000) Approved by Council on 7/6/21 to address unanticipated structural repair work associated with this project.
3 Parks and Recreation Office Interior $(150,000) Approved by Council on 12/7/21 to cover additional costs that came in over the engineer’s estimate due to the rise in construction labor and material costs.
4 Mid-Year Requests $(1,872,000) Approved by Council via adoption of the Mid-Year recommendations on 2/15/22 to augment various project
budgets, address emergent safety issues and fund increased fleet replacement costs. The single largest expense was $1M to fund the City’s responsibility for a project to improve Santa Rosa at Monterey intersection safety improvements.
5 Area 6 & 7 Curb Ramps $(1,000,000) Approved by Council on 2/15/22 to fund curb ramp construction work ahead of the Summer 2022 Slurry Seal
project to minimize construction delays and public impacts.

Capital Reserve funding was used to advance the project’s construction one fiscal year and will be returned to the Capital Reserve at the commencement of the 2022-23 fiscal year
when the project was originally funded.
6 Current Balance $204,208
The use of the reserve has resulted in a balance that is substantially under the 20% of budget policy requirement. However, these funds have been used strategically to advance projects to mitigate delays which often result in cost increases and prolonged impacts to the public. It is expected that the reserve will continue to be a useful tool as the City works to ‘right-size’ the CIP to meet the demand to deliver on a significant increase in capital projects by providing additional funding to keep projects moving forward.

In order to meet the policy-driven fund balance requirement for this reserve, staff recommends the following:

1. Allocation of the forecasted $907,000 in LRM fund balance at the end of FY 2021-22 due to revenues exceeding expenditures (the exact amount will not be known until FY 2021-22 is closed out) to the reserve; and
The City will maintain a committed reserve of 20% of capital improvement plan budget from the Local Revenue Measure for the purposes of offsetting unanticipated cost increases, unforeseen conditions, and urgent unanticipated projects to provide continued investment in infrastructure maintenance and enhancement. Use and allocations of funds from the Capital Projects Reserve Fund will be made to Capital Projects including Major Facility Replacement upon Council approval as necessary during any fiscal year.

Budget Document Pg. 102

Capital Improvement Projects

2. Allocation of $900,000 from the $4,266,258 initially planned for appropriation to Pavement Management within Street Reconstruction and Resurfacing (90346) to the reserve to partially ‘reimburse’ the $1M used in 2021-22 for Area 6 & 7 Curb Ramps.

3. Allocation of $1,797,500 from projects that were initially planned for FY 2022-23, but are now recommended to be deferred to the 2023-25 Financial Plan, due to the staffing constraints discussed above.

In addition, staff is currently working to identify an ongoing practice to assure that the reserve meets the 20% policy requirement year over year.

The following two tables provide detailed lists of Existing Projects and Remaining Balances (C21) and 2022-23 Recommended Project Budgets by Funding Source (C22).

Budget Document Pg. 103

Table C21: Projects and Remaining Balances
Project Current Budget Actual Available
1 1000015‐2018 Transportation Monitoring (91420) 70,878 $                     60,045 $                   10,833 $ 2 1000027‐Urban Forest ‐ Annual Asset Maintenance Account Cap‐X 96 $                   5,797 $                616,989 $             117,810 3 1000029‐Bridge Maintenance ‐ Annual Asset Maintenance Account 13 $                     ‐ ,432 $                          13,432 $ 4 1000030‐Laguna Lake Golf Course ‐ Annual Asset Maintenance Account $                    50,000 $                  30,000 $                15,926 5 1000031‐Parking Lot Maintenance ‐ Annual Asset Maintenance Account $                  312,621 $                113,031 $             180,579 6 1000032‐Pedestrian and Bicycle Pathway ‐ Annual Asset Maintenance Account $                    20,000 $                  14,225 $                  5,775 7 1000033‐Playground Equipment Replacement ‐ Annual Asset Maintenance Account 157,145 $                   ‐ $                          $             157,145 8 1000034‐Reservoir Maintenance 1,664,743 $                $                768,616 $             797,420 9 1000035‐Pismo/Johnson/SL Creek Bank Stabilization 277,272 $                   66,052 $                   42,023 $ 10 1000036‐Anholm Neighborhood Greenway Plan ‐ Phase 2 3,085,455 $                $                 2, 301,321 $           662,330 11 1000037‐South Street Median Landscaping 255,000 $                   15,904 $                   $             214,525 12 1000044‐Water TTHM Byproduct Reduction Project 3,142,174 $                2, $              821,448 $             251,455 13 1000046‐Silt Removal ‐ Annual Asset Maintenance Account ‐ Zone 9 355,774 $                   17,896 $                   $             310,532 14 1000047‐Fleet Replacements ‐ Annual Asset Maintenance 605,593 $                   $                127,358 $             139,101 15 1000049‐842 Palm Parking Structure 1,200,000 $                $                 1, 116,189 $           072,380 16 1000050‐871 Marsh Street Parking Structure Maintenance 1,125,906 $                $                 1, 104,042 $           011,865 17 1000051‐919 Palm Street Parking Structure Maintenance $                  300,000 $                  18,698 $             281,302 18 1000057‐Development Related Parks Improvements $               1,820,000 $                          1, ‐ $           820,000 19 1000058‐Bus Replacements $               2,192,771 $                         ‐ $             448,512 20 1000060‐Lighting Energy Efficiency Retrofits $                    15,000 $                         ‐ $                15,000 21 1000061‐LOVR Spur of the Bob Jones Bike Path $                  150,000 $                         ‐ $             150,000 22 1000062‐Water Distribution Meters and Boxes $                  741,384 $                620,787 $             110,489 23 1000063‐Water Distribution Fire Hydrants $                    62,276 $                  62,251 $                       24 24 1000065‐Water Distribution Point Repairs $               1,066,240 $                264,447 $             727,767 25 1000069‐Pedestrian Crossing Improvements $                  320,000 $                  41,501 $             256,202 26 1000073‐Transportation Safety and Operations $                  175,000 $                  29,459 $             139,719 27 1000074‐IT Replacements ‐ Annual Asset Maintenance Account 3,001 $                1, ,910 $              1, 479,040 $           283,356 28 1000075‐Major Facilities Maintenance ‐ Annual Asset Maintenance Account $               1,204,211 $                168,823 $             936,143 29 1000077‐WRRF Major Equipment Maintenance $                  840,000 $                  85,907 $             754,093 30 1000083‐Sewer Lift Station ‐ New Buckley Station $                  576,000 $                155,699 $             397,678 31 1000084‐Sewer Manhole Cover Adjustments $                       1,301 $                         ‐ $                  1,301 32 1000087‐Sewer Lift Station – Calle Joaquin $                  700,000 $                     8,794 $             691,206 33 1000091‐Verde, Luneta, Ramona Pipe Bursting $               1,392,000 $                  19,566 $          1,372,218 34 1000096‐Mission Plaza Enhancements $                    47,906 $                  46,057 $                  1,849 35 1000126‐PSPS Emergency Power $               4,224,960 $             1,104,081 $          2,919,524 36 1000130‐Police Patrol SUV ‐ 1511 $                    65,000 $                  20,567 $                44,433 37 1000131‐Police Patrol Replacement ‐ 1536 $                    75,000 $                  18,412 $                56,588 38 1000132‐Police Patrol SUV ‐ 1507 $                    65,000 $                  20,567 $                44,433 39 1000139‐City Facilities HVAC Replacements $                  151,588 $                150,690 $                     897 40 1000144‐Transit Yard Solar $                    74,467 $                  73,650 $                     817 41 1000150‐Groundwater Basin Management Revised $                  574,581 $                381,024 $             177,434 42 1000152‐City Security Project $                  380,000 $                  89,136 $             290,864 43 1000154‐Public Safety Equipment Replacement $               1,145,884 $                235,436 $             910,448 44 1000155‐Open SLO $               1,000,203 $                831,827 $             148,683 45 1000157‐Banner Arm ‐ Bench Rests ‐ Signs $                  196,000 $                  86,459 $                87,731 46 1000159‐City Hall Breaker Replacement $                    30,000 $                         ‐ $                30,000 47 1000160‐Pedestrian Safety Improvements on Monterey at Buena Vista 30,000 $                     10,766 $                   19,234 $ 48 1000161‐Pedestrian Crosswalk Beacon on Ramona 50,000 $                     ‐ $                          35,000 $ 49 1000163‐Multi‐space On‐Street Pay Stations 602,850 $                   $                 20,753 582,084 $ 50 1000164‐Orcutt/Tank Roundabout Construction 5,132,007 $                2, $              198,163 $             707,140 51 1000166‐Bullock Lane CMP Replacement 352,146 $                   $                 3,931 342,856 $ 52 1000167‐2021 Downtown Pavement Improvements Project 4,004,889 $                3, $              23,531 813,281 $ 53 1000170‐City Hall EV Charging Station 110,820 $                   81,883 $                   28,937 $ 54 1000171‐Higuera Street Paving 181,216 $                   $                 6,886 174,330 $ 55 1000174‐Higuera Parking Structure 151,828 $                   ‐ $                          $             151,828 56 1000176‐Whale Rock Intake Valve Replacement 200,000 $                   ‐ $                          $             200,000 57 1000181‐Fleet Services Vehicle Lift $                  100,000 $                  69,145 $                  9,283 58 1000186‐2020 Neighborhood Greenways Public Art $                    32,900 $                  13,369 $                19,531 59 1000188‐Mitchell Park Picketball Courts $                  210,000 $                     8,328 $             201,600 Budget Document Pg. 104

Table C21: Projects and Remaining Balances
Project Current Budget Actual Available
60 1000190‐Emerson Park Fitness Court 310,400 $ $ 300,548 $  7,862 61 1000501‐Bob Jones Trail and RRST Solar Lighting $ 100,000 $ ‐ $             100,000 62 1000502‐Active Transportation Plan Implementation $ 600,000 $ 50,520 $             316,632 63 1000503‐Annual Public Art Maintenance and Projects $ 142,500 $ 62,800 $                74,888 64 1000505‐Bus Replacements with EV $               1,854,000 $ ‐ $          1,854,000 65 1000507‐City Facility Energy Infrastructure Plan $ 100,000 $ ‐ $             100,000 66 1000510‐Downtown Public Art Installations $ 200,000 $ 139,948 $                60,052 67 1000511‐Downtown Safety Enhancements $ 775,000 $ 208,581 $             566,198 68 1000512‐Downtown Zig‐Zag Lighting $ 250,000 $ ‐ $             250,000 69 1000513‐Electric Vehicle Charging Station at Various Facilities $ 175,000 $ ‐ $             144,947 70 1000514‐Emerson Park Amenity Upgrades and Beautification $               2,810,000 $   2, ‐ $           810,000 71 1000516‐Fire Station 3&4 Remodel Space Study and Design $ 25,000 $ ‐ $                25,000 72 1000519‐Fleet Replacement: Parks and Recreation $ 139,000 $ ‐ $                73,189 73 1000520‐Fleet Replacement: Public Works $ 631,000 $  9,289 $             562,091 74 1000521‐Fleet Replacement: Utilities $ 705,000 $ ‐ $             602,121 75 1000522‐Major Facility Replacements $ 270,000 $ 12,278 $             196,448 76 1000525‐Parking Enforcement Equipment at Gate Entry $ 85,000 $ ‐ $                85,000 77 1000526‐Parks and Rec General Plan Implementation $ 200,000 $ ‐ $             200,000 78 1000527‐Wastewater Collections System ‐ Point Repairs $ 67,249 $ ‐ $                23,994 79 1000528‐Recycled Water Broad Street ‐ Tank Farm to Aerovista $ 45,000 $ ‐ $                45,000 80 1000530‐Recycled Water Tank $ 237,500 $ ‐ $             202,749 81 1000532‐Roundabout Public Art Installations $ 300,000 $ ‐ $             100,000 82 1000535‐Transit Facility EV Charging Infrastructure $ 715,000 $ 34,691 $             647,458 83 1000536‐Transit Supervisor ADA EV Van $ 70,000 $ ‐ $                70,000 84 1000539‐Islay, Henry, Sierra Way Wastewater Collections System Improvements $ 25,000 $ ‐ $                25,000 85 1000541‐Water Treatment Plant ‐ Power Storage Units Tesla Battery Grant $ 30,000 $  8,567 $                21,433 86 1000542‐Water Treatment Plant Major Facility Maintenance $ 275,000 $ 24,139 $             221,696 87 1000545‐Waterline Replacements : California Ave ‐ Stafford to Mill 140,000 $ $ ‐ $             140,000 88 1000550‐WRRF And Wastewater Collection Shop $ 150,000 $ ‐ $             150,000 89 1000553‐Fleet Replacement: Police $ 380,000 $ 103,069 $             127,742 90 1000554‐Fleet Replacement: Fire $ 295,000 $ 125,608 $             105,648 91 1000558‐Area 6 & 7 Curb Ramps $               1,000,000 $ ‐ $             183,010 92 1000561‐Morro, Mill, Santa Rosa Wastewater Collections Systems Improvements $ 135,000 $ ‐ $             135,000 93 1000562‐Mission Plaza Landscape and Lighting Improvements Construction $ 275,000 $ 35,170 $             229,605 94 1000563‐Additional WRRF Safety Perimeter Fencing $ 260,000 $ ‐ $             260,000 95 1000564‐Vehicles for New Maintenance Positions $ 210,000 $ ‐ $                12,349 96 1000566‐40 Prado Rd. Bus Shelter Relocation $ 35,000 $ ‐ $                35,000 97 1000568‐Golf Course Pro Shop Flood Damage Repairs $ 120,000 $ 23,823 $                93,177 98 90346‐Street Reconstruction and Resurfacing ‐ Annual Asset Maintenance Account $ 817,942 $ 616,074 $             200,483 99 90435‐Palm‐Nipomo Parking Structure $               2,808,989 $             1,478,924 $             833,113 100 90480‐Marsh at Santa Rosa Replacement 2016 (90480) $               6,669,047 $             5,664,947 $             980,248 101 90525‐Public Art Annual Asset Maintenance Account $ 75,142 $ 13,802 $                56,336 102 90572‐Bicycle Facility Improvements ‐ Annual Asset Maintenance Account $ 158,618 $ 51,570 $                86,185 103 90649‐Mid‐Higuera Bypass $ 722,301 $ 475,767 $                91,149 104 90741‐RRST Hwy 101 BR (90741) $ 13,429 $ ‐ $                13,429 105 90742‐Storm Drains Annual Asset Maintenance Account $               1,125,472 $ 262,678 $             300,225 106 90849‐Sidewalk Annual Asset Maintenance Account $ 841,342 $ 370,470 $             465,043 107 90884‐Traffic Ops Improvements (90884) $ 48,902 $ 47,809 $  1,093 108 90943‐Traffic Signs and Striping Maintenance $ 95,758 $ 43,372 $                38,326 109 90949‐Traffic Model Update (90949) $ 139,515 $ 78,894 $                53,451 110 91020‐Utility Box Beautify (91020) $ 25,926 $  7,745 $                18,181 111 91118‐Sewer Lift Station and Siphon Replacement ‐ Calle Joaquin (91118) $               8,534,359 $             1,079,267 $          1,998,207 112 91147‐Water Utility Trench Repair (91147) $ 746,984 $ 510,911 $             165,681 113 91152‐Edna Tank Maintenance (91152) $ 40,005 $ ‐ $                40,005 114 91156‐Broad and Leff Culvert Repair (91156) $ 10,000 $  9,921 $ 1 115 91219‐WRRF Facility Upgrade (91219) $           142,950,129 $           81,312,590 $        22,042,853 116 91224‐Foothill Sewer Lift Station $               2,498,476 $ 113,145 $          2,340,238 117 91250‐Facility Maintenace ‐ Annual Asset Maintenance Account $ 97,902 $ 80,422 $                17,480 118 91252‐Prado Road Bridge Widening $             11,849,343 $ 712,462 $          9,688,922 Budget Document Pg. 105

Table C21: Projects and Remaining Balances
Project Current Budget Actual Available
119 91293‐Railroad Crossing Upgrade ‐ California & Foothill (91293) $ 292,731 $  5,406 $             287,325 120 91294‐Higuera at 50 Higuera Widening (91294) $ 417,078 $ 58,096 $             341,673 121 91295‐Traffic Safety Implementation $ 164,467 $ 15,810 $             134,217 122 91320‐Downtown Renewal $ 361,096 $ 286,921 $                73,919 123 91335‐Whale Rock Major Maintenance (91335) $               1,396,716 $ 193,573 $          1,053,505 124 91365‐Police Station Replacement $ 190,685 $ 110,558 $  3,475 125 91368‐Reservoir No 2 Replacement $ 171,570 $ 59,578 $             111,991 126 91369‐Sewer Lift Station Replacement ‐ Airport $               2,170,000 $ 113,641 $          2,008,524 127 91375‐Railroad Safety Trail Taft to Pepper ‐ 2018 (91375) $               7,144,559 $             5,845,347 $             588,246 128 91376‐Safe Route to School (91376) $ 318,147 $ 316,258 $  1,889 129 91385‐Parks Major Maintenance ‐ Annual Asset Maintenance Account $               2,047,424 $ 970,961 $             780,289 130 91392‐Laguna Lake Dredging and Sediment Management Project Implementation $ 44,204 $ 41,106 $  3,097 131 91397‐Open Space ‐ Annual Asset Maintenance Account $ 273,254 $ 168,695 $                91,593 132 91435‐LOVR Interchange Landscape (91435) $ 454,970 $ 357,795 $                97,176 133 91439‐Mission Plaza Restroom Replacements and Enhancements $ 449,825 $ 132,601 $                92,099 134 91503‐California Taft Roundabout $               1,412,538 $ 121,642 $          1,203,517 135 91506‐Groundwater Well Development Program (91506) $               4,641,041 $             1,499,340 $          2,543,647 136 91532‐City Hall Landing Repair (91532) $ 21,580 $ ‐ $                21,580 137 91534‐ERP Acquisition (91534) $               2,335,264 $             2,107,633 $                30,511 138 91560‐Annual Public Art Funding (91560) $ 36,467 $ 31,266 $  4,807 139 91561‐Public Art Master Plan  (91561) $ 40,000 $ 37,103 $  2,798 140 91562‐Parks and Recreation Interior Office Rehabilitation $ 605,000 $ 410,923 $                14,471 141 91566‐Water Treatment Plant Energy Efficiency $             15,211,994 $           14,255,289 $  525 142 91572‐Parks & Recreation HVAC 2017 (91572) $ 17,806 $ 15,278 $  2,529 143 91574‐Multisite Energy Management (91574) $ 232,600 $ 150,940 $                71,870 144 91578‐Pest Control (91578) $ 17,500 $  7,120 $                10,380 145 91581‐Fire Station Rollup Door (91581) $ 14,790 $  3,610 $                11,180 146 91583‐Radio Handhelds (91583) $ 102,291 $ ‐ $             102,291 147 91584‐Community Safety Emergency Response Communication Equipment 1,336,682 $                $ 901,270 $             411,540 148 91590‐Police Interceptor SUV (91590) $ 57,300 $ 57,010 $  (106) 149 91607‐2015 Traffic Safety Report Improvements (91607) $ 205,000 $ 22,487 $             157,783 150 91608‐Active Transportation Plan $ 140,000 $ 139,893 $  107 151 91609‐Broad Street Corridor Access Improvements $ 452,778 $ 451,850 $  893 152 91610‐Higuera Street Widening Bridge to Elks (91610) $ 365,500 $ 39,235 $             322,953 153 91611‐Orcutt Tank Farm Roundabout Design (91611) $ 280,479 $ 276,883 $  3,596 154 91612‐Neighborhood Traffic Improvements $ 293,702 $ 85,205 $             193,535 155 91613‐Prado Road Interchange $               1,656,120 $ 976,886 $             517,353 156 91615‐Railroad District Boardwalk Replacement $ 300,976 $ 295,155 $  5,820 157 91616‐Street Lights ‐ Annual Asset Maintenance Account $ 217,500 $ 84,836 $             115,176 158 91617‐Whale Rock Pipe Assessment (91617) $ 586,638 $ 479,441 $                20,750 159 91619‐Anholm Neighborhood Greenway Plan ‐ Phase 1 $ 780,559 $ 425,504 $             354,956 160 91628‐Sewer Lift Station Repairs (91628) $ 245,608 $ 103,062 $             137,049 161 91632‐Corp Yard Fuel Island Siding (91632) $ 14,750 $ 14,549 $  201 162 91639‐Chorro/Murray Sewer Replacement (91639) $ 444,000 $ 90,561 $             352,970 163 91643‐Corporation Yard Tenant Improvement (91643) $ 31,797 $ 23,022 $  8,775 164 91647‐Fire Station 1 HVAC (91647) $ 196,300 $ 168,070 $                28,230 165 91653‐Swim Center Co‐generation Plant (91653) $ 85,000 $  1,501 $                83,500 166 91681‐Parks Hydrate Station  (91681) $ 15,000 $ ‐ $                15,000 167 91682‐Electric Plan Submittal (91682) $ 59,477 $ 46,977 $  3,488 168 91683‐North Broad Street Neighborhood Park $ 958,000 $ 99,198 $             817,095 169 91687‐Fire Station 3 Sewer Lateral Replacement (91687) $ 18,000 $ ‐ $                18,000 170 91717‐LAN Tablet System  (91717) $ 34,100 $ 25,230 $  8,870 171 91718‐Whale Rock Auto Control Valves (91718) $ 76,000 $ 49,232 $                26,768 172 91726‐WRRF Telemetry and Server Upgrade (91726) $ 108,000 $ 18,799 $                89,201 173 91731‐WTP Chemical System Maintenance (91731) $ 29,000 $ 19,448 $  9,552 174 91735‐Meinecke Murray Easement (91735) $ 17,860 $ ‐ $                17,860 175 91739‐Sewer Inflow and Infiltration Reduction $               1,026,866 $ 516,530 $             510,335 176 91740‐Sewer Utility Trench Repair (91740) $ 98,982 $ 69,274 $                23,544 177 91742‐Hydraulic Model Update (91742) $ 20,000 $  8,123 $                11,878 Budget Document Pg. 106

Table C21: Projects and Remaining Balances
Project Current Budget Actual Available
178 99110‐Laguna Lake Dredging (99110) 703,721 $ $ 622,408 $                59,577 179 99653‐WTP Major Equipment Maintenance $ 840,872 $ 428,106 $             229,452 180 99821‐LOVR at 101 and SLO Crk Bridge Widening 2016 (99821) $ 934,753 $  8,895 $             925,858 181 99837‐Open Space Acquisition $               4,187,845 $             1,422,980 $          2,734,319 182 $          298,860,119 $        147,838,109 $        90,722,434 Budget Document Pg. 107

Funding Source/Project 2022‐23 Budget
Amount
2022‐23 Revised
Amount Change
1 AASP Impact Fee Fund $130,000.00  $130,000.00  $0.00
2 91613 Prado Road Interchange $130,000.00  $130,000.00  $0.00 3 Developer Contribution $78,000.00  $78,000.00  $0.00
4 91503 California & Taft Roundabout $78,000.00  $78,000.00  $0.00 5 Federal HBP Grant $6,000,000.00  $6,000,000.00  $0.00 6 91252 Prado Road Bridge & Road Widening $6,000,000.00  $6,000,000.00  $0.00 7 General Capital Outlay $1,564,647.00  $1,564,647.00  $0.00 8 1000055 City Hall Meeting Room TI $0.00  $15,000.00  $15,000.00 9 1000056 Development Agreement ‐ City Share ‐ $715,000.00  $715,000.00  $0.00 10 1000075 Major Facility Maintenance $300,000.00  $300,000.00  $0.00 11 1000503 Annual Public Art Maintenance and Projects $50,000.00  $50,000.00  $0.00 12 1000508 City Hall Lighting $15,000.00  $0.00  ($15,000.00) 13 1000518 Fleet Replacement: CDD $74,000.00  $74,000.00  $0.00 14 91252 Prado Road Bridge & Road Widening $410,647.00  $410,647.00  $0.00 15 Public Safety Equipment Fund $0.00  $135,000.00  $135,000.00 16 NEW Fire Department Extractors $0.00  $135,000.00  $135,000.00 17 Local Revenue Measure $18,763,050.00  $15,282,090.00  ($3,480,960.00) 18 1000027 Urban Forest Maintenance $175,000.00  $375,000.00  $200,000.00 19 1000029 Bridge Maintenance $100,000.00  $0.00  ($100,000.00) 20 1000030 Laguna Lake Golf Course Maintenance $20,000.00  $20,000.00  $0.00 21 1000031 Parking Lot Maintenance $255,000.00  $100,000.00  ($155,000.00) 22 1000032 Pedestrian and Bicycle Pathway Maintenance $200,000.00  $150,000.00  ($50,000.00) 23 1000033 Playground Equipment Replacement $100,000.00  $100,000.00 $0.00 24 1000052 Buchon‐Santa Rosa Intersection Improvements $250,000.00  $0.00  ($250,000.00) 25 1000055 City Hall Meeting Room TI $130,000.00  $245,000.00  $115,000.00 26 1000057 Development Related Park Improvements $815,000.00  $815,000.00  $0.00 27 1000063 Fire Hydrants $40,000.00  $40,000.00  $0.00
28 1000073 Transportation Safety & Operations $30,000.00  $30,000.00 $0.00 29 1000074 IT Replacement $564,777.00  $564,777.00  $0.00 30 1000075 Major Facility Maintenance $293,200.00  $253,200.00  ($40,000.00) 31 1000157 Banner Arms, Bench Arm Rests, Signs $25,000.00  $25,000.00  $0.00 32 1000500 CIP Project Delivery Augmentation $1,000,000.00  $116,540.00  ($883,460.00) 33 1000501 Bob Jones Trail and RRST Solar Lighting $1,350,000.00  $1,350,000.00  $0.00 34 1000502 Active Transportation Plan Implementation $505,000.00  $505,000.00  $0.00 35 1000503 Annual Public Art Maintenance and Projects $92,500.00  $92,500.00  $0.00 36 1000513 Electric Vehicle Charging Station at Various Facilities $100,000.00  $100,000.00  $0.00 37 1000516 Fire Station 3&4 Remodel Space Study and Design $75,000.00  $75,000.00  $0.00 38 1000519 Fleet Replacement: Parks and Recreation $103,000.00  $103,000.00  $0.00 39 1000520 Fleet Replacement: Public Works $168,000.00  $168,000.00  $0.00 40 1000522 Major Facility Replacements $300,000.00  $300,000.00  $0.00 41 1000526 Parks and Rec General Plan Implementation $200,000.00  $200,000.00  $0.00 42 1000532 Roundabout Public Art Installations $300,000.00  $300,000.00  $0.00 43 1000537 Transportation Monitoring & Modeling Update $70,000.00  $70,000.00  $0.00 44 1000553 Fleet Replacement: Police $235,000.00  $235,000.00  $0.00 45 1000554 Fleet Replacement: Fire $465,000.00  $465,000.00  $0.00 46 90346 Street Reconstruction & Resurfacing $3,325,000.00  $3,910,000.00  $585,000.00 47 90742 Storm Drain System Replacement $725,000.00  $550,000.00  ($175,000.00) 48 90849 Sidewalk Replacement and Installation $250,000.00  $250,000.00  $0.00 49 90943 Traffic Signs & Striping Maintenance $25,000.00  $25,000.00 $0.00 50 91252 Prado Road Bridge & Road Widening $146,573.00  $146,573.00  $0.00 51 91385 Park Major Maintenance & Repairs $160,000.00  $152,500.00  ($7,500.00) 52 91397 Open Space Maintenance $105,000.00  $105,000.00  $0.00 53 91439 Mission Plaza Concept Plan Implementation $1,035,000.00  $1,035,000.00  $0.00 Table C22: Projects by Funding Source
Budget Document Pg. 108

Funding Source/Project 2022‐23 Budget
Amount
2022‐23 Revised
Amount Change
Table C22: Projects by Funding Source
54 91503 California & Taft Roundabout $2,720,000.00  $0.00  ($2,720,000.00) 55 91612 Neighborhood Traffic Improvements $75,000.00  $75,000.00  $0.00 56 91613 Prado Road Interchange $1,910,000.00  $1,910,000.00  $0.00 57 91616 Street Lights ‐ Annual Asset Maintenance $75,000.00  $75,000.00  $0.00 58 99837 Open Space Acquisition $250,000.00  $250,000.00  $0.00 59 MASP Transportation Impact Fee Fund $529,400.00  $529,400.00  $0.00 60 91613 Prado Road Interchange $529,400.00  $529,400.00  $0.00 61 Parking Fund $6,731,279.00  $7,719,479.00  $988,200.00 62 1000049 842 Palm Parking Structure Maintenance $400,000.00  $400,000.00  $0.00 63 1000050 871 Marsh Street Structure Maintenance $400,000.00  $400,000.00  $0.00 64 1000051 919 Palm Street Structure Maintenance $100,000.00  $100,000.00  $0.00 65 1000074 IT Replacement $4,279.00  $4,279.00  $0.00
66 1000075 Major Facility Maintenance $25,000.00  $25,000.00  $0.00 67 1000520 Fleet Replacement: Public Works $130,000.00  $130,000.00  $0.00 68 1000525 Parking Enforcement Equipment at Gate Entry $90,000.00  $90,000.00  $0.00 69 90435 Palm ‐ Nipomo Parking Structure $5,582,000.00  $5,582,000.00  $0.00 70 1000163 Parking Pay Station Installation $0.00  $988,200.00  $988,200.00 71 Parkland Development Impact Fees $3,395,026.40  $3,395,026.40  $0.00 72 1000057 Development Related Park Improvements $3,395,026.40  $3,395,026.40  $0.00 73 San Luis Obispo County $1,435,260.00  $1,435,260.00  $0.00 74 91613 Prado Road Interchange $1,435,260.00  $1,435,260.00  $0.00 75 SB1 $941,258.00  $941,258.00  $0.00
76 90346 Street Reconstruction & Resurfacing $941,258.00  $941,258.00  $0.00 77 Sewer Fund $6,623,483.00  $5,738,483.00  ($885,000.00) 78 1000062 Water Meters and Boxes $165,000.00  $165,000.00  $0.00 79 1000074 IT Replacement $19,358.00  $19,358.00  $0.00 80 1000075 Major Facility Maintenance $7,500.00  $7,500.00  $0.00 81 1000077 WRRF Major Maintenance $520,000.00  $370,000.00  ($150,000.00) 82 1000082 Wastewater Lift Station Rehabilitation: Silver City Lift Station $70,000.00  $0.00  ($70,000.00) 83 1000084 Sewer Maintenance Hole Cover Adjustments $25,000.00  $25,000.00  $0.00 84 1000521 Fleet Replacement: Utilities $505,000.00  $30,000.00  ($475,000.00) 85 1000527 Wastewater Collections System ‐ Point Repairs $50,000.00  $50,000.00  $0.00 86 1000539 Wastewater Collections System Improvements $3,860,000.00  $3,860,000.00  $0.00 87 1000550 WRRF And Wastewater Collection Shop $350,000.00  $350,000.00  $0.00 88 1000551 WRRF ‐ Digester Flare Upgrade $100,000.00  $100,000.00  $0.00 89 91219 WRRF Upgrade $426,625.00  $426,625.00  $0.00
90 91736 Infrastructure Renewal Strategy Report Update $250,000.00  $250,000.00  $0.00 91 91739 Inflow/Infiltration Reduction $250,000.00  $0.00  ($250,000.00) 92 91740 Trench Repairs‐ Sewer $25,000.00  $25,000.00  $0.00 93 NEW Chorro ‐Palm to Monterey Pipeline Replacement $0.00  $60,000.00  $60,000.00 94 State or Federal Grant $2,875,000.00  $2,875,000.00  $0.00 95 1000053 Bus Wash Replacement $450,000.00  $450,000.00  $0.00 96 1000102 Parking Lot Maintenance ‐ Bus Yard $500,000.00  $500,000.00  $0.00 97 1000505 Bus Replacements with EV $1,910,000.00  $1,910,000.00  $0.00 98 1000538 Vault Room Addition Design Study $15,000.00  $15,000.00  $0.00 99 Transit Fund $3,157.00  $253,157.00  $250,000.00
100 1000074 IT Replacement $3,157.00  $3,157.00  $0.00
101 NEW Tenant Improvements ‐1260 Chorro $0.00  $250,000.00  $250,000.00 102 Transportation Development Act TDA $45,000.00  $45,000.00  $0.00 103 1000502 Active Transportation Plan Implementation $45,000.00  $45,000.00  $0.00 104 Transportation Development Impact Fee $3,940,000.00  $3,940,000.00  $0.00 105 1000073 Transportation Safety & Operations $20,000.00  $20,000.00 $0.00 106 1000537 Transportation Monitoring & Modeling Update $45,000.00  $45,000.00  $0.00 Budget Document Pg. 109

Funding Source/Project 2022‐23 Budget
Amount
2022‐23 Revised
Amount Change
Table C22: Projects by Funding Source
107 91252 Prado Road Bridge & Road Widening $3,875,000.00  $3,875,000.00  $0.00 108 Water Fund $5,215,253.00  $5,085,253.00  ($130,000.00) 109 1000034 Water Storage Tank Maintenance $1,355,000.00  $950,000.00  ($405,000.00) 110 1000052 Buchon‐Santa Rosa Intersection Improvements $150,000.00  $150,000.00  $0.00 111 1000062 Water Meters and Boxes $165,000.00  $165,000.00  $0.00 112 1000074 IT Replacement $13,753.00  $13,753.00  $0.00 113 1000075 Major Facility Maintenance $7,500.00  $7,500.00  $0.00 114 1000150 Sustainable Groundwater Management Act GSP $150,000.00  $150,000.00  $0.00 115 1000521 Fleet Replacement: Utilities $15,000.00  $15,000.00  $0.00 116 1000528 Recycled Water Broad Street ‐ Tank Farm to Aerovista $1,040,000.00  $1,040,000.00  $0.00 117 1000530 Recycled Water Tank $50,000.00  $50,000.00  $0.00 118 1000542 Water Treatment Plant Major Facility Maintenance $180,000.00  $275,000.00  $95,000.00 119 1000545 Waterline Replacements: California Ave ‐ Stafford to Mill $1,650,000.00  $1,650,000.00  $0.00 120 90649 Mid‐Higuera Bypass $100,000.00  $100,000.00  $0.00 121 91147 Trench Repairs‐ Water $200,000.00  $0.00  ($200,000.00) 122 91149 Water Valve Cover Adjustments $30,000.00  $30,000.00  $0.00 123 99653 Treatment Major Facilities Maintenance $109,000.00  $109,000.00  $0.00 124 NEW Johnson ‐Iris to Bishop Pipeline Replacement $0.00  $180,000.00  $180,000.00 125 NEW Recycled Water System Retrofits $0.00  $200,000.00  $200,000.00 126 Whale Rock Fund $671,121.00  $671,121.00  $0.00
127 1000074 IT Replacement $1,121.00  $1,121.00  $0.00
128 1000521 Fleet Replacement: Utilities $15,000.00  $15,000.00  $0.00 129 91335 Whale Rock Reservoir ‐ Major Facility Maintenance $145,000.00  $145,000.00  $0.00 130 91617 Whale Rock Transmission Pipeline $510,000.00  $510,000.00  $0.00 131 Zone 9 $100,000.00  $180,000.00  $80,000.00
132 1000046 Silt Removal $100,000.00  $130,000.00  $30,000.00 133 90649 Mid‐Higuera Bypass $0.00  $50,000.00  $50,000.00 134 Grand Total $59,040,934.40  $55,998,174.40  ($3,042,760.00) Budget Document Pg. 110

Major City Goals – Economic Recovery
Section 8: Economic Recovery, Resiliency & Fiscal
Sustainability
In collaboration with local partners, continue to support economic recovery for all from the COVID pandemic and support a thriving local economy by supporting local businesses, arts and culture, downtown vitality, practicing fiscal responsibility, paying down unfunded pension liabilities, and investing in critical infrastructure.

Strategy Updates:

Strategy 1.1: For all members of the Community
The groundwork for the majority of the actions in support of the DEI Major City Goal has been completed.

The Economic Development team is working closely with the DEI manager to establish next steps and priorities. The completion date of the tasks has been pushed back and will continue to be adjusted as the prioritization and execution are aligned in conjunction with the DEI manager.

Initially it was planned to update the Economic Development Strategic Plan (EDSP) in the early part of FY 2022-23. Due to several factors, including the unexpected, delayed return to normalcy after the COVID 19 pandemic and the REACH team securing funding to do a region-wide Comprehensive Economic Strategy (CEDS) during the same period, staff recognized that it would be more effective to postpone the update by six months to ensure the best possible outcome.

Strategy 1.2: Business Support
The City continues to support the economic recovery of the community through various initiatives including, but not limited to:
- Allocation of the $500,000 in action 1.2.a-1 in support of local businesses through marketing and promotional efforts like the activations in Mission Plaza, Buy Local Bonus, Mid-Weekend promotion, Childcare grants as well as the new Chamber of Commerce program to assist the relocation efforts for the spouses/significant others of new hires relocating to the area. - The Support Local advertising program continued to provide benefit to the community through on-going advertising through local and regional sources. - Promotional work for the City to visitors and residents remains strong resulting in increased visitation.
- The TIPP-FAST program, which fast tracks tenant improvement permits to support business recovery, will continue. Forty-three (43) permits have been issued through the program within one week of a complete application. In addition to expediting these projects, all tenant improvement building applications have been supported through the City’s Tenant For complete detail on goal strategies, stakeholders, task detail and expectations, please reference the Adopted 2021-23 Financial Plan.

Budget Document Pg. 111

Major City Goals – Economic Recovery
Improvement Fee Rebate Program. To date, rebates totaling $201,025 have helped reduce total permit fees owed at permit issuance for applicants of commercial tenant improvement projects.

The Open SLO program Fitness in the Parks was concluded when businesses were allowed to fully reopen back at end of summer with the lifting of the COVID-19 restrictions.

The Parks & Recreation Department provided additional support by expanding offerings to serve all previous five school sites (C.L. Smith, Hawthorne, Pacheco, Sinsheimer, and Bishop’s Peak). Additional programming has included expansion in support of the teacher workdays, minimum days, and academic breaks. The division is growing its scholarship program to better serve disadvantaged families, thanks in part to a stipend from the California Department of Social Services.

Strategy 1.3: Support Arts and Culture
Support of Arts and Culture in the City continues to move forward with the ongoing Public Art and PCC programs as well as the new $75,000 grant program that was announced in Q4 of FY 2021-22. The City partnership with SLO Museum of Art has resulted in one mural by an international artist and one "visiting” sculpture art piece. Additional art pieces are slated for installation through the end of the fiscal year, including the upcoming Tank Farm/Orcutt roundabout sculpture. Development of an map App will result in opportunities for updated Downtown art walks.

Strategy 1.4: Downtown Vitality
The vitality of Downtown has been a major focus of the City team over the last 12 months and will continue to receive additional support. Some of the key initiatives include the use of some of the $500,000 funding in action 1.2.a-1 to activate Mission Plaza with new programs every month of the year, using $150,000 in City funding to “Light up Downtown” for the Holidays as well as investing significant resources in the various Clean and Safe initiatives. The City has also invested infrastructure improvements in Mission Plaza and in Downtown in general. The Parks and Recreation Department continues to collaborate with Downtown SLO to streamline activities and events at Mission Plaza for holidays, artwork, and activities (e.g., Santa’s Village, Skate Mission Plaza).

The long term Open SLO program is being finalized and is expected to come to Council in July of 2022.

To increase housing and vibrancy downtown, on November 11, 2021 the City Council approved amendments to the Zoning Regulations to implement several Housing Element policies. The updates to the Zoning Regulations went into effect on February 28, 2022.

After many years of working toward having the ability to track downtown vacancies, the City was able to develop a database for tracking that Downtown SLO has agreed to update. During the height of the pandemic the vacancy rate was above 12%. As of April, the rate was at 7%.

Strategy 1.5: Practicing Fiscal Sustainability
During FY 2021-22, staff have worked to maximize the use of the City’s Enterprise Resource Planning System and Human Resources Information System to help maintain the City’s accounting and financial information. Configuration changes resulted in fewer manual entries for employees’ pay, and self-service open enrollment went live in FY 2021-22 which reduces use of paper forms. A Benchmark Compensation Study was completed in February 2022 for unrepresented management and confidential employees as Budget Document Pg. 112

Major City Goals – Economic Recovery
well as employees in the San Luis Obispo City Employees’ Association (SLOCEA). The results of the study have been incorporated into a three-year successor resolution for unrepresented staff, which was adopted on April 19, 2022, and the City is currently in negotiations with SLOCEA for a successor agreement, whose contract expires on June 30, 2022. Successor resolutions and agreements will align with the City’s five-year forecast to ensure fiscal sustainability. To ensure the City is protected against losses, staff have updated the language in many of its standard contracts and coverage requirements; new software is being introduced to monitor compliance and ensure continuous protection. Additionally, the City is offering preventative services for public safety personnel to reduce workers’ compensation claims, including a functional mobility program for Fire employees and preventative mental health services.

Strategy 1.6: Paying down unfunded pension liabilities
After postponing scheduled additional payments to CalPERs due to the uncertainties during the COVID19 pandemic, the City found itself in a solid financial condition at the beginning of 2022. At the FY 2021- 22 mid-year review, the Council therefore approved a lump-sum payment of $12.4 million dollars which caught up three years of postponed payments. The long-term forecast considers continued annual payments in addition to the required unfunded liability amount with a goal to pay-off the required payments ahead of the 30-year schedule. The City’s funded rate stands at nearly 75% which is the highest in the last 20 years.

Strategy 1.7: Investing in critical infrastructure
The City invests in critical infrastructure based on the approved 2021-23 Financial Plan that facilitate economic recovery from the pandemic, enhance safety, address past commitments, partner with private development projects that deliver housing, address core infrastructure maintenance needs and/or provide positive impact towards the City’s Major City Goals. Included in the 2021-23 Financial Plan is a robust Capital Improvement Plan that is currently being delivered and at the same time the City is augmenting the CIP Engineering Program that delivers the majority of the Capital Improvement Plan.

Ensuring that critical infrastructure funding is used in the most efficient manner possible includes determining whether partnering with agencies that provide similar services is of benefit to the community. The Regional Transit Authority has just constructed a new transit facility adjacent to the City’s transit facility. As the City’s transit facilities is aged and nearing the end of its lifespan, the City is currently evaluating SLO Transit’s operations and infrastructure to determine if there may be benefit to sharing infrastructure, equipment or centralizing services to provide increased community services or lower costs.

This evaluation is currently underway.

Budget Document Pg. 113

Major City Goals – Diversity, Equity, & Inclusion
Section 8: Diversity, Equity, Inclusion
In response to our commitment to making San Luis Obispo a more welcoming and inclusive city for all, continue to develop programs and policies to support diversity, equity, and inclusion initiatives and advance the recommendations of the DEI Task Force.

Strategy Updates:

Strategy 2.1 – Establish Office of DEI
Most of the efforts required to establish the office of Diversity, Equity, and Inclusion (DEI) have been completed. The DEI Manager was hired on February 17, 2022, who has been doing much of the groundwork to establish and identify ongoing programming and engagement opportunities for the community. Staff have been evaluating the needs of the office and identifying the best staffing structure for optimal operational support, which includes interns and administrative support.

Strategy 2.2 – Develop & Implement DEI Strategic Plan
Given the robust workplan and the recent onboarding of the DEI Manager, strategic planning efforts have been recast to begin in Q3 of FY 2022-23. This will also allow time to intentionally align strategic planning with efforts related to Multicultural Center feasibility study. The DEI Manager has laid the groundwork for submitting the City of San Luis Obispo to the Human Relations Commission municipality index for LGBTQ+ inclusion. This will provide staff with additional data and benchmarking that can contribute to the strategic planning process in the next fiscal year.

Strategy 2.3 – Workforce Recruitment & Retention
A significant amount of work has been completed in partnership with the Human Resources Department to advance DEI within workforce recruitment and retention. Job descriptions have been revised to incorporate more inclusive language, as well as the addition of the following supplemental question to all City job postings:

The City of San Luis Obispo is committed to cultivating diverse and inclusive environments in our workforce and our community. It is the expectation that all staff will contribute to and be committed to this effort. Do you agree with these conditions of employment? A DEI resource page has been added to the new employee onboarding platform and a DEI-specific section has been implemented into the Day of Welcome, an employee onboarding event. In reviewing opportunities for further enhancements, three DEI-specific questions were also added to all employee pre-evaluation forms. Human Resources will continue to provide employees with information on resources and support for childcare, primary caretakers, and scheduling options. It will also review For complete detail on goal strategies, stakeholders, task detail and expectations, please reference the Adopted 2021-23 Financial Plan.

Budget Document Pg. 114

Major City Goals – Diversity, Equity, & Inclusion
policies and guidelines on an ongoing basis to ensure they reflect the City’s commitment to Diversity, Equity and Inclusion and DEI best practices.

Strategy 2.4 – Inclusive & Equitable Workplace
Staff have laid the groundwork for enhancing the DEI internal committee charter and developing a clear scope of their efforts and impact across the organization. Key efforts from the committee have included quarterly DEI newsletters and learning burst opportunities for all staff to discuss topics related to diversity, equity, and inclusion. The DEI manager is working in partnership with Human Resources and the Centre for Organizational Effectiveness to develop an introductory training for all staff that will be embedded into the Foundations of Excellence training module. Additionally, the DEI Manager is set to deliver an Inclusive Leadership training for the leadership team and is working to build out the DEI section of Supervisor Toolkit with essential resources.

Strategy 2.5 – Community-based Policing and Restorative Practices The Police Department (SLOPD) has continued to prioritize community-based policing practices through a variety of new and continued efforts. State and federal mandates regarding protest response protocols have been implemented, along with after action report recommendations. The Fire Department has also launched a new Mobile Crisis Unit (MCU) that will send mental health professionals out with paramedics to non-violent mental health distress calls without a police officer. The Community Action Team continues to grow and be a successful model for addressing homelessness through a service response approach.

Additionally, the Police and Community Together (PACT) group has been reinstated and a five-year strategic plan for SLOPD is set to launch in FY 2022-23 with a strong emphasis on DEI.

Strategy 2.6 – Cal Poly & Cuesta College Partnerships
A Memorandum of Understanding between Cal Poly’s Office of University Diversity and Inclusion and the City, that outlines efforts to strategically align and collaborate on our DEI efforts, has been entered into.

Key aspects include a liaison intern, intentionally hosting DEI educational programs off campus and in the City, and the leveraging of City space. Quarterly leadership roundtables are set to commence and include Cuesta leadership. The DEI Manager continues to meet with key staff at both Cal Poly and Cuesta to strengthen collaborations and increase access to City DEI initiatives.

Strategy 2.7 – Access, Inclusion, Support for Underrepresented Communities Many efforts are either underway or have been initiated to increase access, inclusion, and support for underrepresented communities. Some efforts include but are not limited to:
• DEI high impact grants expected to be disbursed in FY 2022-23 with an extended grant amount of $300k to account for a missed cycle in FY 2021-22 due to the delayed onboarding of the DEI Manager and the HRC transition to City Administration and IT. Intentional communication and outreach efforts will be implemented to ensure maximum engagement by community organizations.
• Grants-in-Aid (GIA) grants for FY2021-22 received an additional $100k from the State and Local Fiscal Recovery Fund through the American Rescue Plan Act and are expected to go to Council for adoption in May 2022. The additional funding more than doubled the number of organizations Budget Document Pg. 115

Major City Goals – Diversity, Equity, & Inclusion
to receive full funding and expanded support to organizations addressing multiple priority areas within the GIA funding requirements.
• The City’s Community Academy has been launched for the first time since the pandemic and robust outreach efforts were initiated to increase diversity of participants. A section specific to DEI was also added to the curriculum.
• In partnership with City Administration communications staff the groundwork has been laid to update City’s Public Engagement Manual (PEN) manual with a specific focus on inclusive outreach strategies and best practices for reaching diverse constituents in the community. • The DEI Manager has worked collaboratively with a Cal Poly student design team for a City Multicultural Center to ensure findings from the student group contribute and support the launch of an official feasibility study in FY 2022-23.

Strategy 2.8 – Community Education & Programming
The City’s Office for DEI launched a diversity speaker series that is free and open to the public. This series is a quarterly opportunity for the community to engage with diverse speakers on topics related to equity, justice, and inclusion. This series will inspire community connection, dialogue, and educational learning rooted in cultural richness, innovative equity, and expansive inclusion. The first event in the series was held in April 2022 and was a collaboration between Cal Poly, the Office of Sustainability, and the Diversity Coalition.

Strategy 2.9 – Support & Attract Minority-Owned Businesses In partnership with the City Administration staff in Economic Development and Tourism the groundwork was laid for key efforts. Work has been initiated to develop a process for collecting data related to identifying business owners via the business license & tax certificate application and renewal process. This data will then provide the City with necessary information to begin engaging diverse business owners through collaborative programs with the Chamber of Commerce and other key stakeholders. The completion date of specific programs has been pushed back and will continue to be adjusted as the prioritization and execution are aligned in conjunction with the DEI Manager.

Budget Document Pg. 116

Major City Goals – Housing and Homelessness
Section 8: Housing and Homelessness
In order to expand housing options for all, continue to facilitate the production of housing, including the necessary supporting infrastructure, with an emphasis on affordable and workforce housing. Collaborate with local non-profit partners and the county, the state, and federal governments to discover and implement comprehensive and effective strategies to reduce chronic homelessness.

Strategy Updates:

Housing
Strategy 3.1 - Implement the Housing Element
On November 2, 2021, the City Council adopted the Objective Design Standards (Housing Element Program 6.22) for eligible housing project that qualify for ministerial review. The standards became effective on January 7, 2022.

On November 11, 2021, the City Council adopted amendments to the Zoning Regulations. This update included amendments to implement several Housing Element Programs (2.17, 5.5, 6.23, 8.18, and 8.23) that streamline the development review processes for various housing projects. The updated regulations became effective on February 28, 2022.

Staff is actively working on updating the Inclusionary Housing Ordinance (Housing Element programs 2.13 & 4.6). A preliminary recommendation, based on a nexus study and feasibility analysis, was presented to the City Council on March 1, 2022. The Council provided feedback on the preliminary recommendation and staff is currently working on a draft Inclusionary Housing Ordinance update.

Staff is updating Subdivision Regulations to implement Housing Element Program 6.20. The update will include provisions for innovative and flexible subdivision options, including small lot and common interest options in the R-1 zone and updates to existing flexible subdivision options in commercial and multi-family zoning districts. This work will also address any identified concerns associated with SB-9 subdivisions. The update is anticipated to be completed in the Fall of 2022.

Strategy 3.2 - Implement Inclusionary Housing Ordinance This strategy is an ongoing effort. Development applications are regularly reviewed for compliance with the Inclusionary Housing Ordinance. Staff engages with new applicants and developers with entitlements to ensure affordable housing agreements and resulting project plans reflect requirements of the ordinance. Recommendations and a public hearing on Inclusionary Housing Ordinance amendments will be considered by the City Council in July 2022.

Strategy 3.3 - Below Market Rate Portfolio Management
For complete detail on goal strategies, stakeholders, task detail and expectations, please reference the Adopted 2021-23 Financial Plan.

Budget Document Pg. 117

Major City Goals – Housing and Homelessness
Staff provided an update to the City Council on March 1, 2022 regarding the onboarding process for the City’s contracted Below Market Rate Housing Administer, HousekeysInc. Housekeys, contracted in August 2021, constructed a web platform specific to the City, including accessibility for Spanish speaking community members, and has scheduled in-person trainings in April and May 2022. As of March, 2022 Housekeys is fully launched, has started certifying and processing affordable units, and is working with larger developers to facilitate administration of affordable units in the pipeline with various affordable housing agreements.

Annual reporting and monitoring of below market rate housing units was accomplished by staff for submittal to the State Department of Housing and Community Development on April 1, 2022.

Strategy 3.4 - Financial Management
Staff conducted the annual Community Needs Workshop to re-establish funding priorities for the City’s Grants-in-Aid Program and Community Development Block Grants. The City has made $250,000 available to the Grants-in-Aid Program to provide financial support to local non-profit organizations that provide critical services to community members who are currently homeless or at-risk of becoming homeless.

These services are not limited to homeless prevention, but services that support that effort are prioritized.

CDD staff worked closely in collaboration with the Finance Department to track existing loans that the City has provided to past affordable housing projects and loan commitments to future projects. This collaboration allowed both departments to determine the funding availability within the Affordable Housing Fund. Other information that was tracked included in-lieu fees, payoffs from the sale of equityshare homes and BEGIN (first time homebuyer) loans. This information is now also reported on with the City’s Annual Comprehensive Financial Report.

Strategy 3.5 - Advisory Body & Council meetings & support On December 8, 2021, the Community Development presented to the Planning Commission on significant new state legislation regarding the Housing Opportunity and More Efficiency (HOME) Act that went into effect on January 1, 2022 (Senate Bill 9, Atkins), that gives homeowners the opportunity to add additional units to their R-1 zoned property.

Staff provided housing information on social media regarding new affordable housing units available for low-income residents at Courtyard at the Meadows in San Luis Obispo as well as information related to temporary state rental protections and is scheduling monthly housing information blasts.

Homelessness
Strategy 3.6 - City Homelessness Team Coordination (Homelessness Response Manager) An Interdepartmental Service Level Agreement has been drafted and is currently being reviewed by Technical Specialist Group and Steering Committee.

Strategic Plan areas of focus were presented to Council on November 16, 2021 for review and approval.

The City Council approved further development under the five proposed areas of focus: 1) Data, 2) Communications,3) Regional Cooperation, 4) Pilot Programs, and 5) Funding Opportunities. The Homelessness Response Manager in Community Development Strategic Plan accomplishments include the following:

Budget Document Pg. 118

Major City Goals – Housing and Homelessness

1. Data: worked with IT to develop data platforms on GIS.

2. Communications: formalized communications structure with all impacted departments comprehensive update to the Service Level Agreement and timely and responsive communications to community concerns.

3. Regional Cooperation: established a strong presence with the County and non-profit partners including the 5-Year Plan Steering Committee and 40 Prado coordination. Activated the County of San Luis Obispo to take a more intentional and direct role in leading a comprehensive and coordinated regional strategy.

4. Worked with CAT/PD and the County to overhaul the Safe Parking at Railroad Square and converting to a permitted use; and procure contract amendments for the CAT and MCU.

5. Worked with Community Development staff to evaluate potential sites for Homekey funding and a pallet structure pilot project with the county.

The City’s Homelessness Prevention and Assistance webpage has been updated to provide timely information and resources to key groups: at-risk community members, unhoused/unsheltered people, property owners, and helpers. Additionally, the webpage links relevant and localized news articles to increase public awareness of City, County, and State initiatives.

The “For At-Risk Community Members” tab of the City’s Homelessness Prevention and Assistance webpage lists resources and information related to rental assistance and eviction protection as related to COVID-19. The City has recruited a Code Enforcement Safe Housing Technician who will focus on providing low-income renters with information and resources on tenant rights and housing standards.

The City’s Homelessness Response Manager is currently serving on the Steering Committee for the County’s 5-Year Strategic Plan for Homelessness and is advocating for clear regional goals and benchmark expectations for each City within the County.

At Mid-Year, the City Council approved hiring an additional staff member on a contract basis dedicated specifically to supporting the City’s Homelessness Response efforts. This position will assist the Homelessness Response Manager in responding to public inquiries and supporting field operations staff.

Strategy 3.7 - Environmental Protection and Water Quality Ranger Service has facilitated 186 environmental cleanups over the course of FY 21-22. Many of the cleanups occurred in flood zones and riparian areas along San Luis Creek (Bob Jones Bike Trail), Bianchi and Matthews Open Spaces, and boundaries around Cerro San Luis Open Space. The Public Works Department is responsible for encampment management in Parks, along the Railroad Right-of-way, and under bridges. During the 2021-22 FY, staff has cleaned up 42 encampments with approximately 75% of the cleanups being under bridges or adjacent to riparian areas.

The Office of Sustainability has been working with the California Conservation Corps (CCC) as part of the Green House Gas Reduction Fund to remove dead material from the creek systems around the City.

Through the removal of dead material, non-native vines and weeds are also controlled to improve line of site in the creek corridor and opening up new area restoration by native species and reducing the impact from encampments from being established in these enhanced areas. Tree contractors are also part of the creek clean-up during the winter to implement the City’s flood control program with selective removals Budget Document Pg. 119

Major City Goals – Housing and Homelessness
of dead and down material in the creek channel for capacity. These efforts support the Climate Action Major City Goal, Pillar 6 where staff are planning and planting 10,000 trees by 2035.

Strategy 3.8 - Regional Engagement and Grant Management The City’s Homelessness Response Manager is currently serving on the Steering Committee for the County’s 5-Year Strategic Plan for Homelessness and is advocating for clear regional goals and benchmark expectations for each city within the County to contribute to.

The City’s Homelessness Response Manager currently attends HSOC General Meetings as well as finance and housing subcommittee meetings.

The Homelessness Response Manager and DEI Manager held an introductory meeting on March 18, 2022, to discuss key cross-over areas, shared resources, and areas of strategic collaboration. They have identified public and internal communications as a key strategy area that will require close coordination and have set up regular check-in meetings to ensure ongoing streamlined efforts.

Strategy 3.9 - Community Action Team (CAT) and Downtown Bike Team Resources The City has finalized a contract with Transitions Mental Health Association for a second CAT Behavioral Health Specialist. Due to funding constraints and an exceptionally difficult recruitment environment, the entry requirements for this position have been reduced from licensed mental health clinician to case worker.

Strategy 3.10 Mobile Crisis Unit (MCU) Pilot Program Implementation The City is in the process of finalizing a contract with Transitions Mental Health Association for an additional MCU Behavioral Health Specialist. Due to funding constraints and an exceptionally difficult recruitment environment due to labor shortages and the demanding social work related to street outreach which required the team to rethink and adjust the entry requirements for this position from a licensed mental health clinician to case worker.

San Luis Obispo Fire Department has hired an Emergency Medical Technician to serve on the MCU. They onboarded on March 31, 2022 and are engaging in training as we prepare to recruit the Behavioral Health Specialist counterpart.

Strategy 3.11 – Non-Profit Partner Funding Support
On March 1, 2022, the City Council received an update regarding State and Local Fiscal Recovery Fund (SLFRF) through the American Rescue Plan Act for up to $3.5 million for eligible projects. On April 19, 2022, the Council approved using $2 million in SLFRF for the Anderson hotel in the amount of $1.7 million and $300,000 to support a Transitions Mental Health Association project to provide eight homes for homeless individuals with a mental illness via the No Place Like Home Grant. The funding will be provided under subrecipient agreements to report on the use of funding to the U.S. Treasury.

A 25% expansion of the number of beds at the 40 Prado Homeless Services Center was accomplished.

Safe Parking opportunities were expanded at Kansas Avenue for the County and a use permit was processed for the Safe Parking at Railroad Square. At the April 19, 2022 City Council meeting, the Council will consider a $300,000 Affordable Housing Fund award to leverage No Place Like Home funding for the Budget Document Pg. 120

Major City Goals – Housing and Homelessness
eight-unit Transitions Mental Health Palm Street Studios project that provides supportive housing for formally homeless residents.

Ongoing General Fund support has been allocated to CAPSLO for 40 Prado (includes safe parking, warming center, operations support, and bus tokens). Additionally, on March 1, 2022, the City Council, upon a recommendation from the HRC awarded $74,132 for 40 Prado through CDBG allocations.

Budget Document Pg. 121

Major City Goals – Climate Action
Section 8: Climate Action, Open Space, and
Sustainable Transportation
To proactively address the climate crisis, continue to update and implement the Climate Action Plan for carbon neutrality, including preservation and enhancement of open space and the urban forest, alternative and sustainable transportation, and planning and implementation for resilience.

Strategy Updates:

Strategy 4.1 – Provide capacity to achieve Council's adopted goals Strategy 4.1 includes actions to add staff, increase collaboration among staff, and provide outside resources to allow staff to have the capacity to complete complicated climate action, open space, and sustainable transportation tasks. In Fiscal Year (FY) 2021-22, the City has either completed or is on track with all tasks in this strategy. These resources have been integral to the successes outlined below, with notable contributions coming from the new Sustainability and Natural Resources Analyst, Ranger Services staffing, and grant writing consultant support. An organizational assessment of the Urban Forest program has been completed that provides recommendations for the appropriate levels of staff and support services needed to maintain the existing urban forest, while also advancing sustainability objectives.

These recommendations are currently being reviewed and will be brought forward to Council for future consideration. To ensure consistent maintenance and adequate oversight of City Open Space lands, Ranger Service added one net new Ranger Maintenance Worker in July 2022 to maintain level of service standards, and in August, converted four Ranger Specialist supplemental positions to full-time regular permanent positions.

Strategy 4.2 - Continue to update and implement the Climate Action Plan for carbon neutrality.

The City continues its climate action approach to “implement while planning.” The update of the Climate Action Plan, which will establish the 2023-25 climate work plan, is ahead of schedule, with adoption planned for early 2023.

Implementation is generally on track, with numerous municipal operations projects, including lighting retrofits, electric charging infrastructure for the transit yard, and electric fleet vehicle transitions. Notable challenges include a nine-month delay in delivering fleet electric vehicle charging at the Parks and Recreation and Utilities offices due to staffing and supply chain shortages, and an ongoing delay of the solar projects due to their implementation being subject to completing the bus yard vehicle charging project.

Community projects are on track with continued support of Central Coast Community Energy, an onschedule update to the Clean Energy Choice Program for New Buildings, and a new building retrofit pilot For complete detail on goal strategies, stakeholders, task detail and expectations, please reference the Adopted 2021-23 Financial Plan.

Budget Document Pg. 122

Major City Goals – Climate Action
program all ongoing. One notable change is with the Community Electric Mobility Plan (4.2g). Due to lack of sufficient capacity, a community-based organization was not able to lead this effort. In its place, the City will directly initiate efforts to deploy electric vehicle chargers for public use.

Strategy 4.3 - Preserve and enhance open space and the urban forest.

Staff remain active with land conservation work in a variety of settings including a voluntary conservation easement project at the Miossi Brothers La Cuesta Ranch, open space easements that are required for the Froom Ranch Specific Plan, and also with the conservation easement associated with the remediation and restoration of the Tank Farm Wetlands. The latter project was not originally envisioned to take place during the 2021-23 Financial Plan period, and as a result the conservation plan update identified in the work plan for the South Hills Natural Reserve is proposed to be delayed to the 2023-25 time period.

The City entered into a trail agreement with Cal Poly in November 2021 that allows for a connection between the City’s Miossi Open Space property and Poly Canyon; Ranger Service began work on this new trail segment in early 2022 following the rainy season and will continue through late spring / early summer. Trail planning and environmental compliance measures were also completed in early 2022 to allow for the installation of a trail network at Righetti Hill Open Space as part of the Orcutt Area Specific Plan – this effort will create an entirely new open space within the City. Extensive fuel reduction efforts and fence replacement have taken place in the Cerro San Luis Natural Reserve, as well as cattle grazing, consistent with the updated Conservation Plan. Ranger Service continues to conduct Open Space maintenance activities on an ongoing basis as outlined in the Open Space Maintenance Plan and ensure compliance and stewardship through regular patrol. Ranger Service also created a series of public information educational videos and will be welcoming kids back to Junior Ranger Camp this coming summer.

Strategy 4.3 continues the theme of “implementing while planning.” The planning effort in partnership with the Coastal San Luis Resource Conservation District to support soil health and capture carbon at Johnson Ranch Open Space and City Farm is complete, with pilot implementation actions scheduled for FY 2022-23. The Urban Forest Master Plan, tentatively titled the Community Forest Plan, is also underway, with the expected completion moving back one year to the second quarter of FY 2023-24. In addition, the City’s Tourism and Business Improvement District allocated 1% of its annual budget to dedicate to tree planting efforts under its “Keys for Trees” initiative.

Trees are a major focus area at present, with the City recently completing an internal review and organizational assessment with the assistance of Davey Resources Group on how to best manage and maintain the urban forest, while also advancing measures in support of the 10,000 trees by 2035 goal.

The City’s partnerships with ECOSLO, as well as with other community groups and volunteers, such as Rotary de Tolosa, has resulted in numerous new tree planting occasions, as well as reaching the threeyear success milestone for the oak trees that were planted at Johnson Ranch Open Space. While these planning efforts are underway, the City is remaining focused on maintaining the urban forest and has executed a multi-year agreement with West Coast Arborist for tree maintenance services.

Strategy 4.4 – Alternative and sustainable transportation Budget Document Pg. 123

Major City Goals – Climate Action
Implementation of the Active Transportation Plan is underway with several capital projects in the Tier 1 (highest priority) bicycle/pedestrian network recently reaching completion, including the following major milestones:
• Broad/Woodbridge Pedestrian Hybrid Beacon – Completed Fall 2021 • Marsh/Higuera Protected Bike Lanes – Completed east and west of the downtown core in 2021, with improvements within the downtown core to be completed summer 2022. • Railroad Safety Trail (Taft to Pepper) Project – Completed early 2022.

Both the 2022 Pedestrian Crossing Improvements Project and Cerro San Luis Neighborhood Greenway Project (previously referred to as “Anholm Greenway”) are in the final design phase, with construction expected to begin in the summer and fall of 2022, respectively.

Planning and preliminary design efforts are progressing on several additional major Active Transportation Plan Tier 1 projects, including:
• Higuera Street Complete Street Project – Includes addition of protected bicycle lanes and enhanced pedestrian crossings on Higuera Street between Los Osos Valley Road and Marsh Street.

Project may include extension of protected bike lanes on Madonna Road between Higuera and the Madonna Inn, pending approval from Caltrans. Staff pursuing Caltrans Grant in spring of 2022 to pursue additional funding.
• Foothill Boulevard Complete Street Project – Includes potential for protected bicycle lanes, enhanced pedestrian crossings, and other corridor safety and speed reduction enhancements on Foothill Boulevard from Patricia east to California Boulevard. • Railroad Safety Trail (Tiburon to Orcutt Road) – Gap closure of the Railroad Safety Trail between Orcutt/Laurel/Bullock intersection south to Tiburon Road. To be constructed by Bullock Ranch development project, pending right-of-way agreement with Union Pacific Railroad.

Transit continues to be a key part of achieving the City’s Climate Action Plan and Genera Plan goals. Key updates include:
• Transit electrification is underway, with the City’s first two all-electric buses to be delivered in 2022. The first bus is anticipated to arrive in late June 2022, and the second is scheduled for delivery in Fall 2022. Concurrently, the City initiated a Capital project to install high power vehicle chargers at the Bus Yard. Depending on construction and “on-boarding” (i.e., registration, training, inspection,) the first bus could be in service as early as summer 2022. Transit electrification is moving forward on an ad hoc basis.
• The City is also currently conducting a Transit Innovation Study to explore innovative options including: on-demand deviated routes, micro-transit, bus rapid transit, a “free to the user” ridership program, and other ideas.
• Given substantial COVID-19 impacts to ridership and labor shortages, the City has been unable to make progress on shortening transit headways. The City is continuing to implement the ShortRange Transit Plan, which is planned to be updated in FY 2022-23.

Budget Document Pg. 124

Major City Goals – Climate Action
The “Resilient SLO” effort made substantial progress and the Climate Adaptation and Safety Element of the General Plan, which will expand the traditional public safety document to include issues related to local climate change impacts, is expected to be brought to Council in the first half of FY 2022-23.

Implementation efforts continue, as well, with substantial progress made in fuel management to prevent wildfires, creek and tree management to prevent flooding, and microgrid and battery storage planning and projects to support energy resilience. Social infrastructure is also a focus, with the Micro Communities Collaborative successfully launching their community sustainability website platform as a major project of the SLO Climate Coalition.

To provide increased flood protection and reduce the likelihood of property loss, the City has continued efforts to maintain, replace and improve the City’s storm drainage infrastructure and creek system. The storm drain culvert at Broad and Leff streets is scheduled to begin construction in May 2022. Additionally, the replacement of the storm drain system at Funston at Lawton intersection is currently in design phase.

San Luis Obispo Creek at Pismo and Johnson streets is in the design phase for a bank stabilization project where construction is scheduled for summer of 2023. Finally, the Mid-Higuera Bypass project is nearing the completion of the design phase. The next step for this project entails property appraisals and negotiations to secure the necessary easements for construction.

Ranger Service worked with Public Works to replace fencing at the Cerro San Luis Natural Reserve, repair fencing at Irish Hills Natural Reserve and add new fencing to the Bob Jones Trail. Ranger Service recruited and hired four supplemental Open Space Techs to support the City’s Fuel Reduction program, reducing and removing fuels from the wildland urban interface (WUI) at locations such as Cerro San Luis, Bishop Peak and Irish Hills.

The City continues to install hydration stations as a part of capital parks maintenance projects. Hydration stations were installed at Sinsheimer Park, and installation is scheduled at the North Broad St.

Neighborhood Park in Fall 2022.

Strategy 4.5 – Planning and implementation for resilience Budget Document Pg. 125

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
1 1.1 For all members of the Community
2 ERR a. Establish a process for the City to recognize and promote Minority-owned businesses. Original: FY22 Q3 Updated: FY23 Q2
3 ERR
b. Implement protocols within the City’s Office of Economic Development to reach out to existing and new Minority-owned/operated businesses to learn of their experiences operating in SLO, and to identify ways the City can be of support.

Original: FY22 Q3
Updated: FY23 Q2
4 ERR c. Evaluate and potentially establish a City Leadership/Chamber of Commerce / Minority Business Owners’ roundtable.

Original: FY22 Q4
Updated: FY23 Q4
5 ERR
d. Research, explore and potentially utilize innovative practices such as micro-loans, targeted-sector recruiting and promotion, City facilitated lending, grants, private support and crowdfunding to support businesses owned by or serving underserved/underrepresented communities. The City will also leverage its partner network, including the Chamber, Downtown SLO, REACH and others to support the DEI initiatives as they relate to economic development including creation, retention and attraction efforts.

FY23 Q4
6 ERR e. Update and maintain a listing of resources for BIPOC, LGBTQ+ and other underserved communities on the City's Doing Business section of the website. Ongoing
7 ERR
f. Hire a consultant, support legal review, and establish an internal working group and hire a consultant to research methods to support local contractors, local vendors, and labor through workforce agreements, local purchasing requirements, alternative project delivery methods and other options to support local businesses and employees. The Community Services Group will be leading this effort.

Original: FY22 Q4
Updated: FY23 Q1
8 ERR g. Develop and implement a scorecard to track visitation to key areas of the City, employment, DEI economic efforts and other relevant economic indicators.

Original: FY22 Q2
Updated: FY23 Q3
9 ERR h. Update the City's Economic Development Strategic plan Original: FY23 Q2 Updated: FY23 Q4
10 ERR i. Review the Economic Development program structure based on the outcome of the EDSP update. FY23 Q4 11 ERR j. Ensure adequate temporary and flex resources available to develop and execute required initiatives. Ongoing 12 1.2 Business Support
13 ERR
a-1. Set aside funding for activations, promotions and programs like "Light Up Downtown", "Buy Local Bonus", Shop local to aid in the recovery from the impacts of COVID-19 through out the City and including downtown.

Ongoing
14 ERR
a-2. Elevate the promotion and branding of the Economic Development activities of the City highlighting the efforts around Sustainability and DE&I through the website, videos and other collateral. ($60k communications support for Administration)
Ongoing
15 ERR
a-3. Continue to work with our partners at the Chamber, REACH, Cal Poly, Downtown SLO, SCORE and others to support the business community through retention, creation, attraction, education and communication efforts.

Ongoing
16 ERR a-4. Work with REACH and other partners to offset the loss of the Diablo Canyon Nuclear Power plant through business attraction, H-o- H job creation and other relevant efforts. Ongoing 17 ERR a-5. Evaluate the continuation and/or modification of the Open SLO program Fitness in the Parks. Complete 18 ERR a-6. Review transitioning the Business Ambassador program from a COVID response action to an ongoing program with an available hotline as well as an online form option. Complete Major City Goal (MCG) Update
The following table provides an update on all ongoing Major City Goal tasks and all tasks that were scheduled for completion in FY 2021-

22. The completion date is the originally scheduled completion date unless otherwise noted. The status of each task (far right column) is based on the following scale:

Budget Document Pg. 126

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
19 ERR a-7. Continue to promote the City to tourists, visitors and locals through the efforts of the TBID and the PCC. Ongoing 20 ERR a-8. Provide childcare programming to the community to enable residents to work and fuel the local economy.

Ongoing
21 ERR b-1. Continue to implement the TIPP-FAST program to fast track tenant improvement permits and support business recovery. Incorporate subsidies into program when funding is available. Ongoing 22 ERR
b-3. Develop a streamlined and easy to understand process for businesses to allow activities encouraged by Open SLO, and other programs implemented in response to Covid-19, to continue - especially in relation to outdoor dining.

Original: FY22 Q4
Updated: FY23 Q1
23 ERR b-4. Improve efficiency and transparency in the permitting process through implementation of paperless permitting, performance management reporting, and enhanced customer transparency tools.

Original: FY22 Q4
Updated: FY23 Q2
24 ERR b-5. Review and establish policies as required to support broadband to the home to take advantage of the opportunities to work from home to support the Climate Action Plan and Quality of life. Ongoing 25 ERR b-6. Staff Resources to improve permitting efficiency and support development services program capacity Ongoing 26 ERR
c-1. Ensure the business community is updated and aware of major City projects (CIP and others) that will impact their operations. Coordinate with business adjusting working hours and construction impacts to reduce impacts.

Ongoing
27 ERR c-2. Set aside funding for the potential to expand the various Open Slo programs (Parklets, Street closures) to other areas of the City to support busines recovery. Ongoing 28 1.3 Arts and Culture Support
29 ERR a. Support the recovery of Arts and Cultural activities throughout the City. Ongoing 30 ERR b. Support the recovery of Arts , Culture and Community programs through a PCC program similar to GIA. Ongoing 31 ERR c. Continue to support local community non-profit organzations through the Cultural GIA program facilitated by the PCC. Ongoing
32 ERR d. Roundabout Public Art Installations Ongoing
33 1.4 Downtown Vitality
34 ERR a-1. Continue to partner with Downtown SLO to ensure the recovery and growth, and vitality of the Downtown. Ongoing
35 ERR a-2. Support Downtown SLO in expanding the Holiday "Light up Downtown" program and incentivize private participation through a matching program.(For example $100K base with $ for $ match on $50K) Ongoing 36 ERR a-3. Continue the work of the Vacancy and Vibrancy Task force in cooperation with Downtown SLO with a focus on a activating and re-leasing vacant store fronts. Ongoing 37 ERR a-4. Review, evaluate and execute on the outcomes from the Downtown Future Forum ensuring the required public participation and Council approval as needed. Complete 38 ERR a-5. Continue to enhance and modify the Open SLO program "Downtown Dining" within Mission Plaza as needed to contribute to downtown vitality. Ongoing
39 ERR a-6. Support the restart of the various Downtown SLO activations like Farmers, Concerts in the Plaza and the Holiday Parade. Ongoing
40 ERR a-7. Continue to promote the Downtown to tourists, visitors and locals through the efforts of the TBID and the PCC. Ongoing
41 ERR
b-1. Update the Zoning Regulations to allow for more flexible administration of allowed uses, especially downtown, to support desired pop-up, shared-resource and new business model approaches to facilitate business opportunities in the community.

Original: FY23 Q2
Updated: FY23 Q4
42 ERR b-2. Look at flexible uses in private commercial parking lots to support desired pop-up, shared-resource and new business model approaches to facilitate business opportunities in the community. Complete 43 ERR c-1. Support Arts and Culture in the downtown while ensuring appropriate efforts are made to support DEI through available programs. Ongoing
44 ERR c-2. Support the recovery of Arts and Cultural activities by working with new and existing community partners. Ongoing
Budget Document Pg. 127

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
45 ERR c-3. Activation of public spaces in downtown through events and programming such as pop up activities and temporary public art that celebrates the proliferation of public art. Ongoing 46 ERR c-4. Explore options of creative placemaking and temporary public art in the downtown i.e. adjacent to Bubblegum Alley and Rose Alley. Ongoing
47 ERR c-5. Support creation and partnership of a Downtown Mural Program with Downtown SLO and SLOMA. Ongoing 48 ERR d-1. Develop and present a long-term plan for the initiatives started under the Open SLO like parklets and street closures in the downtown. Ongoing
49 ERR d-10. Expansion of enforcement to ensure on-street, off-street, and residential compliance and safety and to improve overnight safety in the parking structures Ongoing 50 ERR d-11. Expansion of maintenance to ensure parking structures and adjoining areas remain safe, clean and orderly (see above for fiscal impact) Ongoing
51 ERR d-12. Parking structure maintenance at 842 Palm, 871 Palm, and 919 Palm. Ongoing 52 ERR d-13. City Hall lighting: Project has design funding allocated year two of the 2021-23 Financial Plan with construction funding the preceeding year.

Original: FY23/24
Updated: FY23/25
53 ERR d-2. Replace the existing Mission Plaza Restrooms in compliance with Mission Plaza Concept Plan and Council Direction. FY23 Q4
54 ERR d-3. Construct the new Palm/Nipomo structure in coordination with SLO REP theatre. FY24 Q1 55 ERR d-4. Continue with the City banner program. Ongoing 56 ERR d-5. Establish and implement a plan to make the Zig Zag lights permanent in the current locations as well as other locations in the downtown. Ongoing
57 ERR d-6. Ensure the downtown business community is updated and aware of major City projects (CIP and others) that will impact their operations and set aside funding to minimize the impacts where possible. Ongoing 58 ERR d-7. Investigate opportunities to develop a Downtown Wi-Fi Mesh. Ongoing 59 ERR d-8. Expansion to gateless parking structure to improve the customer access and experience when visiting downtown.

Original: FY22/23
Updated: FY23 Q4
60 ERR d-9. Assist with the continuation of Open SLO parklets and courtesy curbside pick up locations Ongoing 61 ERR e-1. Continue to support the Downtown SLO programs like Clean & Safe, the Ambassadors and homelessness support. Ongoing
62 ERR e-2. Continue to enhance downtown cleanliness through daily sidewalk scrubbing, street sweeping and trash clean up and the improvement of the existing creek walk. Ongoing 63 ERR e-3. Continue to provide public safety presence in the downtown. Includes costs of Downtown Bike Patrol, Sergeant, and Officers) Ongoing
64 ERR
e-4. The Police department will develop an educational program, which will include in-person presentations for business owners (including visitor serving) to know how to deal with situations requiring public safety support. Costs are associated with materials.

Ongoing
65 ERR e-5. Develop a CAT staffing plan with a second social worker, to ensure public safety and social service resources in both the downtown and creek area. FUNDING LISTED IN HOMELESSNESS MCG Ongoing 66 ERR e-6. Evaluate a plan to reestablish a downtown sub station for public safety. (Potential of adding to Mission Plaza Project) Ongoing
67 ERR e-7. Track hours worked (regular and overtime hours) by the downtown sergeant and downtown officers and tracking crime statistics. Ongoing
68 ERR
e-8. Downtown safety enhancements - Anti-Vehicle Bollards have been purchased, branded, and implemented on the north and south Higuera Street entrance to Farmer's Market. Public Works staff recently met with the manufacture to discuss some of the limitations, and will be meeting with public safety in early April for concurrence of the full closure. Staff expects to have the remainder of the Farmer's Market entrances implemented by the end of FY22 Q4.

FY22 Q4
69 ERR e-9. Mission Plaza Railing Replacement FY22 Q2
70 1.5 Practicing fiscal responsibility
Budget Document Pg. 128

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
71 ERR
a. Practicing fiscal responsibility: The City will continue to focus fiscal sustainability through all work efforts, programs, and the required budget appropriations. It will review its revenue sources ongoingly and maximize collection and return on its investments.

Ongoing
72 ERR
b. Staff Resources: Continued enhancements to the Oracle Cloud system through the MOTION program to increase efficiencies and overall effectiveness of the system. Additionally help maintain the City's accounting and financial information.

Ongoing
73 ERR c. Negotiate successor agreements with employee groups in alignment with Council adopted Labor Relations Objectives. Ongoing
74 ERR d. Complete benchmark compensation survey for SLOCEA, Management, and Confidential groups. Complete 75 ERR e. Continue to monitor and reduce liability and workers’ compensation claims through actions aimed at reducing liability and workers’ compensation costs. Ongoing 76 ERR f. Injury Reduction Programs, Compliance Software, Onboarding Software, and transitioning to electronic files Ongoing
77 1.6 Paying down unfunded pension liabilities
78 ERR a. Paying down unfunded pension liabilities (includes all funds): The City will work to pay down the unfunded liabilities and allocate additional annual payment in pursuit of a 20-year paydown. Ongoing 79 1.7 Investing in critical infrastructure
80 ERR
a. Investing in critical infrastructure: The City will invest in critical infrastructure based on the approved 2021- 23 CIP or as otherwise directed by the City Council. Projects that 1) facilitate economic recovery, 2) enhance safety, resilience, fire prevention, 3) address past commitments (previously budget, approved planning documents), 4) are partnership projects with a significant portion of the cost covered by private development, 5) address existing core infrastructure maintenance needs and 6) provide positive impact towards climate change goals and/or Diversity Equity and Inclusions needs will be prioritized for inclusion and Council’s consideration in the 2021-23 CIP. Specific CIP projects/Investments are included in the relevant task and the overall CIP plan.

Ongoing
81 ERR
b. Regional Transit Authority Analysis: The RTA is currently building a Regional Transit HUB 800 feet from the City’s SLO Transit Bus Yard. Much of the infrastructure that supports SLO Transit is aged and nearing the end of its lifespan. All transit providers are required to shift the fleet of transit vehicles to zero emission vehicles.

This funding would support the analysis and review of SLO Transit’s operations and infrastructure to determine if there may be benefit to sharing infrastructure, equipment or centralizing services to provide increased community services at the same or reduced purchasing requirements, alternative project delivery methods and other options to support local businesses and employees. The Community Services Group will be leading this effort.

FY22 Q4
82 ERR c. Administrative Costs to Support Investment in CIP (Office modifications, Interns) Ongoing 83 2.1 Establish Office of DEI
84 DEI a. Design DEI Administration, Function, and Operations of the Office Complete 85 DEI b. Develop DEI Base Operating Budget Complete
86 DEI c. Identify and secure office space (2000/mo @ 7 mos Y1, 12 mos Y2) Complete 87 DEI d. Develop positions; Hire Staff Complete
88 DEI e. Hire Diversity position - 1.0 FTE FY22 Q2
89 DEI
f. Hire -DEI Administrative Support - .5 FTE Original: FY22 Q3 Updated: FY23 Q1
90 DEI
g. Hire CivicSparks Fellow - Y2 - .75 FTE Original: FY22 Q3 Updated: FY23 Q2
91 DEI h. Hire Interns - Cal Poly, Cuesta, community candidates - .25 FTE - 2 positions Y1 @ midyear / 2 - Y2, full year
FY22 Q3
92 DEI i. Consultant - DEI SME - 360 total hours Ongoing Budget Document Pg. 129

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
93 DEI
j.Create and establish formal and informal activities, outreach, programs, policies, structures to advance equity and inclusion, cultural and systemic anti-racism, and cultural competence in the organization and community, and support underrepresented communities
Ongoing
94 DEI k.Implementation of prioritized activities – internal and community-based Ongoing 95 DEI l. Support DEI efforts throughout each department Ongoing 96 DEI m. Coordinate activities of the DEI Employee Committee Ongoing 97 DEI n. Community-based outreach, education, programming Ongoing 98 DEI o. DEI High Impact and GIA grant administration and management Ongoing 99 DEI p. Cal Poly & Cuesta collaborations Ongoing
100 DEI q. Support the HRC Ongoing
101 2.2 Develop & Implement DEI Strategic Plan
102 DEI
a. Conduct needs, priority, and resource assessments. Create comprehensive DEI initiatives and programming for the organization and community. Original: FY22 Q4
Updated: FY23 Q4
103 DEI b. Utilize DEI Task Force Recommendations, Internal D&E Audit as foundation; Cal Poly Experience report and other documents as reference and for benchmarking Complete 104 DEI
c. Present comprehensive plan to City Council for Adoption Original: FY22 Q2 Updated: FY23 Q4
105 DEI
d. Create project designs and implementation plans. Identify applicable qualitative and quantitative metrics to measure impact of DEI projects and overall DEI program Original: FY22 Q2 Updated: FY23 Q3
106 DEI e. Begin implementation of prioritized programs and projects; scoped as resources allow. To be determined through Strategic Planning process. Ongoing
107 2.3 Workforce Recruitment & Retention
108 DEI a.Improve DEI-Focused Recruitment, Screening, Hiring Practices Ongoing 109 DEI
b. Improve DEI-focused language in job descriptions, announcements and other recruitment materials.

Identify gaps and opportunities to increase inclusivity in materials. - supported by consultant, 2.1.4.g Ongoing 110 DEI c. Provide DEI-focused screening and interviewing training to personnel and panels - supported by consultant,

2.1.4.g Ongoing
111 DEI d. Implement applicable recommendations from Internal Audit, as well as other industry best practices.

Continue to ensure final selection guidelines are consistent with DEI best practices Ongoing 112 DEI e. Conduct Pay Equity Audit Ongoing
113 DEI f. Examine Policies and Programs to Support for Primary Caretakers Ongoing 114 DEI g. Review, evaluate and implement findings of SLO County Child Care Study (First 5’s analysis) of childcare for working families, as applicable; 22-23 Supplemental Plan as resources permit. FY22 Q4 115 DEI h. Continue communicating childcare options and resources for City employees; additional to First 5 findings.

Explore flex schedules, job share, remote options, etc. Ongoing 116 DEI i. Expanded Recruitment Services Expenses to Augment HR Complete 117 DEI j. Fire: Recruit Academy Support and Intern Program - enhance DEI recruitment efforts Ongoing 118 2.4 Inclusive & Equitable Workplace
119 DEI
a. Develop and Adopt Diversity Statement for the Organization Original: FY22 Q3 Updated: FY23
Q1.
120 DEI b. Assist Departments in infusing DEI into their programs, policies, and practices in relevant and practical ways
Ongoing
121 DEI
c. . Further develop purpose, role, activities and enhance impact of DEI Employee Committee – (e.g. ERGs, cultural celebrations, activity budget, speakers, self-study materials, public web pages) Ongoing 122 DEI d. Grant equal standing and priority to the tasks and responsibilities periodically assigned to DEI committee members as is given to their other duties Ongoing
123 DEI e. DEI-related Staff Development / Training Ongoing 124 DEI f. Implement a DEI module in new hire onboarding FY23 Q2 Budget Document Pg. 130

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
125 DEI g. Provide training and other learning opportunities for all levels. E.g. inclusive leadership, cultural competency, assessments, speakers, self-study, etc. Ongoing 126 DEI h. Continue Clarity Collective training as foundation training - ASSIGNED / RESOURCED TO HR Ongoing 127 DEI i. Training for Council, Commission, Advisory Board – tailored for roles, Brown Act, etc. Ongoing 128 DEI
j. Complete a planning study for gender-inclusive restroom and sleeping facilities for Fire Stations 3 and 4.

Proceed with design work pending results of study. Original: FY23 Q4 Updated: FY24 Q2
129 2.5 Community-based Policing and Restorative Practices 130 DEI a. Implement After Action Report recommendations Complete 131 DEI b. Review and implement Governor’s recommendations regarding protests when issued Complete 132 DEI
c. Implement federal government changes in law enforcement. Implement RIPA Spillman Module: the Racial and Identity Profiling Act (RIPA) was formed as part of AB953. California law enforcement agencies will be required to collect data for stops made by law enforcement personnel. Annual reporting to DOJ is a requirement.

Ongoing
133 DEI
d. Review new Police Station building program and budget for opportunities to reduce costs to preserve resources for community service investments Original: FY22 Q2 Updated: FY22 Q3
134 2.6 Cal Poly & Cuesta Partnerships
135 DEI a. Solidify relationships and collaborations Ongoing 136 DEI b. CP Office of University Diversity and Inclusion (OUDI) and City DEI Office/City Manager Leadership quarterly planning meetings Ongoing
137 DEI
c. Host City / Cal Poly Office of Student Diversity & Belonging quarterly roundtable (City & CP leadership, DEI committee, HRC, Cal Poly students, DEI leaders, etc.) - re community / student experience, relationshipbuilding Ongoing
138 DEI
d. Utilize Faculty Fellow assigned to Office of DEI in partnership with CP OUDI to research best practices, grants for internships, programs, outreach, innovative practices, etc. – seeking sponsorship from Cal Poly Ongoing 139 DEI e. Explore opportunities and build collaborations with Cuesta College Ongoing 140 DEI f. Provide City facilities as available to campus DEI programs delivered to and in the community Ongoing 141 DEI g.Utilize interns from Cal Poly and Cuesta within the Office of DEI Ongoing 142 2.7 Access, Inclusion, Support for Underrepresented Communities 143 DEI a.High Impact DEI Grants Ongoing
144 DEI b. GIA Grants Ongoing
145 DEI c. HRC Operating Budget for enhanced presence, advocacy, community building, etc. (such as awareness campaigns, access/fairness efforts, citizen award, etc.). Activities TBD Ongoing 146 DEI e. Support feasibility study for Multicultural Center; provide City liaison/staff support FY23 Q4 147 DEI f. Contribute to planning / feasibility study FY23 Q4 148 DEI
g. Update City's formal Public Engagement & Noticing (PEN) procedures as well as other public outreach, input efforts to increase diverse participation. Develop tactics and cost to implement Original: FY23 Q4 Updated: FY23 Q1
149 DEI h. City 101 / Community Academy to increase understanding / access / participation in City government Ongoing 150 DEI
i. City 101 – first stage, short program, easy access/commitment. Overview of City, how to access, ways to be involved. Extensive outreach to Underrepresented minorities, community-based sessions. Design, pilot Y1 FY22 Q4 151 DEI j. Community Academy – second stage, longer program. Partner with Chamber, others. Test demand, develop. Pilot Y2 FY23 Q4
152 DEI
k. Develop “Undocu-Friendly” logo for City documents, as allowable by law (cost of internal resources) Original: FY22 Q4 Updated: FY23 Q1
153 DEI l. BIPOC youth artists' public art project. Feature work that provides a fuller representation of all communities. Artists are stipended. Pilot in Y2 - ASSIGNED & RESOURCED TO P&R FY23 Q4 154 DEI
m. Park major maintenance and repairs specific to Cheng Park improvements and Mission Plaza railing improvements. Original: FY22 Q4
Updated: FY23 Q4
Budget Document Pg. 131

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
155 DEI n. Parks Major Maintenance - ADA Transition Plan Implementation Ongoing 156 2.8 Community Education & Programming
157 DEI a. Trainings, workshops, speakers, forums, townhalls, listening sessions, outreach, etc. for youth, marginalized communities and community-at-large [in addition to CP's programming] Ongoing 158 DEI b. Utilize proven providers rather than City develop program. City serves as coordinator, sponsor, convener, etc. Ongoing
159 DEI c. Determined by interest, guidance by BIPOC, other URMs, DEI committee, HRC + public input, etc. Ongoing 160 2.9 Support & Attract Minority-Owned Businesses
161 DEI
a.Establish a process for the City to recognize and promote Minority-owned businesses Original: FY22 Q4 Updated: FY23 Q2
162 DEI
b.Implement protocols within the City’s Office of Economic Development to reach out to all existing and new Minority-owned/operated businesses to learn of their experiences operating in SLO, and to identify ways the City can be of support.

Original: FY22 Q4
Updated: FY23 Q2
163 DEI
c.Establish a City Leadership/Chamber of Commerce / Minority Business Owners’ roundtable. Original: FY22 Q4 Updated: FY23 Q4
164 DEI
d. Research, explore and potentially utilize innovative practices such as micro-loans, targeted-sector recruiting and promotion, City-facilitated lending, grants, private support and crowdfunding to support underserved/underrepresented communities. Leverage City's partner network, including the Chamber, Downtown SLO, REACH and others to support the DEI initiatives as they relate to economic development including creation, retention and attraction efforts.

FY23 Q4
165 DEI e. Update and maintain a listing of resources for BIPOC, LGBTQ+ and other underserved communities on the City's Doing Business section of the website. Ongoing
166 DEI
f. Establish a process for the City to recognize and promote Minority-owned businesses Original: FY22 Q4 Updated: FY23 Q2
167 3.1 Implement Housing Element
168 HH a. Inclusionary Housing Ordinance (HE programs 2.13 & 4.6) Original: FY23 Q3 Updated: FY23 Q1
169 HH b. Flexible Density Program (HE Program 2.15) FY23 Q3 170 HH c. Develop Objective Design Standards & Update Development Review Process (HE 6.22 & 6.23) Complete 171 HH d. Zoning Regulations Update - Housing (HE 5.5, 8.18, 8.23, 2.17 and AB 2345) Complete 172 HH e. Subdivision Regulations Update (HE 6.20) FY23 Q1 173 HH f. Missing Middle Housing (SB9 - HE 5.4) Original: FY23 Q2 Updated: FY23 Q1
174 HH f-2. Missing Middle Housing (SB10 - HE 5.4) Original: FY23 Q2 Updated: FY23 Q4
175 HH g-1. Additional Housing Element Program Implementation (HE 2.16) FY23 Q2 176 HH g-2. Additional Housing Element Program Implementation (HE 2.18) Complete 177 HH g-3. Additional Housing Element Program Implementation (HE 3.10, 4.7 & 4.8) Ongoing 178 HH h. Regional Coordination (HE Chapter 4) ongoing
179 HH i. Housing Element Program Implementation (Chapter 3) ongoing 180 HH
j. Construct Prado Road Creek Bridge Replacement & S. Higuera/Prado Road intersection reconstruction, adding protected bicycle lanes, sidewalks and a bicycle protected intersection, as recommended in the Active Transportation Plan.

Original: FY24 Q1
Updated: FY24 Q2
181 HH
k. Complete construction of the Prado Road Interchange project, providing more efficient connectivity for motor vehicles and transit service (reducing VMT), and providing physically-separated facilities for bicycles and pedestrians, as recommended in the Active Transportation Plan.

Original: FY25 Q1
Updated: FY25 Q2
Budget Document Pg. 132

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
182 HH l. Development related park improvements specific to Laguna Lake and Orcutt Area. FY23 Q4 183 HH m. CDD Fleet Replacement Ongoing
184 3.2
185 HH a. Development review project referrals ongoing
186 3.3
187 HH a. Inventory Management; Monitoring; Escrow services; Homebuyer & rental services; BEGIN/FTHB ongoing 188 3.4 Financial Management
189 HH a. CDBG Program Administration ongoing
190 HH b. GIA Progarm Administration ongoing
191 HH c. Affordable Housing Fund Administration ongoing 192 HH d. Grant research; applications; coordination ongoing 193 3.5 Advisory Body & Council meetings & support
194 HH a. Reports, Community meetings, presentations (does not include time associated with tasks identified herein) ongoing
195 HH b. HRC liasion ongoing
196 3.6 Homelessness Team Coordination
197 HH a. Coordination of staff from various City departments (Public Works, Parks and Recreation, Police, Fire, Administration) focused on addressing issues associated with homelessness. ongoing 198 HH
b. Develop a Strategic Plan to guide a sustained effort of engagement by regional partners, non-profit partners, and community members to identify and implement coordinated solutions to chronic homelessness.

Original: FY22 Q3
Updated: FY23 Q1
199 HH
c. Maintain and update informational resources, such as the City's Homelessness Solutions web page, about City actions to help the unhoused population, and the scope of services provided to address the challenges of homelessness by the County, State, City, and regional partners. ongoing
200 HH
d. Work to prevent homelessness through a Safe Housing Outreach and Education Program that will provide, among other duties, information about rental assistance programs, eviction protection programs, and new housing opportunities.
ongoing
201 HH e. Pursue a coordinated lobbying strategy to motivate action at the State and regional level, and research and secure additional sources of funding to address local challenges. ongoing 202 HH f. Housing and Homelessness City Staff ongoing
203 3.7 Environmental Protection and Water Quality
204 HH a. Environmental clean-ups in creek and open space areas associated with abandoned personal property and trash (Parks & Rec) Ongoing
205 HH b. Environmental clean-ups in creek and open space areas associated with abandoned personal property and trash (Parks & Rec) Ongoing
206 HH c. Environmental clean-ups in City Parks and public spaces associated with abandoned personal property and trash (Public Works) Ongoing
207 HH d. Environmental clean-ups in City Parks and public spaces associated with abandoned personal property and trash (Public Works) Ongoing
208 3.8 Regional Engagement and Grant Management
209 HH a. Active participation and respresentation of the City in the County's regional strategic planning efforts to develop regional solutions to chronic homelessness. ongoing 210 HH b. Attend HSOC & PACT meetings, support City seat on the Commission, and report status of agenda items back to staff ongoing
211 HH c. Support the Housing Policy and Program section and the Office of Diversity, Equity and Inclusion on homelessness related funding opportunities, such as CDBG, GIA, DEI, and other sources. ongoing 212 3.9 Community Action Team Resources
213 HH a. Expand the current Community Action Team by adding an additional social worker position. ongoing 214 HH
b. Continue to provide public safety services by utilizing the Community Action Team; includes two officers and a social worker. (Costs include existing social worker position, but funding for the position is provided by the County).
ongoing
215 HH c. Continue to provide public safety services by utilizing the downtown bike team. ongoing 216 3.10 Mobile Crisis Unit Pilot Program
Budget Document Pg. 133

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
217 CA a. Pair a crisis worker with an Emergency Medical Technician (EMT) to provide non-emergency response and care to unhoused community members.

Original: FY22 Q3
Updated: FY22 Q4
218 CA b. Implement the program with the goals of reducing emergency dispatch of paramedics and law enforcement to community members who need non-emergency support. ongoing 219 CA c. Engage with the County of San Luis Obispo in the implementation of the pilot program so that if it is successful it can be scaled up and replicated across the region. ongoing 220 3.11 Non-Profit Partner Support
221 HH a. Support non-profit partners in pursuing funding resources, such as CARES Act and Project Homekey grants. ongoing 222 HH b. Support a 25% expansion of the number of beds at the 40 Prado Homeless Services Center. Complete 223 HH c. Continue to expand Safe Parking opportunities and support coordinated regional efforts for Safe Parking, transitional housing, and other shelter resources. ongoing 224 HH d. Ongoing General Fund support to CAPSLO for 40 Prado (includes safe parking, warming center, operational support) ongoing
225 HH e. Bus Token in-kind program to CAPSLO ongoing
226 HH f. General Fund low income utility subsidies Ongoing 227 HH g. Federal CDBG Grant for social services (Provided to CAPSLO to help fund Homeless Services Center operations) ongoing
228 4.1 Provide Sustainability Resources to achieve Council's Adopted Goals 229 CA a. To ensure consistent maintenance and adequate oversight of City Open Space lands, add one net new Ranger Maintenance Worker to maintain level of service standards following recent Open Space acquisitions.

The City's level of service standard for Open Space is 1 Ranger per 1,000 acres.

Complete
230 CA b. To address Ranger Services staffing, recruitment, and retention, convert 5 Ranger Specialist positions (currently limited benefit temporary) to full-time regular permanent positions. Complete 231 CA c. Create a limited term Sustainability & Natural Resources Analyst position to support open space conservation planning, implement Climate Action Plan actions that were established for 2021-23 on time, and support the completion of the Resilient SLO climate adaptation work effort.

Ongoing
232 CA
d. Restore the Sustainability & Natural Resources Intern position to support open space administration and planning efforts and climate action plan implementation efforts, including completion of the Community Forest Master Plan. Costs include $10,000 in Year 1 for minor office retrofits to support the office of sustainability
Ongoing
233 CA e. Hire a CivicSpark Fellow for one year to initiate, complete, and begin implementing a municipal solid waste reduction initiative. Complete
234 CA f. Continue grant writing consulting support to ensure focused and competitive proposals for state, federal, and private grants. Ongoing
235 CA h. Orient the Green Team to support "Lead by Example" implementation, "Resilient SLO" implementation, and all-staff educational efforts. Ongoing
236 CA i. Continue SLO Climate Coalition support to provide a resource for community members to participate in climate action initiatives and build overall community capacity. Ongoing 237 CA j. Convene an inter-departmental staff team to assess and provide recommendations for the Urban Forest Program's future role in advancing sustainability goals and objectives. Ongoing 238 CA k. Continue to monitor the status of the Integrated Waste Management Authority (IWMA) Polystyrene Ordinance and respond as needed and appropriate. Complete 239 4.2 Continue to update and implement the Climate Action Plan ("CAP") for carbon neutrality 240 CA
a. Complete the Biennial Climate Action Plan Update, as called for by CAP Administrative Action 3.

Original: FY23 Q2
Updated: FY23 Q3
Budget Document Pg. 134

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
241 CA
b. Implement the Lead by Example Municipal Operations Carbon Neutrality Plan, as called for by CAP Lead by Example task 1.1. Specific projects include:
- i. Install electric vehicle chargers to support the transition to all-electric fleet vehicles. - ii. Initiate and complete Building and Facility Energy and Decarbonization Study in order to identify and prioritize projects for City facilities.
- iii. Complete installation of lighting retrofits at City Hall and Fire Station 1 using available on-bill financing. - iv. Complete installation of solar panels at the City's Bus Yard, Fire Station 1, and Sinsheimer Pool. - v. Install Transit Facility EV Charging Infrastructure - vi. Review options to further integrate climate action into the 2023-25 Financial Plan.

Ongoing
242 CA
c. Provide for ongoing support for Central Coast Community Energy Policy and Operations Board Members, and engage in staff level policy and program development, as called for by CAP Clean Energy task 1.1. Ongoing 243 CA d. Update the Clean Energy Choice Program for New Buildings for consistency with the 2022 California Building Code update, as called for by CAP Green Buildings task 1.1. FY23 Q2 244 CA
f. Initiate a new grant program to catalyze energy efficiency and decarbonization retrofit projects in existing buildings that will also serve as demonstration and showcase projects, in support of CAP Green Buildings task

2.1. FY23 Q4
245 CA g. Implement organic waste reduction measures required by California Senate Bill 1383, which are also called for by CAP Circular Economy tasks 1.1, 1.2, 1.3, and 2.1. FY24 Q3 246 CA g. Provide support for community electric mobility work being led by the SLO Climate Coalition, in support of CAP Connected Communities task 3.1. FY22 Q2
247 4.3 Continue preservation, maintenance, and enhancement of the City's open space and urban forest 248 CA
a. Working with the Coastal San Luis Resource Conservation District, complete existing planning efforts and pilot program implementation at Johnson Ranch Open Space and City Farm intended to improve soil health and remove and store carbon, as called for at CAP Natural Solutions task 1.1. FY22 Q4 249 CA
b. Complete an Urban Forest Master Plan including a comprehensive update of tree inventory update, assessment of tree canopy coverage, and implementation of an ongoing tracking system, as called for by CAP Natural Solutions task 2.1.

Original: FY22 Q2
Updated: FY23 Q2
250 CA
c. Establish a contract service for enhanced tree pruning and maintenance to ensure the long-term health and vigor of the City's Urban Forest, as well as public safety and identify a strategy for a prioritized replacement schedule for downtown focus trees, and begin implementation in order to ensure the long-term preservation of the Downtown street tree canopy.

Ongoing
251 CA
d. Partner with ECOSLO to support the 10,000 Trees by 2035 goal through a tree planting and maintenance program, as well as continue with the SLO Stewards Docent Program, annual creek clean up efforts, and administration of the SLO Green Business Program.

Ongoing
252 CA e. Actively pursue opportunities to purchase open space lands and permanent land conservation agreements in furtherance of the City's Greenbelt Protection Program. Ongoing 253 CA
f. Update the existing Cerro San Luis Natural Reserve Conservation Plan (2005), including a contemporary natural resources inventory, mapping, policy review, and identification of land stewardship needs and priorities.

Removed
254 CA g. Implement priority projects and actions at Cerro San Luis Natural Reserve consistent with the updated Conservation Plan. ongoing
255 CA
h. Update the existing South Hills Natural Reserve Conservation Plan (2007), including a contemporary natural resources inventory, mapping, policy review, and identification of land stewardship needs and priorities.
2023-25
256 CA i. Implement priority projects at South Hills Natural Reserve consistent with the updated Conservation Plan. 2023-25 257 CA j. Create the Righetti Hill Open Space Conservation Plan in order to guide the long-term protection and appropriate public use of this new City Open Space property. FY23 Q4 Budget Document Pg. 135

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
258 CA
k. Implement priority projects at Righetti Hill Open Space consistent with the Conservation Plan.

Original: FY23 Q4
Updated: FY23/25
259 CA l. Complete installation of adopted trail systems and establish regular Ranger Service patrol at Miossi Open Space.

Original: FY23 Q4
Updated: FY22 Q4
260 CA m. Complete installation of adopted trail systems at the Waddell Ranch addition to the Irish Hills Natural Reserve. FY23 Q4
261 CA n. Continue Open Space education activities including the "hikes with experts" series, Junior Ranger Camp, supporting the SLO Stewards Docents, and ongoing public information and programming.

Ongoing
262 CA
o. Continued implementation by Ranger Service staff of all Open Space maintenance activities including establishing a replacement schedule for Open Space trailhead improvements, as well as replacement or repair of Open Space fencing currently in disrepair, all as set forth in the adopted Open Space Maintenance Plan
Ongoing
263 CA
p. Continued, ongoing Ranger Service patrol of Open Space areas ensuring compliance with the City Open Space regulations, the safety of users, and protection of natural resources values and functions. Ongoing 264 CA
q. Implement Laguna Lake Dredging and Sediment Management and Shoreline Stabilizations Projects in order to begin restoration of the lake for recreation and habitat improvement purposes Complete 265 4.4 Alternative and sustainable transportation
266 CA
a. Establish consistent mode split tracking and reporting method, consistent with performance monitoring recommendations as called for in the Active Transportation Plan and CAP Connected Communities task 1.1. Original: FY22 Q3 Updated: FY23 Q2
267 CA
b. Prepare a Mobility as a Service Study to guide potential implementation of programs and software tools to create an integrated platform linking access to transit, future bikeshare and ridesharing services, as called for in CAP Connected Communities task 1.2.

Original: FY22 Q4
Updated: FY23 Q2
268 CA
c. Prepare a Transit Innovation Study to provide a blueprint to guide the transition to increased service frequency, electrification and feasibility of no-fare service for students, seniors, and others as called for in CAP Connected Communities tasks 4.2, 4.3, and 4.4.

Original: FY23 Q1
Updated: FY23 Q2
269 CA
d. Active Transportation Plan (ATP) Implementation:

Implement infrastructure improvements and programs specifically identified in the City's Active Transportation Plan to improve access, mobility and safety for walking and bicycling citywide. Actions support the CAP Connected Communities task 2.1, ATP. Specific projects and programs within the current work program include:
- i. Plan, Design and Construct the ATP Tier 1 Network
- ii. Construct Minor Bicycle and Pedestrian Access & Safety Improvements - iii. Complete preliminary design and right-of-way acquisition for the Railroad Safety Trail (Tiburon to Orcutt Road)
- iv. Implement complete street improvements as part of 2021 and 2022 Roadway Sealing Projects - v. Continue to monitor trends in the Micromobility industry and feasibility of future SLO Bikeshare Program. - vi. Complete construction of the Broad/Woodbridge Pedestrian Hybrid Beacon crossing Ongoing
270 CA
e. Perform additional sweeping to remove debris and obstructions along sidewalks, shared-use paths, and bike lanes, including use of narrow street sweeping machinery and manual sweeping to clear protected bike lanes, parklets and painted bulb outs. FUNDING IN ECONOMIC RECOVERY 1.4 e-2. Ongoing 271 CA f. Construct sidewalk repairs and new ADA curb ramps to improve access and safety for pedestrians, particularly those with mobility challenges. Ongoing
272 CA
g. Achieve meaningful progress towards the "Vision Zero" goal by implementing recommendations from the City's Annual Traffic Safety & Operations Program, with particular focus on eliminating injury collisions involving vulnerable road users such as bicyclists, pedestrians, seniors and children. Ongoing Budget Document Pg. 136

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
273 CA
h. Construct the Cerro San Luis Neighborhood Greenway Phases 1B and 2, completing the priority bicycle and pedestrian route between Foothill Boulevard and Downtown SLO, including safety lighting and public artwork at the US 101/Chorro Undercrossing
Original: FY22 Q4
Updated: FY23 Q1
274 CA
i. Complete construction of the Orcutt Road/Tank Farm Road Roundabout, reducing congestion and auto emissions and improving access and safety for bicycles, pedestrians and drivers. Original: FY22 Q3 Updated: FY23 Q1
275 CA j. Complete construction of the California/Taft Roundabout, reducing congestion and auto emissions and improving access and safety for bicycles, pedestrians and drivers. FY23 Q4 276 CA k. Install new streetlights throughout the city Ongoing 277 CA l. Install new solar path lights along the Bob Jones and Railroad Safety Trails, utilizing solar options where feasible, to improve safety for active transportation users. Ongoing 278 CA
m. Widen Higuera Street from Bridge to Elks to address collision trends by providing a center left-turn lane and improve bicycle facilities. Original: FY23 Q2
Updated: FY23 Q3
279 CA n. Continue Active Transportation Education and Outreach to encourage safe behaviors for all road users and to encourage interest and use of active transportation modes. Ongoing 280 CA
o. Prepare Feasibility Study for Potential City VMT Mitigation Program, providing a programmatic mechanism to reduce VMT and GHG production of new development projects within the city. FY22 Q3 281 CA p. Continue advancing the electrification of the SLO Transit vehicle fleet, including electrification of buses and bus charging infrastructure. Ongoing
282 CA
q. Replace SLO Transit bus shelters to maintain a quality environment for new and future transit users. Original: FY23 Updated: FY22 Q4
283 CA r. Fund two Transportation Interns to assistance with implementation of sustainable transportation projects and programs. Ongoing
284 CA s. Implement Neighborhood Traffic Management Program to address traffic speeding concerns through local residential streets and collector/arterial streets with fronting residential uses. Ongoing 285 CA t. Preserve and repair pavement surface within SLO Transit Bus Yard FY22 Q4 286 CA
u. Pedestrian & Bicycle Pathway Maintenance: Preserve and repair pavement service along off-street pedestrian/bicycle pathways (RRST from Cal Poly to Taft; Madonna Inn Path; Meadow Park Paths) Ongoing 287 CA
v. Street Reconstruction and Resurfacing: Implement the City's Pavement Management Program, repairing pavement surfaces along roadways throughout the city while leveraging opportunities for safety and multimodal street improvements.

Ongoing
288 CA w. Traffic Sign & Striping: Repair and replace traffic signs and roadway pavement markings to maintain traffic control measures for all road users in a state of good repair. Ongoing 289 CA
x. Development Agreements: Fund the City's share of costs associated with public infrastructure to be constructed by private development projects per reimbursement agreements for the following projects:
- Avila Ranch -- City share of Buckley Road Extension Class I Path - 600 Tank Farm -- City share of Tank Farm/Santa Fe Roundabout, Santa Fe Road Extension, and Design & Right-of-Way for Tank Farm Class I Path
FY23 Q4
290 4.5 Planning and implementation for resilience
291 CA
a. Complete the "Resilient SLO" planning project (Safety Element Update and associated CEQA) to assess community vulnerability to the impacts of climate change and adopt a resilience policy framework in the City's General Plan, as required by California Senate Bill 379.

Original: FY22 Q4
Updated: FY23 Q1
292 CA
b. Following successful piloting at Terrace Hill Open Space, implement and expand vegetation management for fire fuel reduction, as well as to promote soil health and recruitment of native perennial bunchgrasses, using goats and sheep with a professional contractor in order to ensure a safe and effective operation. Ongoing 293 CA
c. Proactively conduct pre-season inspections of the creek system and implement the removal of woody debris, hazardous trees, and other obstacles that could lead to an increased potential for local flooding in accordance with the City's Routine Maintenance Agreement permit issued by the California Department of Fish and Wildlife.

Ongoing
Budget Document Pg. 137

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
294 CA
d. Replace or repair Open Space fencing that is currently in disrepair at Cerro San Luis Natural Reserve, Irish Hills Natural Reserve, Bowden Ranch Open Space, and the Bob Jones Trail. (Includes existing Creek and Flood Protection Staffing resources)
FY23 Q4
295 CA e. Respond quickly to instances when hazardous trees are identified on City Open Space lands or creek areas where the City has a property interested. Ongoing
296 CA
f. Conduct a microgrid feasibility assessment to identify City properties that could add solar, battery storage, and controls to allow operation during times of electrical grid outages as an uninterruptable power supply. FY23 Q4 297 CA
g. Support development of the "Micro Community Collaborative" (MCC) initiative with SLO Climate Coalition, which includes a 1) web platform for community members to learn how they can complete their own sustainability initiatives, and 2) coordinating support to advertise the web platform and support communities of practice throughout the city.

FY23 Q4
298 CA
h. Establish an Open Space Fire Fuel Reduction Crew (part-time staff, 4,000 hours), including procurement of necessary machinery and equipment, in order to ensure that the City's has a reliable means of conducting fuel reduction activities.

Ongoing
299 CA
i. Expand Technical Rescue Team roster from 3 to 6 firefighters to improve the City's open space rescue capabilities and improve self-sufficiency following the first 72 hours of a regional disaster such as earthquake or flood where resources are often limited.

Complete
300 CA
j. Project: Storm Drainage Infrastructure Replacement - capital maintenance and replacement of pipe, culvert and constructed drainage channels to provide increased flood protection and reduced likelihood of loss of property
Ongoing
301 CA
k. Project: Inlet Trash Capture Devices (Water and Wastewater Management Element: The City will manage the collection system to ensure that the proper level of maintenance is provided and that the flow in sanitary sewers does not exceed design capacity.) This annual asset maintenance project addresses capital maintenance and replacement of pipe, culvert and constructed drainage channels to provide increased flood protection and reduced likelihood of loss of property.

Ongoing
302 CA
l. Project: Pismo/Johnson/San Luis Creek Bank Stabilization - San Luis Creek passes under Johnson Avenue near Pismo Street. The creek bank is starting to erode and this project will stabilize the creek bank and protect Pismo Street.

Ongoing
303 CA m. Project: Hydration Stations at Various Parks - funding annually for parks surfacing maintenance and water supply infrastructure including the installation of hydration stations. Ongoing 304 CA
n. Project: Laguna Lake Dredging - rerouting of Prefumo Creek has increased sediment deposits into the lake.

This is a pilot project to ascertain if dredging is a viable solution for Laguna Lake and could become a routine maintenance activity.

Original: FY22 Q2
Updated: FY22 Q3
305 CA
o. Project: Ludwick Community Center - Roof and Solar Replacement (This funding provides for capital maintenance of faculties that will reduce unplanned repair costs and optimize energy use by providing planned equipment replacements and building shell sealing. Benefits of proper infrastructure maintenance reduces the cost of major repairs, increases energy efficiency, and ensures the facilities remain in functional condition.)
Original: FY24 Q2
Updated: FY24 Q3
306 CA
p. Water Treatment Plant Emergency Power - PSPS - additional temporary or permanent emergency generators, requiring engineering design and inspection services, and construction at the Water Treatment Plant, Whale Rock Reservoir, and other water pump stations.

Complete
307 CA
q. Water Treatment Plant - Power Storage Units Tesla Battery Grant - when emergency power is not required for plant operations, the power storage units will allow plant staff to shift power needs during electrical time of use periods having lower electrical rates, and lower carbon emissions associated with the transmission of electrical power. The control module operating the power storage units will also monitor and track energy efficiencies of existing pumps and the plant’s treatment units.

Complete
308 CA
r. Sustainable Groundwater Management Act (SGMA) Groundwater Sustainability Plan (GSP) - collaborate with Groundwater Sustainability Agency (GSA) stakeholders to effectively manage the groundwater basin in the City, which may include preparation of research studies, field investigations, legal documents, grant applications, and regional participation in the development of a GSP.

Ongoing
Budget Document Pg. 138

MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation MCG Task Completion Date
309 CA
s. Mid-Higuera Bypass - this funding provides final engineering design work for this long-planned flood control project between Marsh Street and Madonna Road along San Luis Obispo Creek. Ongoing Budget Document Pg. 139

Section 9: Department Updates
The next section provides an update on each of the City’s ten operating Departments, including Departmental Goals and Performance Measures.

Budget Document Pg. 140

Department Updates Administration and IT
Administration and Information Technology Department
Department Summary and Changes from Financial Plan
The Administration and Information Technology Department is responsible for providing information and recommendations to the City Council, implementing Council policies and programs and managing the day to day operations of the City. It is also the lead department charged with overseeing the implementation of several of Council’s Major City Goals. The department is organized by the Office of the City Manager, Office of the City Clerk, Office of Economic Development and Tourism, Office of Sustainability and Natural Resources, Office of Diversity, Equity and Inclusion, and the Office of Information Technology.

In February, Administration and IT welcomed the City’s first Diversity, Equity and Inclusion (DEI) Manager who will continue to advance DEI priority initiatives in the City organization and community. Several projects have already been completed including a Memorandum of Understanding between Cal Poly’s Office of Diversity and Inclusion and the City that outlines efforts to strategically align and collaborate on DEI efforts. A new DEI section was added to the City’s Legislative Platform and a community speaker series was launched. Looking ahead to the 2022-23 fiscal year, DEI high impact grants will have an extended grant amount of $300,000 to account for the missed cycle due to the delayed onboarding of the DEI Manager.

The City’s Economic Development Program continued to focus on the recovery from the impacts of the pandemic. Initially it was planned to update the Economic Development Strategic Plan (EDSP) in the early part of the 2022-23 fiscal year. Due to several factors, including the unexpected, delayed return to normalcy after the COVID-19 pandemic and the REACH team securing funding to do a region-wide Comprehensive Economic Strategy (CEDS) during the same period, staff determined that it would be more effective to postpone the update six months to ensure the best outcome possible. The City’s Tourism Program through the Tourism Business Improvement District (TBID) continues to be successful in the development and management of the City’s tourism brand through advertising, public relations, community partnerships, and creative content. The City’s Community Promotion program through the Promotional Coordinating Committee (PCC) accomplished the implementation of the modified Grants in Aid (GIA) program including the addition of community workshops focused on advancing sustainability and inclusivity in events. Additionally, the PCC developed a public art promotional plan to support the implementation of the Public Art Master Plan.

The City’s Communications Program has been more active than ever, utilizing more graphics and videos to communicate information as well as new features including staff highlights and City meeting summaries. The number of news releases distributed will likely not reach the 2021-22 target, but the City’s overall reach has expanded due to the increased use of additional channels such as social media and direct emails which do not always have a corresponding news release. As part of the 2022-23 fiscal year, the Communications Program will develop a crisis communications plan for the City, update the Public Engagement and Noticing (PEN) Manual, and develop a communications plan to be implemented in the 2023-25 Financial Plan.

The Office of Sustainability and Natural Resources has been active with preparation of the Climate Action Plan 2022 Update including a public engagement process, participating on the Resilient SLO climate Budget Document Pg. 141

Department Updates Administration and IT
adaptation planning process together with the Community Development Department, the Clean Energy Program for New Buildings update and the Better Buildings SLO retrofit program, as well as activating the Green Team for implementation of the Municipal Climate Action Plan. Staff are also continuing work on a suite of conservation easement projects that are anticipated to permanently protect valuable open space and natural resource values in areas throughout the City’s Greenbelt. Other key work items have included completion of the carbon sequestration study for Johnson Ranch Open Space and City Farm in partnership with the Coastal San Luis Resource Conservation District and progress towards the Urban Forest Master Plan.

The City Clerk’s Office completed an annual training for Advisory Body Members, ensured compliance with several City-wide regulatory mandates and is prepared to implement hybrid meetings for City Council, and Planning Commission in fiscal year 2022-23. The Clerk’s Office is also prepared and ready to conduct the November 8, 2022, Municipal Election for Mayor and two Council Member seats.

Rounding out the department is Information Technology which provides the network and information technology infrastructure, support, training, policy and technology strategic planning. The Information Services (IS) Team is working on three Cityworks-related projects: Whale Rock addition to Cityworks, Velosimo Springbrook-Cityworks integration, and IT Pipes upgrade. The IS Team is also revamping the “Web GIS” to improve sharing of information and enhance collaboration among several different departments and other agencies. The Network Services (NS) Team added additional redundancy to backups to protect from ransomware and other threats, which accounts for the increase in data backed up.

The department is not proposing any work program changes from the Financial Plan and will continue its contribution to the City’s strategic goals and departmental objectives.

Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.

Objective Measure 2021-22
Target
2021-22
Projected
Actual
2022-23
Target
Provides City-wide
communications to the
community.

Strategic Goal: Citywide
Communications
Open City Hall Participant
Satisfaction Rating 90% 94% 90%
# of City News Releases1 150 115 175
1 Actuals for FY21 includes COVID-19 County Press Releases sent by the City. From FY15 through FY20, the City averaged 143 City News Items per year and the program is now investing more in additional communication channels such as social media and direct emails which do not always have a corresponding news release.

Budget Document Pg. 142

Department Updates Administration and IT
Objective Measure 2021-22
Target
2021-22
Projected
Actual
2022-23
Target
Provides reliable IT resources
to the organization and
community.

Strategic Goal: Information
Technology
Maintain City Network Reliability
Uptime Status 99.9% 99.9% 99.9%
Data backed-up in Gigabytes 173,000 335,000 173,000
Number of GIS layers maintained 905 920 905
Economic Stability
Strategic Goal: Economic
Recovery and Stability
Contacts with businesses regarding
starting, expanding, and/or staying
in the City
75 822 75
One-time funds used for direct aid to
local businesses and non-profits $500,000 $500,000 3 $250,000 Supports our commitment to
sustainability and provides
open space resources to the
community.

Strategic Goal: Climate
Action, Open Space, and
Sustainable Transportation
# of Green Team4 Meetings 10 10 10
# of Open Space Conservation Plans
that will guide the long-term
protection and stewardship of
natural resource values while
guiding appropriate public use
1 - 1
Strengthens the City’s
commitment to advancing
Diversity, Equity and
Inclusion
Strategic Goal: DEI
# of City-wide DEI Trainings Offered5 10 22 12
Funds for High-Impact DEI Grants
Awarded6 $150,000 $0 $300,000
2 At the time of writing there were approximately 66 contacts and based on the average number of contacts per month we will end slight ahead of the target.
3 Due to the delayed conclusion of the pandemic and timing issues approximately $50,000-$75,000 of the funds may be carried over to FY 2022-23 to complete projects developed in 2021-22. 4 The Green Team is a cross-departmental collaborative body that helps guide the approach of the CAP Pillar ‘Lead By Example: Carbon Neutral City Operations’. As noted in the Major City Goal Work Program, in 2021-23, the Green Team will focus on implementing the carbon neutral municipal operations plan, completing the Resilient SLO project, and facilitating all-staff sustainability training. 5 Includes DEI intro/info sessions held in July and Augut 2021 with almost all functional teams. “City-wide” trainings will increase once the DEI program is fully established. 6 FY 2022-23 DEI high impact grants will have an extended grant amount of $300,000 to account for the missed grant cycle in FY 2021-22.

Budget Document Pg. 143

Department Updates City Attorney
City Attorney Department
Department Summary and Changes from Financial Plan
The attorneys and administrative staff of the City Attorney Department continue to provide sound, thorough legal advice and services to the City Council, advisory bodies and City staff to support legal compliance and reduce exposure to liability; to advance most, if not all, Major City Goals and other important City objectives; and to maintain the core department objectives of completing efficient and reliable document review; providing and/or managing qualified counsel; and coordinating the administrative citation appeals hearing, claims review, and public record request legal review processes.

The 2021-23 Financial Plan was adopted with the short-term goal of keeping the department staffed in a manner sufficient to maintain the necessary level of service delivery while launching, participating in, and concluding a department organizational assessment. The temporary and contract supplemental staff of the department have done an excellent job of quickly getting up to speed, asking good questions, and supporting the department’s functions throughout an assessment process which has, unfortunately, dragged on months past its estimated completion. At mid-year, Council approved the addition of three regular staff positions based on the draft recommendation of the assessment and doubling the number of full-time, regular staff assigned to the department. Recruitment for the first of those three positions has begun and everyone is excited to begin onboarding and mentoring long-term, regular staff.

While the Financial Plan had been constructed intending to transition new staff in January 2022, and a delayed organizational assessment was not foreseen, the department intends to meet the challenge of this delay and begin onboarding new staff in June 2022. Various temporary support functions have been implemented to make the onboarding/transition process manageable - for the time being, code enforcement will be handled by outside counsel, who provides similar services for other local cities, which will allow the department attorneys to focus on larger, more complex issues and avoid time wasted waiting in court for hearings to be called; the part-time temporary Assistant City Attorney, who has been with the City for several years, will continue in a part-time role, but hopefully work on assignments that utilize his experience and strengths; and new matters and work efforts will continue to be analyzed for efficient completion by outside counsel and funded, when applicable, by developer or applicant funds.

Litigation and claims have intensified during the year, including challenges to housing development approvals, cannabis regulatory actions, and police civil rights actions. Despite overwhelming success in defending the City against a variety of meritless cases, the management and support for the City’s defense has demanded an unfortunately disproportionate level of staff and attorney time, and public financial resources. Regardless of the time and attention such matters have required, staff have continued to provide legal advice and support to Council and staff throughout the organization to help advance, or bring to completion, dozens of important projects, including:
• The implementation of SB 1383’s solid waste mandates and reorganization of the Integrated Waste Management Authority, which required the drafting and review of the joint powers agreements, ordinances, franchise agreement amendments, and rate setting documents. • Negotiation with the County regarding satisfaction of RTA’s conditions of approval related to future construction of the Elks Lane realignment.
• Reached a significant milestone in the Citywide Contract Templates project by drafting and updating seven new contract templates to be used Citywide, developing staff training materials, Budget Document Pg. 144

Department Updates City Attorney
and creating a Contracts SharePoint site where all City staff can access approved templates and training materials.
• Drafted and negotiated the agreement for the City’s nearly $4 million grant to the SLO Reparatory Theatre to assist in the construction of SLO Rep’s new facility. • Assisted Planning staff with completing the City’s 6th Cycle Housing Element. • Amendments to the City’s cannabis regulations
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.

Strategic Goals Measure
2021-22
Target/
Expected
Volume
2021-22
Projected
Actual
2022-23
Target/
Expected
Volume
Timely and Responsive
legal advice and
support
Strategic Goal:

Department Objectives
Administrative Citation Appeals
Received by the City 150 117 1201
Appeals closed without need of a
hearing2 25 35 25
City assisted corrections to defective
appeals to allow access to hearing 15 19 15
City facilitated hearings on the record
without need for personal appearance
by Appellant
50 29 403
# of hearing days scheduled 7 11 7
Legal Training &
Compliance
Strategic Goal:

Department Objectives
# of Council, Staff, and Advisory Body
legal trainings, legal updates, and
compliance advisory sessions
12 64 12
Municipal Litigation &
Prosecution
Management
Strategic Goal:

Department Objectives
Percentage of Claims Resulting in
Litigation <5% 9%5 <5%
Liability Claims Against the City
Reviewed/Managed 70 67 70
1 The exponential increase in appeals that occurred related to the enforcement of COVID-19 health orders (April 2020 to Summer 2021) appears to have subsided so, target being lowered closer to previous year amounts 2 Closed in some way that did not include a decision being issued (e.g. withdrawn by appellant, untimely filed, voided by the issuing department)
3 The reduced volume of appeals received will translate into fewer that can be decided without a hearing so, reduction made to this target as well
4 The ongoing time and attention demanded by the organizational assessment and the delay in bringing that effort to a close (so its staffing and other recommendations could be implemented) has reduced the amount of time available for planning and presenting these legal training sessions. 5 This high percentage is from six cases. Five of those are: a person injured during after-hours, reckless use of a City park; an unfair labor practices charge; a writ petition to force the City to permit a disqualified cannabis business applicant; damage done to a gas main during a contractor’s work for the City; and a writ to force the issuance of a permit for a yard structure built in violation of the building code. The sixth lawsuit was known to not involve the City but was filed to include it anyway out of the plaintiff’s abundance of caution. The City was recently dismissed from the case following production of discovery responses that supported its non-involvement.

Budget Document Pg. 145

Department Updates Community Development
Community Development Department
Department Summary and Changes from Financial Plan
The Community Development Department includes the Administration, Housing Policy and Programs, Planning, Engineering, and Building & Safety divisions which develop, implement, and track guiding policies in the City's General Plan. Plans for new construction are reviewed through planning applications to ensure compliance with City standards and policy objectives. Construction is supported through implementation of zoning, building, and engineering codes and through coordination with a wide variety of City departments. The Community Development Department provides service to the community directly at its public counter and services offered on‐line on the City’s website. The department helps maintain the health and safety of the community directly through code enforcement activities, and indirectly by guiding the City's urban form from concept to construction.

All divisions within the department have done an exceptional job of handling high workload with a few experiencing numerous employee vacancies. Some of these areas of consistent or increasing workload include reviewing planning applications, public improvement projects, code enforcement violations, building inspections, and building permits. Additionally, the department processed numerous agreements for the City’s affordable housing portfolio, created Objective Design Standards, updated the Zoning Regulations, and made significant progress on updating the Inclusionary Housing Ordinance and developing the Homelessness Strategic Plan.

Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.

Objective Measure 2021-22
Target
2021-22
Projected
Actual
2022-23
Target
Affordable housing production
Strategic Goal:

Housing
Number of affordable housing units
secured through entitlements or
construction
50 1121 50
Provide Excellent Customer Service
Strategic Goal:

Other Department Objectives
Customer survey response positivity
rate 95% 91% 80%2
1 The number of affordable housing units that have been secured is higher than anticipated due to the sporadic timing in the entitlement process that is hard to project. 94 of these units are from a single development project that received a land dedication to produce 100% affordable housing units and a density bonus. 2 Reducing due to a discrepancy with the initial target and changing to the Customer Satisfaction Score (CSAT) standard.

Budget Document Pg. 146

Department Updates Community Development
Objective Measure 2021-22
Target
2021-22
Projected
Actual
2022-23
Target
Ensure a Safe Community
Strategic Goal:

Housing
Percent of Code Enforcement cases
investigated on-time: First Tier - 24
Hours, Second
Tier - 2 Days, and Third Tier - 3-5
Days
85%
85%
85%
Development Review activities
Strategic Goal:

Other Department Objectives
The target goal of meeting cycle
times 75% of the time reflects an
increase in more complex and
resource intensive development
review activities.
75% 78% 75%
Building Inspections
Strategic Goal:

Economic Stability
Percent of inspections performed the
next working day 85% 96% 903%
3 Increasing target based on success of next-day inspections.

Budget Document Pg. 147

Department Updates Finance
Finance Department
Department Summary and Changes from Financial Plan
The Finance department is tasked with safeguarding the City’s resources and fiscal health by implementing financial policies, procedures, and reporting systems to serve the citizens and enable operating departmens to achieve their objectives. Finance plays a key role in the City’s Economic Stability and Recovery Major City Goal by developing strategies to reduce pension unfunded liabilities and enhancing the City’s financial system to support accurate and timely accounting processes. With the passage of Measure G-20, the City’s budget increased by about $15 million annually, requiring two fulltime staffing positions to be added with the Financial Plan to help right-size the department resources with the growth and service demands of the City organization.

For the first time in over two years, the department is fully staffed and looks forward to redistributing workload which will help staff deliver on core services and objectives more efficiently. The department continues to make progress on its strategic goals such as improving the Oracle ERP and HCM systems in coorindation with IT. The City was also able to make it’s planned $12.4 million additional downpayment to CalPERs which will help achieve the City Council directed goal to reduce the pension unfunded liabilities.

On May 17th, the Council adopted a resolution updating the City’s Purchasing Policy including considerations for a Local Preference and Sustainability in procurement.

The department is not proposing any changes from the Financial Plan and will continue its contribution to the City’s strategic goals and departmental objectives.

Performance Measures
Objective Measure 2021-22
Target
2021-22
Projected
Actual
2022-23
Target
Enables & enhances transparency,
accountability & integrity.

Strategic Goal: Fiscal Policies
# of calendar days following year-end until
CAFR is issued 170 180 170
# of audits/reviews conducted/ # of
additional agreed upon procedure audits
performed
2/2 2/2 2/2
Protects & prudently manages its
financial resources.

Strategic Goal: Fiscal Policies
# of funds within fund balance
requirements/ total funds with fund
balance requirements
8/8 8/8 8/8
Net direct debt per capita (General Fund) $44 $42.4 $42.3 Twelve-month total rate of return/City
portfolio 3% -0.76%1 3%
1 Based on the February 2022 Investment Report. While ultimately the City aims for a long-term rate of return of 3%, market volatility can cause swings from year to year. This was especially true during the pandemic years due to the Fed’s monetary policy to assist economic activity and recovery. The 3-year average is currently 2.7%. As a government entity, the City’s primary investment objective is to achieve a reasonable rate of return on public funds rather than the maximum generation of income, which could expose the City to unacceptable levels of risk.

Budget Document Pg. 148

Department Updates Fire
Fire Department
Department Summary and Changes from Financial Plan
In addition to providing exceptional and compassionate emergency response, the Fire Department embraces inclusive fire prevention and education strategies that include fire and life safety inspections, plan review services, fire/arson investigation, fire safety and public safety education, and disaster preparedness classes. The Department’s vision is to be a progressive organization that leads the community in public safety and preparedness demonstrated through an unwavering commitment to the protection of lives, property, and the environment. The service provided will be of the highest quality recognized against local, state, and federal standards.

The fire department has six major programs to ensure the community continues to receive exceptional service: Fire Administration, Emergency Response, Fire Prevention, Fire Training, Fire Apparatus Fleet Service and Emergency Management. At mid-year of fiscal year 2022, the City Council funded two new positions to support the Emergency Management and Fire Prevention programs; one full-time emergency manager and one half-time fire inspector, and also authorized the use of the public safety equipment fund to purchase needed rescue equipment for Emergency Response. The Emergency Manager position was funded through the Local Revenue Measure as disaster preparedness was identified as a community priority and the half-time Fire Inspector cost was offset through over-realized fire and life safety inspection program revenue.

The department is not proposing any additional changes from the adopted 2022-23 budget that was adopted with the 2021-23 Financial Plan and will continue its contribution to the City’s strategic goals and departmental objectives.

Continued on next page
Budget Document Pg. 149

Department Updates Fire
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.

Objective Measure 2021-22
Target
2021-22
Projected
Actual
2022-23
Target
Deliver Timely Emergency
Response to ensure rapid care and
hazard mitigation.1
Strategic Goal: Other Department
Objectives
Meet the Response Time objective as
defined by General Plan
Safety Element of 4 minutes to 95% of all
lights-and-siren
emergencies in the City.
4:00 5:59 4:00
Meet the Total Response Time (TRT) goal
of 7 minutes or less to 90% of all lightsand-siren emergencies in the City as defined by the Department’s Master Plan.

TRT Includes Call Processing Time,
Turnout Time, and Travel Time.
7:00 8:31 7:00
Meet the Call Processing Time goal
of 1 minute or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
1:00 1:38 1:00
Meet the Turnout Time goal
of 2 minutes or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
2:00 3:11 2:00
Meet the Travel Time goal
of 4 minutes or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
4:00 5:20 4:00
Provide timely service to the
development community.

Strategic Goal: Housing
% of Fire Department Development
Review activities
completed within published cycle times.
80% 69%2 80%
1 While the Fire Department did not meet the response time performance targets in 2021-22, the target remains unchanged in 2022-23 due to National Fire Protection Association recommended standards. The fire department is working to implement process improvements based on data analysis to help improve turnout times. Additionally, COVID-19 call screening and additional PPE requirmenets have impacted the speed of both call processing times and turnout times. Fire department staff will continue to work with Police Department staff to help improve call processing time. Travel time is the most difficult time to improve in the short term as they are impacted by road construction, traffic, roadway design changes, and expanded response zones due to annexations in the southern end of the City.
2 The Fire Department expects the development review perfmornace measure to increase substantially with the addition of a ½ time fire inspector that should be filled before August 2022.

Budget Document Pg. 150

Department Updates Human Resources
Human Resources Department
Department Summary and Changes from Financial Plan
The mission of the Human Resources (HR) Department is to help employees realize their full potential so they can effectively serve the community. HR provides support throughout the organization on benefits administration and compensation, recruitment, labor relations, performance management, training and development, and legal compliance. HR also is responsible for promoting wellness, safety, and risk management to support a healthy and safe workplace and reduce costs related to injuries and illness.

As approved in the 2021-23 Financial Plan, four FTEs have been added to the HR department to address the complexities of a growing organization. The additional positions will enable HR to continue to meet the City’s recruitment and retention goals and anticipated timelines. Fortunately, staff, who have been hired to date, have helped to provide the capacity to oversee compliance with COVID-19 responsibilities during a surge in cases at the beginning of 2022, and to respond to the largest volume of turnover the City has experienced in over 20 years. In a six-month period, 25% of the organization shifted for reasons evenly divided among resignations/retirements, promotions/transfers, and to fill new positions. Since the beginning of the fiscal year, over 3,000 applications were received, more than 100 recruitments took place, and nearly 120 employees were onboarded. During this time, staff expanded the onboarding process by offering a variety of trainings for employees in the City’s Leadership and Learning Academy, created a Supervisor Toolkit to set up new leaders for success and hosted Quarterly Management Meetings. The City recently went live with employee self-service for Open Enrollment to reduce the use of paper forms and further improve the process and maximize the use of technology.

Staff completed a Benchmark Compensation Study for the City’s unrepresented Management and Confidential groups and the San Luis Obispo City Employees’ Association (SLOCEA). The results of the study have been incorporated into a three-year successor resolution for unrepresented staff and are incorporated into negotiations discussions with SLOCEA as the existing Memorandum of Agreement expires on June 30, 2022. The Department also concluded its search for the City’s first Diversity, Equity, and Inclusion Manager. Staff, in partnership with the DEI Manager, have made progress on many strategics included in the DEI major city goal.

Due to the increased demands for recruitment and onboarding new staff members across the organization, the percentage of on-time employee evaluations did not achieve the target for FY 2021-22; however, is still at 80% of on-time evaluations. Higher value workers’ compensation and liability claims required a transfer from the Insurance Fund to cover related expenses; however, the Insurance Fund was structured to manage such fluctuations and remains robust. Staff will continue to seek ways to reduce workers’ compensation claims costs and recently initiated a Company Nurse program so when staff are injured, they can seek immediate assistance from a health care professional. In addition, the functional mobility program for firefighters has continued throughout the pandemic with specialized training to minimize work-related injuries. Since the program began in fiscal year 2018-19, the department has seen a 40% decrease in days lost from work. Specifically, days lost from work has declined from 769 days from fiscal year 2018-19, to an average of 315 days in the subsequent three fiscal years.

Overall, the Department focused on and achieved its highest priority goals and will operate within the parameters of the approved Financial Plan for the remainder of the 2021-2023 budget cycle.

Budget Document Pg. 151

Department Updates Human Resources
Performance Measures
Objective Measure 2021-22
Target
2021-22
Projected
Actuals
2022-23
Target
Integrated HR Services
(Strategic Goal)
Average days between injury and workers’
compensation claim filed. 4 4 3
Achieved lower severity of workers’
compensation claims than the risk pool Yes Yes Yes
Liability claims payments under the SelfInsured Retention amount. Yes Yes Yes Employee Development &
Growth
(Strategic Goal)
Percentage of on-time employee performance
evaluations 95% 80% 95%
Percentage of internal promotions 40% 42% 40%
Training sessions coordinated 35 35 35
Engaged and Aware Culture
(Strategic Goal)
Number of policies communicated 5 601 5
Informational sessions coordinated 80 300 90
1 Throughout the COVID-19 pandemic and due to the influx of hiring, Human Resources staff have communicated significantly more policies than targeted. The communicated policies included the ever-changing rules for employees related to COVID-19 compliance and onboarding supervisors and employees to the organization.

Budget Document Pg. 152

Department Updates Parks and Recreation
Parks and Recreation Department
Department Summary and Changes from Financial Plan
The Parks and Recreation Department is committed to providing quality parks and facilities (such as the SLO Swim Center, Damon‐Garcia Sports Complex, and Laguna Lake Golf Course) where recreation programs, special events, activities for youth and seniors, cultural and educational opportunities occur in an effort to encourage wellness and develop community through leisure, cultural, and social pursuits. The Department also protects and preserves the City’s natural resources and open spaces.

The Community Services Division hasreturned to hosting in-person community events. Given the resource-intensive nature of the SLO Triathlon, as well as a reduction in participant registrations, the City will discontinue hosting the event. This will allow Community Services staff to reallocate staff resources previously dedicated to the SLO Triathlon toward weekly community building and more cost-effective neighborhood pop-up events at local parks and neighborhoods. The Community Services Division will also be adding a series of five-week summer sports camps during the summer months (mid-June thru mid-August)and expand to year-round Youth Sports clinics, add a “Concerts at the Jack House” series, and the return of the Monster Skate series at Santa Rosa Park.

As approved at Mid-Year, this spring, Parks and Recreation will be hiring a full-time Community Services Coordinator to support enhanced senior programming, oversee the Community Gardens program, manage the expanding Contract Class program, and support the Community Services division. The Department will also be hiring a Volunteer Services Coordinator position (full-time, contract position) in FY2022-23 to manage a citywide volunteer program to ensure consistent marketing, recruitment, tracking of hours, risk management, recognition events, and centralized program area support, as well as providing coordination with local service groups, academic and other community partners.

Changing needs at San Luis Coastal Unified School District have impacted Youth Services programming in FY2021-22. Staff has gradually expanded offerings to serve all previous five school sites (C.L. Smith, Hawthorn, Pacheco, Sinsheimer, and Bishop’s Peak). Additional programming has included expansion in support of the teacher workdays, minimum days, and academic breaks. The division is growing its scholarship program to better serve disadvantaged families, thanks in part to a stipend from the California Department of Social Services.

The Laguna Lake Golf Course will increase service by adding course marshal shifts to better provide customer support and security. Additionally, due to an aging facility, supplemental maintenance worker shifts are added to support the overall maintenance of the course (the Golf Budget Document Pg. 153

Department Updates Parks and Recreation
Maintenance Crew Coordinator has had to fill in for supplemental shifts in FY 2021-22).

Rainstorms in the winter damaged the Golf Pro Shop, rendering it unoccupiable as of December 2021. An abatement, remediation and repair project is scheduled to conclude by October or November 2022. The course welcomed a new concessionaire, Zen Dogs, which will provide a new revenue stream, as they initially operate out of their food truck and eventually serve customers out of the Golf Pro Shop upon its reopening.

Aquatics programming continues to return to normal operations with the lifting of pandemic guidelines, as well as increased staff recruitment efforts scheduled in FY2022-23. The division will expand programming with recruitment of a new Special Swim Instructor for warm water exercises.

Ranger Service has expanded its educational programming in FY2021-22 with more environmental education videos, Ranger-led interpretive hikes, and expanding to add a third session of the Junior Ranger camp, all of which the division expects to sustain in FY2022-23.

Additionally, in FY2022-23, Ranger Service will be opening the new Righetti Open Space to the public and unveiling new trails in Irish Hills Open Space and Miossi Open Space (including a connection to the Poly Canyon trail). The division has experienced challenges in hiring and training part-time open space techs to support the fuel management and wilderness urban interface (WUI), which may continue in FY2022-23.

The Public Art Program has had much success through the Department’s partnership agreement with San Luis Obispo Museum of Art (SLOMA) with the addition of the two murals, temporary sculptures, and the upcoming Tank Farm/Orcutt roundabout sculpture. Major sculpture maintenance projects are also in the works (Flames of Knowledge and Oh Great Spirit). The next phase of the Utility Art Box projects is scheduled to begin in late spring/early summer 2022.

Budget Document Pg. 154

Department Updates Parks and Recreation
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.

Objective Measure 2021-22
Target
2021-22
Projected
Actual
2022-23
Target
Provide inclusive, accessible programming
that serves the whole community.

Strategic Goal: Programming is Directed
to Diverse Users (P&R Strategic Plan Goal),
DEI and Economic Vitality MCGs
# of Department Community
Events 20* 16 20
# of non-profit permitted Facility
Uses 120 60 120
# of program registrations 3,200 2500 3,500
# of program offerings 300 325 320
# of childcare spots filled/offered 1085 /1085 1150 1100 /1100 # of children receiving subsidy
51 CAPSLO
27 City
scholarship
44 CAPSLO
27 City
scholarship
51 CAPSLO
27 City
scholarship
In Coordination with Public Works, engage
the public to prioritize new and revitalized
Recreational Amenities
Strategic Goal: Expand Parks & Facilities
(P&R Strategic Plan Goal), MCG Economic
Stability
# of public outreach meetings 6 8 6
# of updated or new parks and
amenities in process 4 4 5
Creates and fosters a sense of community
through citizen involvement
Strategic Goal: Maximize Community
Resources & Collaborations (P&R Strategic
Plan Goal)
# of volunteers/hours 100/400hrs 50/300
hours 400/1200hrs
# of temporary Public Art or
Cultural Art Events 5 5 5
Leverage technology to engage the
community and promote program
offerings
Strategic Goal: Programming is Directed
to Diverse Users (P&R Strategic Plan Goal)
# of Instagram followers 6,700 6,260 6,900
# of Facebook followers 4,890 3,890 4,300
# of Virtual Program Offerings 15 1 15
Open Space Preservation and
Enhancement
Strategic Goal: Nurture Open Space (P&R
Strategic Plan Goal), Climate Action MCG
# of miles of Open Space trails
maintained 61 62 63.5
# of staff hours dedicated to fuel
reduction 2,500 1665 2,500
# of encampment site clean-ups
removed from Open Spaces 60 268 60
*The Department held fewer Community Events due to COVID restrictions.

Budget Document Pg. 155

Department Updates Police
Police Department
Department Summary and Changes from Financial Plan
The Police department is responsible for maintaining a safe city by working in partnership with the community. Goals of the department are to protect life and property, prevent and reduce crime, and improve the quality of life for residents and visitors alike. The department has two bureaus; Administrative Services and Operations. Administrative Services includes the following work divisions: Administration, Investigations, Communications, and Records. The Operations bureau includes Patrol, Traffic Safety, and Neighborhood Outreach.

The department plays a supporting role in the following Major City Goals for the 2021-23 Financial Plan:

Economic Recovery, Resiliency & Fiscal Sustainability, Diversity, Equity & Inclusion, Housing and Homelessness, and Climate Action, Open Space and Sustainable Transportation. A significant achievement in FY 2021-22 has been hiring new employees to fill several department vacancies primarily in dispatch and patrol. Since September 2021, the department has hired fifteen employees in total.

The department is not proposing any changes from the Financial Plan and will continue its contribution to the City’s strategic goals and departmental objectives.

Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.

Objective Measure 2021-22 Target
2021-22
Projected Actual 2022-23 Target
Reduce Crime
Strategic Goal: Economic
Recovery, Department Mission
# of total Part I Crime
by year.1 1,825 2,069
(actual for 2021
calendar year)
2,050
Provide safe roadways for
pedestrians, vehicles, and
bicyclists. # of total traffic
collisions.2
Vehicle: 500 Vehicle: 399 Vehicle: 450
Pedestrian: 30 Pedestrian: 32 Pedestrian: 25
Bicycle: 42 Bicycle: 36 Bicycle: 35
1 Part 1 Crimes include: homicide, forcible rape, robbery, aggravated assault, burglary, and motor vehicle theft. Figures shown represent calendar year. The increase in Part 1 crime is directly attributed to low crime data in 2020 due to COVID-19, and changes in jail booking and bail policies that reduced the ability of Law Enforcement to book criminals in County Jail. 2 Traffic Collision data is shown by calendar year. 3 Grant funding was capped to only allow 8 traffic enforcement operations in 2021-2022. The initial estimate of 15 operations was based on the funding received in the prior grant year.

Budget Document Pg. 156

Department Updates Police
Objective Measure 2021-22 Target
2021-22
Projected Actual 2022-23 Target
Strategic Goal: Patrol
Objectives, Department
Mission
# of targeted
enforcement
operations conducted
under the Office of
Traffic Safety Grant per
year
DUI Checkpoints: 2 DUI Checkpoints: 2 DUI Checkpoints: 2 DUI Saturation
Patrols: 30
DUI Saturation
Patrols: 28
DUI Saturation Patrols:
24 Traffic Enforcement
Operations: 15
Traffic Enforcement
Operations: 3 8
Traffic Enforcement
Operations: 12
Motorcycle Safety
Enforcement: 2
Distracted Driving
Enforcement: 7
Distracted Driving
Enforcement: 10
Bicycle &
Pedestrian
Enforcement: 6
Bicycle & Pedestrian
Enforcement: 5
Bicycle & Pedestrian
Enforcement: 6
Reduce Homeless related Calls
for Service through proactive
engagement.

Strategic Goal: Economic
Recovery, Department Mission,
Patrol Objective
# calls related to
homelessness3 7200 7441 7000
# of unique individuals
contacted by CAT 600 541 600
# of Family & Agency
Reunification 60 27 35
# of Local Permanent
Housing 28 18 31
# of major camp
cleanups 10 344 12
# of Mental
Health/Substance
Abuse Treatment
Referrals
160 124 130
3 All stats related to homelessness are based on calendar year. 4 Total for major clean ups represents data from City Parks and Public Works; all clean ups involved the City contractor 2M.

Budget Document Pg. 157

Department Updates Public Works
Public Works Department
Department Summary and Changes from Financial Plan
The mission of the Public Works Department is to preserve and enhance City infrastructure for an accessible, safe, and inclusive community experience. This is accomplished through two focuses: providing safe mobility options and the continued enhancement and maintenance of the City’s infrastructure. The mission of the department is rooted in ensuring a high quality of life, community safety, health, and wellness. Progress toward this goal is illustrated in the department’s performance measures.

Staff exceeded most of the FY2021-22 goals despite constraints brought about by the COVID-19 Pandemic and organizational transitions. The CIP Project Engineering program successfully managed the 2021 Downtown Paving project and continued to deliver priority capital projects despite being short-staffed and the recent expansion of the capital budget due to the passage of Measure G20. To expand the capacity of the CIP Project Engineering team, four new positions were approved with the FY2021-22 Mid-Year report. In addition to these positions staff is requesting one more position intended to expand the capacity of the Department’s Transportation Planning and Engineering program to deliver capital projects. This position will take over the supervisory duties related to Signal Maintenance thereby increasing the available time for Transportation Planning and Engineering program to assist with the planning, design and construction of capital projects. Since the onset of the pandemic, staff has continued delivering capital projects, managed the OpenSLO program, and worked on the development of a new permanent program for parklets. Additional staff support is needed to continue these previously mentioned work efforts and adding a maintenance supervisor to assist with Signal Maintenance duties will reduce demands on the Transportation Planning and Engineering Program and provide support for the Signal Maintenance Program. The additional maintenance supervisor is included as an SOBC for Council’s consideration and shown on page 21.

Similarly, the Department’s maintenance divisions have continued to perform their primary functions in addition to increased maintenance in the downtown associated with higher use due to the COVID-19 pandemic and the City’s focus on “clean, safe, and beautiful”. To support these efforts, additional positions were approved in the FY2021-22 Mid-Year report to expand the capacity of the Streets and Sidewalk Maintenance division to ensure downtown cleanliness and safety. The maintenance divisions have also been working through supply chain and inflationary issues that have resulted in higher costs and longer lead times than originally anticipated. The Department has sought to offset unforeseen constraints and seize opportunities to ensure the continued pursuit of its mission throughout the first year of the 2021-23 Financial Plan, however, a similar set of circumstances is anticipated in FY2022-23.

Performance Measures on next page
Budget Document Pg. 158

Department Updates Public Works
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.

Objective Measure 2021-22 Target 2021-22
Projected Actual
2022-23
Target
Proactively enhances traffic safety
by providing a system of safe,
reliable, and well-maintained
roadways, sidewalks, traffic signals
and streetlights.

MCG: Climate Action
Strategic Goal: Enhance Safe &
Efficient Transportation (PW
Strategic Plan)
Pavement Condition Index 74 71(1) 74
Bicycle network in total
miles (Class I/II/III/IV) 12.4/28.9/24.6/2.1 12.1/29.3/25.0/1.2 14.7/31/24.8/4 Street miles maintained 135 135 137
Enhance the City’s Urban Forest
and maintains visually appealing
public spaces.

MCG: Climate Action
Strategic Goal: Proactively Manage
Assets (PW Strategic Plan)
# of trees maintained 20,250 14,000(2)i 20,500
Total acreage of park
inventory 583 585 585
Provide high quality services to the
community through efficient and
effective delivery of capital
improvement projects and
management of the City’s
infrastructure.

MCG: Economic Recovery
Strategic Goal: Connect with our
Community (PW Strategic Plan)
Total value of CIP Managed $59M $66M $64M
1 After pavement maintenance work is completed, the roadway’s PCI increases to approximately 100.

The City’s PCI average will increase after completion of this summer’s pavement maintenance project which will be completed in pavement area 5 and 6 which is approximately 20% of the City’s roadways. 2 The Urban Forest Services Program recently complete an audit of the Urban Forest in the Streets and Parks setting. The urban forest number of managed trees has been aligned with maintenance program scope of service. Many trees in the City’s open space have been removed from the Urban Forest Services maintenance metrics as these trees are maintained by the Parks and Recreation Departments Ranger Services Program.

Budget Document Pg. 159

Department Updates Utilities Department
Utilities Department
Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources, and evaluate departmental performance in meeting San Luis Obispo’s goals and objectives.

Objective Measure 2021-22
Target
2021-22
Projected
Actuals
2022-23
Target
Manage Assets Responsibly &
Transparently
Strategic Goal: Public Stewardship
Grant and partnership
dollars to be obtained to
offset rates1
$4,454,168 $3,304,040 $1,395,000
Minimize number of
Customers Shut-Off for
Nonpayment2
500 150 450
Average Infrastructure
Asset Age (years)3 20.42 20.1 19.92
Connecting the Community to High
Quality & Reliable Service
Strategic Goal: Public Service
# Unplanned Service
Interruptions4 0 425 0
# of Sewer Lateral
Replacements including
Offsets
100 105 100
Recycled Water Delivered
(AF) 300 285 325
Foster Leadership, productivity, and
opportunity for personal and
professional growth.

Strategic Goal: Workforce
% of New Hire Safety
Trainings Conducted
100%6 100% 100%
Provide Coworkers and the Community
with Information & Opportunities to
Participate in Decisions that Impact them
Strategic Goal: Communication
Public Outreach : # of
Communications with the
Community7
170 251 200
1 Based on reimbursement and disbursement of actual project costs as of April 2022. $1,395,000 was initially expected in FY 2021-22 but due to project timing is expected to be captured in FY 2022-23. 2 Both 2019-2020 and 2020-2021 are artificially low due to the Covid-19 shut-off moratorium. In 2018-2020 (a typical year), there were 533 shut-offs for non-payment. 3 Average asset age from City fixed assets data. This should decrease each year as assets are replaced. 4 Includes water main and service line outages; and sanitary sewer overflows. 5 Average of 53 service interruptions annualy across the past three years. 6 Goal is to have all safety trainings conducted for all new employees within their first three months of employment. 7 Includes Facebook posts, blog posts, email bulletins, groundbreaking event, quarterly project reports, the Resource, website news articles, and bill inserts.

Budget Document Pg. 160

Section 10 Appropriation Limit
Section 10: Appropriation Limit
The City’s appropriation limit is based on the Gann Spending Limit Initiative, a State constitutional amendment adopted by the voters on June 6, 1979 and amended in 1990 with Proposition 111. It is anchored in the State Constitution under Article XIIIB.

The limit restricts appropriations from tax revenues by State and local governments. Under its provisions, no local agency can appropriate proceeds of taxes in excess of its “appropriation limit”. Excess funds may be carried over into the next year. However, any excess funds remaining after the second year must be returned to taxpayers by reducing tax rates or fees; a majority of the voters may approve an override to increase the limit.

The City’s appropriation limit is calculated by considering population growth and cost of living as allowed under Proposition 111.

Appropriation Limit 2022-23 - Calculation
Factors Ratio Formula
A) Prior Year Appropriation Limit $79,470,558
B) Adjustment Factors

1. Population Change1 0.28% 0.0028

2. Cost of Living Increase2 7.50% 1.0750

3. Combined Factor 7.79% 1.0779 B1*B2
Adjusted Limit $85,666,375 A*B3
The following summarizes changes in the City’s appropriation limit and appropriations subject to the limit for the past ten years as well as the appropriation limit for 2022-23. A positive variance indicates that the City’s appropriations are lower than the allowable limit.

Fiscal
Year
Limit Base Cost of
Living
Factor
Population
Factor
Appropriation
Limit
Appropriations
Subject to
Limit
Variance
2013-14 51,423,500 5.12% 0.52% 54,337,500 40,104,100 14,233,400 2014-15 54,337,500 8.69% 0.09% 59,112,600 36,642,900 22,469,700 2015-16 59,112,600 4.97% 0.78% 62,534,500 46,067,700 16,466,800 2016-17 62,534,500 5.63% 0.60% 66,451,500 49,397,200 17,054,300 2017-18 66,451,500 1.20% 0.92% 67,867,633 50,036,391 17,831,242 2018-19 67,867,633 1.88% 0.35% 69,383,546 51,142,315 18,241,231 2019-20 69,383,546 6.37% 0.24% 73,981,290 50,127,692 23,853,598 2020-21 73,981,290 1.92% -0.04% 75,373,410 48,342,410 27,031,416 2021-22 75,373,410 5.11% 0.31% 79,470,558 52,362,031 27,108,458 2022-23 79,470,558 7.50% 0.28% 85,666,375 65,610,162 20,056,213 1 State of California Department of Finance https://dof.ca.gov/wpcontent/uploads/Forecasting/Demographics/Documents/PriceandPopulation2022.pdf 2 State of California Department of Industrial Relations, Consumer Price Index, January 2021 – January 2022 https://www.dir.ca.gov/oprl/CPI/CPICalculator/CpiCalculator.aspx Budget Document Pg. 161

R _____
RESOLUTION NO. _____ (2022 SERIES)

A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ADOPTING THE FISCAL YEAR 2022-23
BUDGET
WHEREAS, in accordance with San Luis Obispo Charter Section 802, the City Manager has submitted the 2021-23 Financial Plan to the Council for review and consideration consistent with established budget and fiscal policies; and WHEREAS, the City Council adopted the 2021-23 Financial Plan on June 1, 2021 and appropriated the budget for 2021-22; and
WHEREAS, pursuant to Section 804 of the City Charter, the City Council must adopt the 2022-23 Budget by June 30, 2022 in order for the appropriations to be in place when the 2022-23 fiscal year begins on July 1, 2022.

WHEREAS, an updated fiscal forecast was presented to Council with the 2021-22 Mid-Year Review and due to significant increases in revenue forecasts, Council took action on February 15, 2022 to appropriate additional funding into the 2021-22 Budget and approved changes to the 2022-23 budget; and
WHEREAS, the City Council approved wage and benefit changes for unrepresented and confidential employees on April 19, 2022 to provide competitive compensation in line with the City’s compensation philosophy and has set parameters for the San Luis Obispo City Employees’ Association; and
WHEREAS, the 2022-23 Supplemental Budget includes the parameters and compensation changes approved by the Council; and
WHEREAS, the City has an Insurance Fund policy that states that within the Insurance Fund, a self-insured retention (SIR) will be set aside to cover expenses associated with claims from the Excess Liability Insurance program and the SIR will be funded based on a 75% confidence level of the previous five-year average claims experience; and
WHEREAS, the City has received notification that its required contribution for 2022-23 will be higher than the amount adopted with the 2021-23 Financial Plan; and WHEREAS, the voters approved the Gann Spending-Limitation Initiative on November 6, 1979 and Proposition 111 on June 5, 1990, which establish and define annual appropriation limits on state and local government agencies; and WHEREAS, regulations require that the governing body of each local agency establish its appropriations limit and annual factors by resolution.

Resolution No. ____ (2022 Series) Page 2
R _____
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of San Luis Obispo as follows:

SECTION 1. The 2022-23 Financial Plan Supplement and budget is hereby approved and that the operating, debt service, and capital improvement plan budget for the fiscal year beginning July 1, 2022 and ending June 30, 2023 is hereby appropriated as presented in the 2021-23 Financial Plan Supplement – 2022-23 Budget.

SECTION 2. The additional required contribution for 2022-23 above what was adopted in the Financial Plan will be covered by the Insurance Fund Balance.

Resolution No. ____ (2022 Series) Page 3
R _____
SECTION 3. The City’s appropriation limit and annual adjustment factors for fiscal year 2022-23 are adopted as follows:

On motion of ___________________, seconded by _______________________, and on the following vote:

AYES:

NOES:

ABSENT:

The foregoing Resolution was passed and adopted on ___________, 2022. ______________________________
Mayor Erica A. Stewart
ATTEST:

Teresa Purrington,
City Clerk
APPROVED:

J. Christine Dietrick,
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ________________________________
Teresa Purrington,
City Clerk
Appropriations Limit 2021-22 $79,470,558
Consumer Price Index 7.50%
Population Factor: County Population Growth 0.28%
Compounded Percentage Factor (multiplicative not additive) 1.025% Appropriations Limit 2022-23 $85,666,375

ARPA Funds – Ad Hoc Subcommittee
Wednesday, March 21, 2022
Council Hearing Room
4:30 to 5:30 pm
Subcommittee: Mayor Stewart, Councilmember Shoresman
Staff: Derek Johnson, Brigitte Elke, Michael Codron
Agenda Items

1. American Rescue Plan Act – A brief review and Council action to-date 15 min

2. Funding options and uses under Final Rule 30 min

3. Review of timeline for adoption with the 2022-23 Financial Plan Supplement 5 min

4. Next steps 10 min
Attachment C

ARPA Funds – Ad Hoc Subcommittee
Wednesday, April 20, 2022
Council Hearing Room
5:15 to 6:15 pm
Subcommittee: Mayor Stewart, Councilmember Shoresman
Staff: Derek Johnson, Brigitte Elke, Miguel Guardado
Agenda Items
On March 21, 2022, the subcommittee met to review the opportunities afforded under the State and Local Fiscal Recovery Funds (ARPA) to consider allocation of $1.5 million in available funds.

The subcommittee members wanted to receive additional information on two topics:

1. Broadband coverage and possible investments 30 min
This agenda contains the information provided via an email on March 23, 2022. Staff will present additional information including maps, coverage, and economic information during the meeting.

2. Premium Pay 30 min
Attached is a summary of the responses received from the California Cities list serve for fiscal officers. Staff will be available to address any questions.

ARPA Funds – Ad Hoc Subcommittee
Broadband Infrastructure & High-Speed Conduit
Short-term – Start the conversation and assess the need • We take as a base layer our existing map of city-owned and Digital West communication and fiber conduits (map that Derek shared).
• We contact Charter and AT&T and ask if they can share their high-speed internet coverage maps within the City of SLO and add them as layers on top of our map. • The city GIS team will create a layer utilizing American Community Survey data.

Long-term – Solidify processes and policies to achieve success • Conduct a Broadband and Policy Study to develop a plan.

Once we have the above short-term information, IT will be able to identify areas where we might have pockets of unserved families based on economic indicators. Additionally, based on the analysis of the data collected, staff will locate proximity level of effort to extend our existing infrastructure into those areas. If we cannot attain the coverage information from Spectrum and AT&T, one can speculate that Spectrum has our City well covered with high-speed internet connectivity. From what we can tell, AT&T’s fiber roll-out is limited and they primarily still offer DSL services.

Why this approach?
A study would identify which areas of the City of San Luis Obispo qualify as unserved and underserved Internet Communities. We know there is a lack of competition for actual highspeed internet. Those not able to pay the higher prices of good reliable internet service may qualify as unserved or underserved in our community.

As defined by the FCC, high-speed internet is anything over 25 megabytes per second (MBps) download and 3 MBps upload. Conversations are happening at the federal level to revisit what is actual high-speed internet. Many families struggled with this level of bandwidth during the pandemic and the FCC is considering modifying the definition to be 100 MBps download and 20 MBps upload.

Why use American Community Survey data?
The most recent decennial census consisted of a short form, which included basic questions about age, sex, race, Hispanic origin, household relationship, and owner/renter status. After the 2000 Census, the long-form became the ACS, and this survey continues to collect long-formtype information each year. The ACS data includes the basic short-form questions and detailed questions about population and housing characteristics.

The 2020 ACS data was originally planned for a December 2021 release, but due to the COVID-19 pandemic, the data was just released on March 17th, 2022. Information gathered is:
• Potential ACS Variables useful for San Luis Obispo
• Computer & Internet Usage
• Food Stamp/Supplemental Nutrition Assistance Program
• Poverty Status of Households

• Rent asked
• Educational Attainment
• Income in past 12 months
• Occupation status (employed or not)
Our ability to plot this information on a map would provide information on where to concentrate our effort of conduit and fiber optic cable build-out. This is important as we currently have only focused on a partnership with Digital West. Our existing partnership could be leveraged to help us reach and provide affordable internet to unserved and underserved residents. Digital West is now part of Wave Communications, and they offer an affordable internet package. Expanded City conduit and fiber infrastructure might also entice other players to partner with the City, increasing resident choice, particularly for unserved and underserved residents.

I would recommend setting aside $500,000 of ARPA funds to begin the implementation of conduit and fiber once unserved and underserved neighborhoods are identified by either our internal analysis or that of the overall broadband study. In parallel we can cross reference existing city projects with areas identified as unserved and underserved. Where there is a nexus, we can utilize ARPA funding to install conduit. Installing conduit alongside planned projects greatly reduces the cost of installation.

Why conduct a City broadband study?
Conducting a broadband and policy study will create a broadband master plan which will guide the City over the next ten years with a defined process and set of policies for installing conduit and fiber across the City for future services. We do not have the expertise or resources in-house to conduct this ourselves.

The current market model is not working as telecoms and internet service providers are unwilling to commit the capital resources to expand their existing networks. Cities have been able to fill this gap by expanding conduit and fiber infrastructure throughout their communities, which they can then lease back to private companies to run the networks.

A broadband study would take seven to nine months to complete and has an estimated cost of $100,000.

ARPA Funds – Ad Hoc Subcommittee
State and Local Fiscal Recovery Funds – Premium Pay
American Rescue Plan Act (ARPA) Local Fiscal Recovery Funds may be used to provide premium pay to eligible workers performing essential work during the COVID-19 public health emergency or to provide grants to third-party employers with eligible workers performing essential work.

These are workers who have been and continue to be relied on to maintain continuity of operations of essential critical infrastructure sectors, including those who are critical to protecting the health and wellbeing of their communities.

Workers who are covered by premium pay include:
• Staff at nursing homes, hospitals, and home care settings; • Workers at farms, food production facilities, grocery stores, and restaurants; • Janitors and sanitation workers;
• Truck drivers, transit staff, and warehouse workers;
• Public health and safety staff;
• Childcare workers, educators, and other school staff; and • Social service and human services staff.

The Final Rule defines essential work as work involving regular in-person interactions or regular physical handling of items that were also handled by others. A worker would not be engaged in essential work and, accordingly, may not receive premium pay, for telework performed from a residence.

The table on the second page reflects the data received from the Cal Cities list serve for fiscal officers. Further information on the administration of pay provided to grocers and pharmacy are provided following the table. The list serve request garnered interest and several entities requested to receive the information including Cal Cities itself as many jurisdictions are still reviewing their options.

We also wanted to provide the subcommittee with information regarding the City’s appreciation pay given to each employee and the average corresponding dollar amount it represents:

Supplemental $ 522.31
Police $ 1,422.41
Management $ 1,530.00
Fire $ 1,326.84
SLOCEA $ 914.17
Confidential $ 739.82

City PP
Y/N
Approach
Victorville N used for city buildings
Fremont N all revenue loss
Mill Valley N no additional information given
Hawaiian
Gardens
N no additional information given
Arroyo Grande N no additional information given
Brawley Y Lump sum for all employees / $2,500 and $1,000 respectively
Ridgecrest Y $1,000 FTE / $500 part-time (no salary increases since 2008)
La Mesa Y first round: $2,500 per FTE / $1,000 for part-time second round: $500 stipend / additional $500 if proof of full vaccination status is provided per CDC guidelines.

Alhambra Y 7% of base salary
Santa Maria Y $10,000 / all employees / all employees were back after an initial 2 weeks.

Oxnard Y Grocery/Pharmacy - $1,000 if worked at least 3 months during the first 12 months of the pandemic – see detail below.

Port Hueneme Y Grocery/Pharmacy - $1,000 if worked at least 3 months during the first 12 months of the pandemic
Suisun City Y $6/hr to Police & Fire / $4/hr to safety dispatchers / $2/hr to other non-safety employees
Chico Y $4,000 non-safety / $6,000 safety - overall $1.8 million Town of Fort
Jones
Y $2,000 per full time employee in each 2021 and 2022
(total $4,000)
Exeter Y $10,000 each employee from Revenue Loss / received $2.5 million overall
Waterford Y $15,000 for each of their 20 employees. All were at work from day one.

Hollister considering lump sum
Hawthorne considering $1,000 to $2,000 per employee
San Marino considering as part of negotiations
Oxnard Program Administration
They defined eligible employees as anybody who worked a minimum of three consecutive months during the time from March 2020 to March 2021 to receive $1,000. It did not matter whether the person worked three or twelve months as they did not prorate the amount. They used their business license database to determine the stores and 70 were deemed eligible for the program.

They first intended to establish a portal for employees to sign up. Ultimately, they were

able to work with the grocers and pharmacies to facilitate the program.

Large grocers and drug stores (Vons, Ralphs, Costco, CVS etc.) – 20 in total They entered into sub-recipient agreements and sent one check to each business for dissemination to their employees. They will have to report to the city in accordance with U.S. Treasury requirements, so Oxnard can in turn report out to Treasury.

Small independent shops – 50 in total
The owners of the stores provided the list of eligible employees and communicated with their staff as to the program and required steps to receive the pay.

Employees had to sign in via a city-established portal and confirm eligibility and provide contact information. Each employee then received the payment directly via check.

They do not yet have a final tally since the program is ongoing.

They did not work through the unions as they did not want them to have an opportunity to “market” membership.

Pharmacy Address Type
C V S/Pharmacy #17619 11990 LOS OSOS VALLEY RD Chain
Costco Wholesale #741 1540 FROOM RANCH WAY Chain
CVS Pharmacy #9662 3960 BROAD ST Chain
CVS/Pharmacy #9345 717 MARSH ST Chain
CVS/Pharmacy #9873 1300 MADONNA RD Chain
Von's #2306 3900 BROAD ST Chain
Pharmerica Drug Systems, LLC 873 RICARDO CT Chain
Rite Aid #05820 1251 JOHNSON AVE Chain
Rite Aid #5822 765 E FOOTHILL BLVD Chain
Img Rx Slo, Inc. 77 CASA ST STE 205 Local
Integrated Health Concepts, Inc. 720 AEROVISTA PL STE B & D Local Grocery Address Type
California Fresh Brands Slo, LLC 771 E FOOTHILL BLVD Chain Grocery Outlet Of San Luis Obispo 1314 MADONNA RD Chain Lassens Natural Food & Vitamins LLC 896 E FOOTHILL BLVD Chain Sprouts Farmers Market 313 MADONNA RD STE A Chain
Trader Joes Company #41 3977 S HIGUERA ST Chain
Whole Foods Market 1531 FROOM RANCH WAY Chain
Smart & Final #913 1321 JOHNSON AVE Chain
PAQ, Inc. (Food 4 Less) 3985 S HIGUERA ST Chain
Ralphs #656 201 MADONNA RD Chain
San Luis Oriental Market 1255 MONTEREY ST STE C Local
Natural Foods Co-op Of Slo 2494 VICTORIA AVE Local
SLO Veg 225 TANK FARM RD STE A4 Local
Market Address Type
Cost Plus World Market 325 MADONNA RD #47 Chain
Target Store T-2759 11990 LOS OSOS VALLEY RD Chain
Gus's Grocery 1638 OSOS ST Local
Lincoln Market And Deli 496 BROAD ST Local
Sidewalk Market & Deli 1401 OSOS ST STE A Local
Liquor Store Address Type
7-ELEVEN #2133-27835D 692 MARSH ST Chain
7-Eleven #25115B 552 CALIFORNIA BLVD STE A Chain
Beverages & More, Inc. 1502 FROOM RANCH WAY Chain
Cork 'n Bottle Liquor 774 E FOOTHILL BLVD Chain
SLO Beverage N More, Inc. 158 HIGUERA ST STE E Local
Campus Bottle Shop 290 CALIFORNIA BLVD Local
Laurel Lane Market and Liquor 1291 LAUREL LN Local
Sandy's Deli & Liquor, Inc. 586 HIGUERA ST Local
Ad-Hoc Committee Meeting - April 27, 2022

Oxnard Program:

Total program funding available: $2.5 million
Do you have a cut-off date for people to request the pay? Yes. For both categories, it was 30 days once they had the basics ironed out and needed either the return of the subrecipient agreement or employees self-attesting through the portal. The portal was shut down after 30 days.

Was there a requirement that employees live in Oxnard or do most of them live in your jurisdiction anyway?
No, since all of them served Oxnard residents regardless of where they themselves lived.

Did you apply any administrative cost as allowable under final rule? No, they don’t ever recover admin cost; not even for other grants.

How many employees will receive the pay and how many do you expect to pay directly? They estimate about 450 direct checks will be issued. They do not know the final tally yet for the direct payments. However, they have 20 chain stores.

Do you have any idea about the time investment from the city organization? The largest investment is in getting the program up and running, contacting the organizations, and receiving the employee information. Also, the development of the subrecipient agreements and the execution thereof was time consuming.

What was the cost for the development of the portal?
They used a Google form therefore it was important to only have mailing information to confirm since this is not a secure environment. Hence the collaboration of the stores and store owners is essential to receive the base data and contact information.

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RESOLUTION NO. _____ (2022 SERIES)

A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS

OBISPO, CALIFORNIA, APPROVING THE ALLOCATION OF
$13,564,467 IN STATE & LOCAL FISCAL RECOVERY FUNDS IN
ACCORDANCE WITH THE U.S. TREASURY FINAL RULE
WHEREAS, in March 2021, the U.S. Congress approved the American Rescue Plan act with $1.9 trillion in funding; and
WHEREAS, the State & Local Fiscal Recovery Fund, dedicated to aiding state, county, and local governments in counteracting the effects of COVID-19, received $350 million in funding; and
WHEREAS, the City of San Luis Obispo was appropriated $13,564,467 of which it has received $6,782,234 in July 2021 and will receive the remaining $6,782,234 in July 2022; and
WHEREAS, the City of San Luis Obispo experienced tremendous revenue loss in 2020 due to the COVID-19 pandemic; and
WHEREAS, the City invested heavily to support the community and businesses through the pandemic and recover from the effects of the lock-down; and WHEREAS, the City desires to support the population most affected by the pandemic with housing; and
WHEREAS, the pandemic has shown that the City does not have even access to broadband and high-speed internet throughout the community, putting certain areas at a disadvantage.

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

SECTION 1. The City will claim the, under Final Rule allowable, $10 million in revenue loss and dedicate the funding as follows:

1. $9.9 million toward the City’s infrastructure investment fund to backfill high-priority infrastructure and to counteract adverse trends and unforeseen circumstances brought on by the pandemic.

2. $100,000 for grants to health & human services programs/projects via the HRC grants-in-aid program.

SECTION 2. The City will invest the remaining $3,564,467 in accordance with the U.S. Treasury Final Rule as follows:

Resolution No. ____ (2022 Series) Page 2
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1. $600,000 to study and improve the broadband coverage in San Luis Obispo.

2. $2,964,467 toward affordable housing for at-risk population or very low to extremely low-income classes most impacted by Covid-19.

On motion of ___________________, seconded by _______________________, and on the following vote:

AYES:

NOES:

ABSENT:

The foregoing Resolution was passed and adopted on ___________, 2022. ______________________________
Mayor Erica A. Stewart
ATTEST:

Teresa Purrington,
City Clerk
APPROVED:

J. Christine Dietrick,
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ________________________________
Teresa Purrington,
City Clerk

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ORDINANCE NO. ____ (2022 SERIES)

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, AMENDING TITLE 10, CHAPTER 52 (PARKING

METERS), OF THE SAN LUIS OBISPO MUNICIPAL CODE
WHEREAS, California State law provides, in Vehicle Code Section 22508, that cities must establish parking meter and parking payment center rates by ordinance; and WHEREAS, the parking program needs to continue to be self-sufficient for its financial commitments; and
WHEREAS, to address the economic impacts of the COVID-19 pandemic to the downtown business community, the parking program suspended collection of revenues, deferred parking rate increases, and used reserve funding to maintain parking operations during the pandemic; and
WHEREAS, the parking program is pursuing a loan for the construction of a fourth public parking structure; and
WHEREAS, the fourth public parking structure represents a significant financial investment that requires an increase to established hourly rates before construction of the new structure commences; and
WHEREAS, the Council considered the parking revenue enhancement strategies presented as part of the 2022-23 Supplemental Budget staff report and held a public meeting which included review and discussion of the proposed changes to the paid parking rates; and
WHEREAS, the adoption and implementation of these paid parking rates are necessary to offset the construction costs of the new public parking structure and to maintain the fiscal solvency of the Parking Enterprise Fund.

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

SECTION 1. Section 10.52.010 (Paid Parking zone - Rates) of the San Luis Obispo Municipal Code is hereby amended as follows:

10.52.010 Paid Parking zone—Rates.

A. Within the area enclosed by a solid line on the parking rate zone map (Exhibit A) the parking of vehicles on streets or in municipal parking lots may be controlled and regulated with the aid of parking meters as defined in section 10.04.110 and/or parking payment centers as defined in section 10.04.120.

Ordinance No. _____ (2022 Series) Page 2
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B. Within the dotted area designated on the parking rate zones map (Exhibit A) the base rate for parking on streets or in municipal parking lots in the lower rate zone shall be one dollar and twenty-five cents per hour effective July 1, 2021.

B. C. Within the cross-hatched area designated on the parking rate zones map (Exhibit A) the base rate for parking meters on streets or in municipal parking lots shall be one dollar and fifty cents per hour effective January 2, 2023. The rate in this area shall increase to three dollars per hour effective July 1, 2023.

C. D. Within the grey-shaded area designated on the parking rate zones map (Exhibit A), the base rate for parking meters on streets or in municipal lots shall be two dollars effective January 2, 2023. The rate in this area shall increase to four dollars per hour effective July 1, 2023. The rate in this area shall increase to five dollars per hour effective July 1, 2025.

D. E. The tier-based parking rates, which allow a customer to extend their parking session beyond the posted number of hours, are as follows:

1. Tier 1: The base hourly rate per rate zone

2. Tier 2: The Tier 2 rate is effective for one additional hour beyond the Tier 1 time and is 50% above the Tier 1 rate rounded up or down to the nearest twentyfive cent increment whichever is closer.

3. Tier 3: The Tier 3 rate is effective after expiration of the Tier 2 hour(s) and is 50% above the Tier 2 rate rounded up or down to the nearest twenty-five cent increment whichever is closer.

E. F. Signage for the tier-based parking rates reflects the number of hours a vehicle may park at the base hourly parking rate (Tier 1) before subsequent tiered rates take effect.

1. 1+ parking rate: Parking up to one hour at the base hourly parking rate before Tier 2 is in effect.

2. 2+ parking rate: Parking up to two hours at the base hourly parking rate before Tier 2 is in effect.

3. 3+ parking rate: Parking up to three hours at the base hourly parking rate before Tier 2 is in effect.

4. 4+ parking rate: Parking up to four hours at the base hourly parking rate before Tier 2 is in effect.

F. G. The Public Works Director may periodically adjust the hourly parking rates on any block or set of blocks within the areas designated on the parking rate zones map (Exhibit A) during the time of operation as detailed in section 10.52.020 up to and including 120% of the effective hourly rate based on the observed occupancy.

Hourly parking rates shall be adjusted not more than every 30 days.

Ordinance No. _____ (2022 Series) Page 3
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(Ord. 1683 § 1 (Exhs. A, B), 2020: Ord. 1635 § 1 (Exhs. A, B), 2017: Ord. 1620 § 1 (Exh. A), 2015; Ord. 1568 § 1, 2011: Ord. 1552 § 2, 2010; Ord. 1532 § 2, 2009; Ord. 1492 § 1, 2006: Ord. 1233 § 1, 1993: Ord. 1194 § 1, 1991: Ord. 1099 § 1, 1987: prior code § 3213)
SECTION 2. Severability. If any subdivision, paragraph, sentence, clause, or phrase of this ordinance is, for any reason, held to be invalid or unenforceable by a court of competent jurisdiction, such invalidity or unenforceability shall not affect the validity or enforcement of the remaining portions of this ordinance, or any other provisions of the city' s rules and regulations. It is the city' s express intent that each remaining portion would have been adopted irrespective of the fact that any one or more subdivisions, paragraphs, sentences, clauses, or phrases be declared invalid or unenforceable.

SECTION 3. Environmental Determination. These amendments to Title 10 Chapter 52 of the City of San Luis Obispo Municipal Code do not constitute a “Project” under California Environmental Quality Act (CEQA) Guidelines Sec. 15378.

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SECTION 4. A summary of this ordinance, together with the names of Council members voting for and against, shall be published at least five (5) days prior to its final passage, in The New Times, a newspaper published and circulated in this City. This ordinance shall go into effect at the expiration of thirty (30) days after its final passage.

INTRODUCED on the ____ day of ______, 2022, AND FINALLY ADOPTED by the Council of the City of San Luis Obispo on the ____ day of ____, 2022, on the following vote:

AYES:

NOES:

ABSENT:
________________________________
Mayor Erica A. Stewart
ATTEST:
______________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_______________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ___________________________
Teresa Purrington
City Clerk

Ordinance No. _____ (2022 Series) Page 5
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Exhibit A

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RESOLUTION NO. ______ (2022 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN

LUIS OBISPO, CALIFORNIA, ESTABLISHING PARKING RATES
FOR THE CITY’S PARKING STRUCTURES
WHEREAS, the City of San Luis Obispo wishes to maintain effective usage of its public parking structures; and
WHEREAS, the parking fund needs to continue to be self-sufficient for its financial commitments; and
WHEREAS, to address the economic impacts of the COVID-19 pandemic to the downtown business community, the parking program suspended collection of revenues, deferred parking rate increases, and used reserve funding to maintain parking operations during the pandemic; and
WHEREAS, the parking program is pursuing a loan for the construction of a fourth public parking structure; and
WHEREAS, the fourth public parking structure represents a significant financial investment that requires an increase to established rates before construction of the new structure commences; and
WHEREAS, the Council considered the parking revenue enhancement strategies presented as part of the 2022-23 Supplemental Budget staff report and held a public meeting which included review and discussion of the proposed changes to the parking structures rates; and
WHEREAS, the adoption and implementation of these paid parking rates are necessary to offset the construction costs of the new parking structures and to maintain fiscal solvency of the Parking Enterprise Fund; and
WHEREAS, the Comprehensive Fee Schedule will be updated to reflect all new and updated fees becoming effective July 1, 2023.

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

SECTION 1. As approved by City Council in Resolution No. 11252 (Series 2021), effective July 1, 2022, the first sixty minutes of parking in the City’s parking structures free of charge shall be eliminated. A fifteen minute grace period shall be provided upon entry into all parking structures before the hourly parking structure rates apply.

SECTION 2. Effective July 1, 2023, all hourly parking structure rates shall increase to $3.00 an hour, including Sundays.

Resolution No. _____ (2022 Series) Page 2
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SECTION 3. Effective July 1, 2023, the maximum daily parking structure rate shall be to $12.00 per day. Daily parking is considered any entry after 12:00 AM and corresponding exit by the same vehicle before 12:00 AM within the same day.

SECTION 4. Effective July 1, 2023, the rate for lost tickets in the parking structures shall be $12.00 per ticket, including Sundays.

SECTION 5. Effective July 1, 2023, the overnight parking structure rate shall be $15.00 per day. Overnight parking is considered any entry before 12:00 AM by a vehicle on a given day and corresponding exit after 12:00 AM by the same vehicle on a different given day.

SECTION 6. Effective July 1, 2023, the hourly validation program parking structure rate shall be $2.00 per hour.

Resolution No. _____ (2022 Series) Page 3
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SECTION 7. Environmental Determination. The establishment of parking structures rates and fees do not constitute a “Project” under CEQA Guidelines Sec. 15378.

Upon motion of ___________________, seconded by_____________________, and on the following vote:

AYES:

NOES:

ABSENT:

The foregoing resolution was passed and adopted this ____ day of ___________, 2022. ___________________________
Mayor Erica A. Stewart
ATTEST:
_____________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_____________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ________________________________
Teresa Purrington
City Clerk

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RESOLUTION NO. _____ (2022 SERIES)

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

OBISPO, CALIFORNIA, APPROVING MODIFICATIONS TO THE

PARKING CITATION PENALTY SCHEDULE
WHEREAS, State law provides, in Vehicle Code Section 40203.5, that cities shall establish the amount of parking penalties, fees, and surcharges; and WHEREAS, State law authorizes the City to recover administrative fees, parking penalties, fees and collection costs related to civil debt collection, late payment penalties, and other related charges; and
WHEREAS, the parking program establishes parking penalties that are, to the extent possible, similar to parking penalties adopted by other issuing agencies within the county; and
WHEREAS, Government Finance Officers Association best management practice for fines and penalties recommend that fines and penalties be regularly reviewed and updated and at a minimum every five years; and
WHEREAS, the City wishes to provide safe, secure, and convenient parking for all users of the City’s parking facilities; and
WHEREAS, the parking program establishes parking penalties that are proportional to the violation in an effort to deter certain parking behaviors; and WHEREAS, parking citation fine amounts listed in Section 1 below are out of date and no longer are effective at deterring certain behaviors; and WHEREAS, the Council considered the parking revenue enhancement strategies presented as part of the 2022-23 Supplemental Budget staff report and held a public meeting which included review and discussion of the proposed changes to the parking citation penalty schedule.

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

SECTION 1. Effective July 1, 2022, the City’s parking citation penalty schedule shall be modified as set forth below and as reflected in Exhibit A:

1. Increase unlawful to park after session is expired violation (SLOMC 10.52.050) from $40 to $45; and

2. Increase no standing, stopping, or parking within intersection violation (CVC 22500(a)) from $40 to $60; and

3. Increase no standing, stopping, or parking on the roadside of a vehicle stopped, parked, or standing at the curb violation (CVC 22500(h)) from $33 to $60.

Resolution No. _____ (2022 Series) Page 2
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SECTION 2. Environmental Determination. The establishment of parking structures rates and fees do not constitute a “Project” under CEQA Guidelines Sec. 15378.

Upon motion of ___________________, seconded by_____________________ and on the following vote:

AYES:

NOES:

ABSENT:

The foregoing resolution was passed and adopted this ____ day of ___________, 2022. __________________________
Mayor Erica A. Stewart
ATTEST:
_____________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_____________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ___________________________
Teresa Purrington
City Clerk

Resolution No. _____ (2022 Series) Page 3
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EXHIBIT A

CITY OF SAN LUIS OBISPO PENALTY SCHEDULE
EFFECTIVE JULY 1, 2022

CODE & SECTION DESCRIPTION

CURRENT

PENALTY

PROPOSED

PENALTY

PROPOSED

PENALTY &

LATE FEE
SLMC 10.12.050 INTERFERENCE WITH POLICE/AUTHORIZED OFFICER 93 93 123 SLMC 10.14.030 OBEDIENCE TO TRAFFIC CONTROL DEVICES 58 58 88 SLMC 10.14.090 UNAUTHORIZED PAINTING ON CURBS 58 58 88
SLMC 10.34.020 OVERNIGHT CAMPING (10pm - 6 am) 100 100 130 SLMC 10.36.020 STOPPING OR STANDING IN PARKWAYS PROHIBITED 40 40 70 SLMC 10.36.030 STOP/STAND/PARK IN VIOLATION OF CHAPTER 33 33 63 SLMC 10.36.040 NO PARKING ZONE - PROHIBITED PARKING - Also Taxi Zone (d) 60 60 90 SLMC 10.36.050 USE OF STREETS FOR STORAGE OF VEHICLES PROHIBITED 75 75 105 SLMC 10.36.070 REPAIRING OR GREASING VEHICLE ON PUBLIC STREET 23 23 53 SLMC 10.36.080 WASHING OR POLISHING VEHICLES 23 23 53
SLMC 10.36.090 PARKING ADJACENT TO SCHOOLS 23 23 53
SLMC 10.36.100 PARKING PROHIBITED ON NARROW STREETS 23 23 53 SLMC 10.36.110 PARKING ON GRADES 23 23 53
SLMC 10.36.120 UNLAWFUL PARKING - PEDDLERS, VENDORS 23 23 53 SLMC 10.36.130 EMERGENCY PARKING SIGNS 23 23 53
SLMC 10.36.140 LARGE/COMMERCIAL VEHICLE PARKING NEAR INTERSECTION 23 23 53 SLMC 10.36.150 NIGHT TIME PARKING OF LARGE VEHICLES 33 33 63 SLMC 10.36.160 NIGHT TIME PARKING OF VEH/OPERATING AIR/REFRGERATION 23 23 53 SLMC 10.36.200 PARKING IN A RESIDENTIAL PERMIT PARKING AREA 40 40 70 SLMC 10.36.230 PERMITS - DISPLAY OF PERMITS 28 28 58
SLMC 10.36.235 NO PERMIT LOT 45 45 75
SLMC 10.40.010 TIMED PARKING 10 MINUTES TO 10 HOURS (Overtime Parking) 50 50 80 SLMC 10.40.020 BACKING INTO PARKING SPACE PROHIBITED 40 40 70 SLMC 10.40.040 PARKING PARALLEL ON ONE-WAY STREETS 21 21 51 SLMC 10.40.050 DIAGONAL PARKING 21 21 51
SLMC 10.40.060 PARKING SPACE MARKINGS 45 45 75
SLMC 10.40.070 NO STOPPING ZONE 21 21 51
SLMC 10.40.080 ALL NIGHT PARKING PROHIBITED (3-5am) 38 38 68 SLMC 10.44.020 CURB MARKINGS TO INDICATE NO STOPPING 23 23 53 SLMC 10.44.030 EFFECT OF PERMISSION TO LOAD/UNLOAD IN YELLOW ZONE 53 53 83 SLMC 10.44.040 EFFECT OF PERMISSION TO LOAD/UNLOAD IN WHITE ZONE 40 40 70 SLMC 10.44.050 STANDING IN ANY ALLEY 33 33 63
SLMC 10.44.070 DISABLED PARKING 338 338 368
SLMC 10.48.010 CERTAIN VEHICLES PROHIBITED IN CENTRAL DISTRICT 58 58 88 SLMC 10.48.020 ADVERTISING VEHICLES 33 33 63
SLMC 10.48.030 ANIMAL DRAWN VEHICLES 33 33 63
SLMC 10.48.040 TRUCK ROUTES 88 88 118
SLMC 10.48.050 COMM VEHICLES PROHIBITED FROM USING CERTAIN STREETS 88 88 118 SLMC 10.48.060 MAX.GROSS WT LIMITS OF VEHICLES ON CERTAIN STREETS 88 88 118 SLMC 10.52.040 PARKING METER-OPERATIONAL PROCEDURES 23 23 53 SLMC 10.52.050 UNLAWFUL TO PARK AFTER METER TIME HAS EXPIRED 40 45 75 SLMC 10.52.070 IMPROPER USE OF METER 15 15 45
SLMC 10.52.080 PARKING METERS/STANDARDS PROPER USE 15 15 45 SLMC 10.52.110 MOTORCYCLE SPACES 15 15 45

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CITY OF SAN LUIS OBISPO PENALTY SCHEDULE
EFFECTIVE JULY 1, 2022

CODE & SECTION DESCRIPTION

CURRENT

PENALTY

PROPOSED

PENALTY

PROPOSED

PENALTY &

LATE FEE
CVC 21113(a) VEHICLE OR ANIMAL ON PUBLIC GROUNDS-MOVING 116 116 146 CVC 21113(b) VEHICLE OR ANIMAL ON PUBLIC GROUNDS-PARKING 33 33 63 CVC 21113(c) DRIVEWAYS, PATHS, PARKING FACILITIES ON GROUNDS 33 33 63 CVC 21211(a) STOPPING/STANDING/PARKING CLASS I BIKE PATH 60 60 90 CVC 21211(b) STOPPING/STANDING/PARKING CLASS II BIKE PATH 60 60 90 CVC 22500(a) STOPPING/STANDING/PARKING: WITHIN INTERSECTION 40 60 90 CVC 22500(b) STOPPING/STANDING/PARKING: ON A CROSSWALK 60 60 90 CVC 22500(c) STOPPING/STANDING/PARKING: BETWEEN SAFETY ZONE 60 60 90 CVC 22500(d) STOPPING/STANDING/PARKING: W/IN 15' FIREHOUSE ENTRANCE 60 60 90 CVC 22500(e) STOPPING/STANDING/PARKING: PUBLIC/PRIVATE DRIVEWAY 40 40 70 CVC 22500(f) STOPPING/STANDING/PARKING: ON SIDEWALK 40 40 70 CVC 22500(g) STOPPING/STANDIN/PARKING: ALONG OPPOSITE OBSTRUCT 33 33 63 CVC 22500(h) STOPPING/STANDIN/PARKING: ON ROADWAY SIDE OF VEHICLE 33 60 90 CVC 22500(i) IMPROPER PARKING IN BUS ZONE 288 288 318
CVC 22500(j) STOPPING/STANDIN/PARKING: IN TUBE OR TUNNEL 33 33 63 CVC 22500(k) STOPPING/STANDIN/PARKING: UPON BRIDGE EXCEPT AUTH 33 33 63 CVC 22500(l) IMPROPER PARKING IN WHEELCHAIR ACCESS 288 288 318 CVC 22500.1 STOPPING/STANDING/PARKING: FIRE LANE 120 120 150 CVC 22502(a) CURB PARKING -RIGHT WHEELS MORE THAN 18 INCHES FROM CURB 40 40 70 CVC 22502(b)(2) PARKING OPPOSITE DIRECTION OF TRAFFIC 40 40 70 CVC 22502(e) CURB PARKING -LEFT WHEELS MORE THAN 18 INCHES FROM CURB 40 40 70 CVC 22504(a) UNINCORPORATED AREA PARKING 33 33 63
CVC 22505(a) PARKING ON HIGHWAY WHERE SIGN POSTED 33 33 63 CVC 22505(b) POSTED NO PARKING - STATE HIGHWAY 33 33 63 CVC 22507 UNLAWFUL PARKING 33 33 63
CVC 22507.8 (a) PARKING IN SPACE FOR DISABLED 338 338 368 CVC 22507.8 (b) PARKING IN SPACE FOR DISABLED - OBSTRUCT/BLOCK 338 338 368 CVC 22507.8 (c)(1) PARKING IN SPACE FOR DISABLED - ON LINES MARKED 338 338 368 CVC 22507.8 (c)(2) PARKING IN SPACE FOR DISABLED - CROSSHATCHED LINES 338 338 368 CVC 22511.1 (a) UNLAWFULL TO PARK UNLESS EV CHARGING 45 45 75 CVC 22511.7 DISABLED ZONE 338 338 368
CVC 22512 VEHICLED UNATTENDED 116 116 146
CVC 22513 TOW CARS-PARKING FREEWAY 33 33 63
CVC 22514 FIRE HYDRANTS 70 70 100
CVC 22515(a) UNATTENDED VEHICLES-SET BRAKE 33 33 63
CVC 22515(b) UNATTENDED VEHICLES-SET BRAKE MOVING 33 33 63 CVC 22516 LOCKED VEHICLE 116 116 146
CVC 22517 OPENING AND CLOSING DOORS 116 116 146
CVC 22520.5 VENDING ON FREEWAY RIGHT OF WAY 116 116 146 CVC 22520.5(a) VENDING ON FREEWAY RIGHT OF WAY 116 116 146 CVC 22521 ILLEGAL TO PARK ON RR TRACKS 33 33 63
CVC 22522 PARKING NEAR SIDEWALK ACCESS RAMPS 288 288 318 CVC 22523(a) VEHICLE ABANDONMENT- On Highway 283 283 313 CVC 22523(b) VEHICLE ABANDONMENT 283 283 313
CVC 22650 UNLAWFUL REMOVAL OF UNATTENDED VEHICLE 116 116 146 CVC 40225* PROCESSING OTHER VEHICLES *10
CVC 40226* FAILURE TO DISPLAY DISABLED PLACARD ADMIN FEE *25 CVC 5204(a)* CURRENT TAB IMPROPERLY ATTACHED *25
LATE PAYMENT PENALTY 30
* Fine or fee amounts are set by the Uniform Bail & Penalty Schedule or by specific CVC section All other fine amounts set by City Council pursuant to CVC 40203.5