Agenda packet — San Luis Obispo City Council, June 21, 2022 (part 3 of 4)

City of San Luis Obispo RFP No. 90435 May 2022 Page 23

RESIDENT ENGINEER AND CONSTRUCTION MANAGEMENT SERVICES FOR THE CULTURAL

ARTS DISTRICT PARKING STRUCTURE PROJECT
APPENDIX B – VICINITY MAP
(Insert)

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RESIDENT ENGINEER AND CONSTRUCTION MANAGEMENT SERVICES FOR THE CULTURAL

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APPENDIX C – SAMPLE CONTRACT

AGREEMENT
THIS AGREEMENT is made and entered into in the City of San Luis Obispo on [day, date, year] by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, hereinafter referred to as City, and [CONSULTANT’S NAME IN CAPITAL LETTERS], hereinafter referred to as Consultant.

W I T N E S S E T H
WHEREAS, on [day, date, year], requested proposals for Project Manager Services for Cultural Arts District Parking Structure Project, Specification No. 90435.

WHEREAS, pursuant to said request, Consultant submitted a proposal that was accepted by City for said services.

NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:

1. Term. The term of this Agreement shall be from the date this Agreement is made and entered, as first written above, until acceptance or completion of said services.

2. Scope of Services: Consultant X shall provide services listed in Appendix A.

3. Start and Completion of Work. Work on this project shall begin within 14 calendar days after contract execution and shall be completed within 3 months after construction completion.

4. Work Delays. Should the Consultant be obstructed or delayed in the work required to be done hereunder by changes in the work or by any default, act, or omission of the City, or by strikes, fire, earthquake, or any other Act of God, or by the inability to obtain materials, equipment, or labor due to federal government restrictions arising out of defense or war programs, then the time of completion may, at the City's sole option, be extended for such periods as may be agreed upon by the City and the Consultant. In the event that there is insufficient time to grant such extensions prior to the completion date of the contract, the City may, at the time of acceptance of the work, waive liquidated damages that may have accrued for failure to complete on time, due to any of the above, after hearing evidence as to the reasons for such delay, and making a finding as to the causes of same.

5. Termination for Convenience. The City may terminate all or part of this Agreement for any or no reason at any time by giving 30 days written notice to Consultant. For termination of any services pursuant to this Agreement, the City’s liability will be the lesser of a reasonable price for the services rendered prior to termination, or the price for the services reflected on this Agreement. Upon termination notice from the City, Consultant must, unless otherwise directed, cease work and follow the City’s directions as to work in progress.

6. Termination. If, during the term of the contract, the City determines that the Consultant is not faithfully abiding by any term or condition contained herein, the City may notify the Consultant in writing of such defect or failure to perform. This notice must give the Consultant a 10 (ten) calendar day notice of time thereafter in which to perform said work or cure the deficiency.

If the Consultant has not performed the work or cured the deficiency within the ten days specified in the notice, such shall constitute a breach of the contract and the City may terminate the contract immediately by written notice to the Consultant to said effect. Thereafter, neither party shall have any further duties, obligations, responsibilities, or rights under the contract except, however, any and all obligations of the Consultant's surety shall remain in full force and effect, and shall not be extinguished, reduced, or in any manner waived by the termination thereof.

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RESIDENT ENGINEER AND CONSTRUCTION MANAGEMENT SERVICES FOR THE CULTURAL

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The City also reserves the right to terminate the contract, providing a 10 (ten) calendar day notice, at any time upon a determination by the Director that termination of the contract is in the best interest of the City.

The City will issue the Contractor a written notice signed by the Director, specifying that the contract is to be terminated.

In said event, the Consultant shall be entitled to the reasonable value of its services performed from the beginning date in which the breach occurs up to the day it received the City's Notice of Termination, minus any offset from such payment representing the City's damages from such breach. "Reasonable value" includes fees or charges for goods or services as of the last milestone or task satisfactorily delivered or completed by the Consultant as may be set forth in the Agreement payment schedule; compensation for any other work, services or goods performed or provided by the Consultant shall be based solely on the City's assessment of the value of the work-in-progress in completing the overall workscope.

The City reserves the right to delay any such payment until completion or confirmed abandonment of the project, as may be determined in the City's sole discretion, so as to permit a full and complete accounting of costs. In no event, however, shall the Consultant be entitled to receive in excess of the compensation quoted in its proposal.

If, at any time during the term of the contract, the City determines that the project is not feasible due to funding shortages or unforeseen circumstances, the City reserves the right to terminate the contract.

Consultant will be paid compensation due and payable to the date of termination.

7. Ability to Perform. The Consultant warrants that it possesses, or has arranged through subcontracts, all capital and other equipment, labor, materials, and licenses necessary to carry out and complete the work hereunder in compliance with any and all applicable federal, state, county, city, and special district laws, ordinances, and regulations.

8. Subcontract Provisions. No portion of the work pertinent to this contract shall be subcontracted without written authorization by the City, except that which is expressly identified in the Consultant’s proposal. Any substitution of subconsultants must be approved in writing by the City. For any subcontract for services in excess of $25,000, the subcontract shall contain all provisions of this agreement.

9. Contract Assignment. The Consultant shall not assign, transfer, convey or otherwise dispose of the contract, or its right, title or interest, or its power to execute such a contract to any individual or business entity of any kind without the previous written consent of the City.

10. Inspection. The Consultant shall furnish City with every reasonable opportunity for City to ascertain that the services of the Consultant are being performed in accordance with the requirements and intentions of this contract. All work done and all materials furnished, if any, shall be subject to the City's inspection and approval. The inspection of such work shall not relieve Consultant of any of its obligations to fulfill its contract requirements.

11. Record Retention and Audit. For the purpose of determining compliance with various laws and regulations as well as performance of the contract, the Consultant and subconsultants shall maintain all books, documents, papers, accounting records and other evidence pertaining to the performance of the contract, including but not limited to the cost of administering the contract. Materials shall be made available at their respective offices at all reasonable times during the contract period and for three years from the date of final payment under the contract. Authorized representatives of the City shall have the option of inspecting and/or auditing all records. For Federally funded projects, access to records shall also include authorized representatives of the State and Federal government. Copies shall be furnished if requested.

12. Conflict of Interest. The Consultant shall disclose any financial, business, or other relationship with the City that may have an impact upon the outcome of this contract, or any ensuing City construction project.

The Consultant shall also list current clients who may have a financial interest in the outcome of this contract, or any ensuing City construction project which will follow.

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ARTS DISTRICT PARKING STRUCTURE PROJECT
The Consultant covenants that it presently has no interest, and will not acquire any interest—direct, indirect or otherwise—that would conflict in any manner or degree with the performance of the work hereunder. The Consultant further covenants that, in the performance of this work, no subconsultant or person having such an interest shall be employed. The Consultant certifies that no one who has or will have any financial interest in performing this work is an officer or employee of the City. It is hereby expressly agreed that, in the performance of the work hereunder, the Consultant will at all times be deemed an independent Consultant and not an agent or employee of the City.

13. Rebates, Kickbacks or Other Unlawful Consideration. The Consultant warrants that this contract was not obtained or secured through rebates, kickbacks or other unlawful consideration, either promised or paid to any City employee. For breach or violation of the warranty, the City shall have the right in its discretion; to terminate the contract without liability; to pay only for the value of the work actually performed; to deduct from the contract price; or otherwise recover the full amount of such rebate, kickback or other unlawful consideration.

14. Covenant Against Contingent Fees. The Consultant warrants by execution of this contract that no person or selling agency has been employed, or retained, to solicit or secure this contract upon an agreement or understanding, for a commission, percentage, brokerage, or contingent fee, excepting bona fide employees or bona fide established commercial or selling agencies maintained by the Consultant for the purpose of securing business. For breach or violation of this warranty, the City has the right to annul this contract without liability; pay only for the value of the work actually performed, or in its discretion, to deduct from the contract price or consideration, or otherwise recover the full amount of such commission, percentage, brokerage, or contingent fee.

15. Compliance with Laws and Wage Rates. The Consultant shall keep itself fully informed of and shall observe and comply with all applicable state and federal laws and county and City of San Luis Obispo ordinances, regulations and adopted codes during its performance of the work. This includes compliance with prevailing wage rates and their payment in accordance with California Labor Code. For purposed of this paragraph, “construction” includes work performed during the design and preconstruction phases of construction, including but not limited to, inspection and land surveying work.

16. Payment of Taxes. The contract prices shall include full compensation for all taxes that the Consultant is required to pay.

17. Permits, Licenses and Filing Fees. The Consultant shall procure all permits and licenses, pay all charges and fees, and file all notices as they pertain to the completion of the Consultant’s work. The City will pay all application fees for permits required for the completion of the project including building and regulatory permit application fees. Consultant will provide a 10 day notice for the City to issue a check.

18. Safety Provisions. The Consultant shall conform to the rules and regulations pertaining to safety established by OSHA and the California Division of Industrial Safety.

19. Public and Employee Safety. Whenever the Consultant's operations create a condition hazardous to the public or City employees, it shall, at its expense and without cost to the City, furnish, erect and maintain such fences, temporary railings, barricades, lights, signs and other devices and take such other protective measures as are necessary to prevent accidents or damage or injury to the public and employees.

20. Preservation of City Property. The Consultant shall provide and install suitable safeguards, approved by the City, to protect City property from injury or damage. If City property is injured or damaged resulting from the Consultant's operations, it shall be replaced or restored at the Consultant's expense. The facilities shall be replaced or restored to a condition as good as when the Consultant began work.

21. Immigration Act of 1986. The Consultant warrants on behalf of itself and all subconsultants engaged for the performance of this work that only persons authorized to work in the United States pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws shall be employed in the performance of the work hereunder.

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RESIDENT ENGINEER AND CONSTRUCTION MANAGEMENT SERVICES FOR THE CULTURAL

ARTS DISTRICT PARKING STRUCTURE PROJECT

22. Consultant Non-Discrimination. In the award of subcontracts or in performance of this work, the Consultant agrees that it will not engage in, nor permit such subconsultants as it may employ, to engage in discrimination in employment of persons on any basis prohibited by State or Federal law.

23. Accuracy of Specifications. The specifications for this project are believed by the City to be accurate and to contain no affirmative misrepresentation or any concealment of fact. Consultants are cautioned to undertake an independent analysis of any test results in the specifications, as City does not guaranty the accuracy of its interpretation of test results contained in the specifications package. In preparing its proposal, the Consultant and all subconsultants named in its proposal shall bear sole responsibility for proposal preparation errors resulting from any misstatements or omissions in the specifications that could easily have been ascertained by examining either the project site or accurate test data in the City's possession. Although the effect of ambiguities or defects in the specifications will be as determined by law, any patent ambiguity or defect shall give rise to a duty of Consultant to inquire prior to proposal submittal. Failure to so inquire shall cause any such ambiguity or defect to be construed against the Consultant. An ambiguity or defect shall be considered patent if it is of such a nature that the Consultant, assuming reasonable skill, ability and diligence on its part, knew or should have known of the existence of the ambiguity or defect. Furthermore, failure of the Consultant or subconsultants to notify City in writing of specification defects or ambiguities prior to proposal submittal shall waive any right to assert said defects or ambiguities subsequent to submittal of the proposal.

To the extent that these specifications constitute performance specifications, the City shall not be liable for costs incurred by the successful Consultant to achieve the project’s objective or standard beyond the amounts provided therefor in the proposal.

In the event that, after awarding the contract, any dispute arises as a result of any actual or alleged ambiguity or defect in the specifications, or any other matter whatsoever, Consultant shall immediately notify the City in writing, and the Consultant and all subconsultants shall continue to perform, irrespective of whether or not the ambiguity or defect is major, material, minor or trivial, and irrespective of whether or not a change order, time extension, or additional compensation has been granted by City. Failure to provide the hereinbefore described written notice within one (1) working day of Consultant's becoming aware of the facts giving rise to the dispute shall constitute a waiver of the right to assert the causative role of the defect or ambiguity in the plans or specifications concerning the dispute.

24. Indemnification for Professional Liability. To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend and hold harmless the City and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”) from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, including the City’s active or passive negligence, except for such loss or damage arising from the sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims.

25. Non-Exclusive Contract. The City reserves the right to contract for the services listed in this proposal from other consultants during the contract term.

26. Standards. Documents shall conform to City Standards and City furnished templates shall be used.

27. Consultant Endorsement. Technical reports, plans and specifications shall be stamped and signed by the Consultant where required.

28. Ownership of Materials. Upon completion of all work under this contract, ownership and title to all reports, documents, plans, specifications, and estimates produced as part of this contract will automatically be

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RESIDENT ENGINEER AND CONSTRUCTION MANAGEMENT SERVICES FOR THE CULTURAL

ARTS DISTRICT PARKING STRUCTURE PROJECT
vested in the City and no further agreement will be necessary to transfer ownership to the City. The Consultant shall furnish the City all necessary copies of data needed to complete the review and approval process.

It is understood and agreed that all calculations, drawings and specifications, whether in hard copy or machine readable form, are intended for one-time use in the construction of the project for which this contract has been entered into.

The Consultant is not liable for claims, liabilities, or losses arising out of, or connected with the modification, or misuse by the City of the machine-readable information and data provided by the Consultant under this agreement. Further, the Consultant is not liable for claims, liabilities, or losses arising out of, or connected with any use by City of the project documentation on other projects, except such use as may be authorized in writing by the Consultant.

29. Release of Reports and Information. Any reports, information, data, or other material given to, prepared by or assembled by the Consultant as part of the work or services under these specifications shall be the property of City and shall not be made available to any individual or organization by the Consultant without the prior written approval of the City.

The Consultant shall not issue any news release or public relations item of any nature, whatsoever, regarding work performed or to be performed under this contract without prior review of the contents thereof by the City and receipt of the City’s written permission.

30. Copies of Reports and Information. If the City requests additional copies of reports, drawings, specifications, or any other material in addition to what the Consultant is required to furnish in limited quantities as part of the work or services under these specifications, the Consultant shall provide such additional copies as are requested, and City shall compensate the Consultant for the costs of duplicating of such copies at the Consultant's direct expense.

31. Attendance at Meetings and Hearings. As part of the work scope and included in the contract price is attendance by the Consultant to public meetings to present and discuss the project status. Consultant shall attend as many "working" meetings with staff as necessary in performing work scope tasks.

32. Consultant Invoices. The Consultant shall deliver a monthly invoice to the City, itemized by project work phase or, in the case of on-call contracts, by project title. Invoice must include a breakdown of hours billed and miscellaneous charges and any subconsultant invoices, similarly broken down, as supporting detail.

The Consultant shall review all project related billings within 1 week of submittal to the City and make recommendations for payment.

33. Payment. The Consultant shall be reimbursed for hours worked at the hourly rates attached to this agreement. Hourly rates include direct salary costs, employee benefits, overhead and fee. In addition, the Consultant shall be reimbursed for direct costs other than salary and vehicle cost that have been identified and are attached to this agreement. The Consultant’s personnel shall be reimbursed for per diem expenses at a rate not to exceed that currently authorized for State employees under State Department of Personnel Administration rules.

Should the Consultant’s designs, drawings or specifications contain errors or deficiencies, the Consultant shall be required to correct them at no increase in cost to the City.

Progress payments shall be made on a monthly basis as invoiced by the Consultant for expenses incurred with cumulative monthly payments.

34. Payment Terms. The City's payment terms are 30 days from the receipt of an original invoice and acceptance by the City of the materials, supplies, equipment or services provided by the Consultant (Net 30).

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RESIDENT ENGINEER AND CONSTRUCTION MANAGEMENT SERVICES FOR THE CULTURAL

ARTS DISTRICT PARKING STRUCTURE PROJECT

35. Resolution of Disputes. Any dispute, other than audit, concerning a question of fact arising under this contract that is not disposed of by agreement shall be decided by a committee consisting of the City’s Project Manager and the City Director of Public Works, who may consider written or verbal information submitted by the Consultant. Not later than thirty days after completion of all deliverables necessary to complete the plans, specifications and estimate, the Consultant may request review by the City Council of unresolved claims or disputes, other than audit, in accordance with Chapter 1.20 Appeals Procedure of the Municipal Code.

Any dispute concerning a question of fact arising under an audit of this contract that is not disposed of by agreement, shall be reviewed by the City’s Chief Fiscal Officer. Not later than 30 days after issuance of the final audit report, the Consultant may request a review by the City’s Chief Fiscal Officer of unresolved audit issues. The request for review must be submitted in writing.

Neither the pendency of a dispute, nor its consideration by the City will excuse the consultant from full and timely performance in accordance with the terms of this contract.

36. Agreement Parties.

City: Manuel Guzman
City of San Luis Obispo
919 Palm Street
San Luis Obispo, CA 93401
Consultant: X
All written notices to the parties hereto shall be sent by United States mail, postage prepaid by registered or certified mail addressed as shown above.

37. Incorporation by Reference. City Request for Proposal Specification No. 90435 and Consultant's proposal dated X, are hereby incorporated in and made a part of this Agreement.

38. Amendments. Any amendment, modification or variation from the terms of this Agreement shall be in writing and shall be effective only upon approval by the City Engineer.

39. Working Out of Scope. If, at any time during the project, the consultant is directed to do work by persons other than the Project Manager and the Consultant believes that the work is outside of the scope of the original contract, the Consultant shall inform the Project Manager immediately. If the Project Manager and Consultant both agree that the work is outside of the project scope and is necessary to the successful completion of the project, then a fee will be established for such work based on Consultant's hourly billing rates or a lump sum price agreed upon between the City and the Consultant. Any extra work performed by Consultant without prior written approval from the Project Manager shall be at Consultant's own expense.

40. Complete Agreement. This written agreement, including all writings specifically incorporated herein by reference, shall constitute the complete agreement between the parties hereto. No oral agreement, understanding or representation not reduced to writing and specifically incorporated herein shall be of any force or effect, nor shall any such oral agreement, understanding or representation be binding upon the parties hereto. For and in consideration of the payments and agreements hereinbefore mentioned to be made and performed by City, Consultant agrees with City to do everything required by this Agreement, the said specification and incorporated documents. Failure by the Consultant to carry out the requirements of this Agreement is a material breach of this agreement which may result in the termination of this Agreement or such other remedy as the City deems appropriate.

Authority to Execute Agreement. Both City and Consultant do covenant that each individual executing this agreement on behalf of each party is a person duly authorized and empowered to execute Agreements for such party.

IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first above written.

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RESIDENT ENGINEER AND CONSTRUCTION MANAGEMENT SERVICES FOR THE CULTURAL

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CITY OF SAN LUIS OBISPO
A Municipal Corporation
__________________________________
Derek Johnson, City Manager
APPROVED AS TO FORM CONSULTANT:

Name of Company
________________________________ By:________________________________ J. Christine Dietrick
City Attorney
Name of CAO/President
Its: CAO/PRESIDENT
(2nd signature required if Corporation):

By:________________________________
Name of Corporate Officer
Its: ____________________

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APPENDIX D – QUALITY ASSURANCE PROGRAM
(Attached as a separate document.)

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ARTS DISTRICT PARKING STRUCTURE PROJECT
APPENDIX E – CONTRACT DOCUMENTS FOR

CULTURAL ARTS DISTRICT PARKING STRUCTURE PROJECT
(Attached as a separate document.)

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PARKING GARAGE REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CALIFORNIA 93401
Vicinity Map
General Symbols & Legend Site Map
Scope of Work
Abbreviations Project Description Drawing Index
Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Description Date
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

SIMPSON GUMPERTZ & HEGER
Engineering of Structures
and Building Enclosures
Simpson Gumpertz & Heger Inc.
1999 Harrison Street, Suite 2400
Oakland, California 94612
main: 415.495.3700 fax: 415.495.3550
www.sgh.com
Boston
Chicago
Houston
Los Angeles
New York
San Francisco
Washington, DC
1 07/09/21 50% CD SET AD
2 01/21/22 90% CD SET AD
G0.0

TITLE SHEET

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Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Description Date
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

GROUND FLOOR
PLAN

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Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Date Description
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

SECOND FLOOR
PLAN

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Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Date Description
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

2.3 THIRD FLOOR
PLAN

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12 x36" BM 12"x36 BM12 x36" BM12 x36"BM12 x36" BM
2"x36" BM
12 x36" BM
2"x36" BM
12 x3
Pou
36"
r S
BM
Strip
M
12 x36 BM
2 x36" BM
12 x3
12 6"
"x3
" BM
3" BM
12 x36"BM
12 x3
12 6"
x
BM
x
12 33"
x3
B
6 M
BM
12 x36"
1 BM
2"
1 36
2"x
" B
33 M
B
12 M
M
x36"BM
PourStr
2"
p
12 x36"
"x
BM
33"
1 BM
2"x
M
2 x36
12 B
12 x3
M
36"BM
12"x
1 24
2"
B
36 M
" BM
12"x24 BM
12 x2
12 24"
"x
BM
24"
M
4 BM
12"x24 BM12"x24" BM12"x24 BM
Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Date Description
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

ROOF PLAN

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Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Description Date
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

REPRESENTATIVE
PHOTOS

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”
Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Description Date
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

STRUCTURAL

GENERAL NOTES
& SUBMITTALS

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≥
Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Description Date
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

TYPICAL

STRUCTURAL

REPAIR DETAILS

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“ ”
“ ”
“ ”
“ ”
“ ”
”
” ” ” ”
Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Description Date
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

WATERPROOFING

GENERAL NOTES &

SUBMITTALS

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Project No.

Drawing No.

Drawn Scale
Checked Date
Drawing Title
Project
No. Description Date
Seal
Consultant
By
Approved

PARKING GARAGE
REPAIR
871 MARSH STREET
SAN LUIS OBISPO, CA 93401

WATERPROOFING

TYPICAL REPAIR

DETAILS

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R ______
RESOLUTION NO. _____ (2022 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, APPROVING AN AMENDMENT TO THE 2022- 23 BUDGET ALLOCATION
WHEREAS, in accordance with the San Luis Obispo City Charter Section 802, the City Manager submitted the Fiscal Year 2022-23 Supplemental Budget to Council for its review and consideration on June 7, 2022; and
WHEREAS, on June 7, 2022, the Council approved and appropriated the 2022-23 Supplemental Budget including operating expenditures, debt service, and capital improvement plan budget; and
WHEREAS, the City received updated cost estimates for the Cultural Arts District Parking Structure reflecting an increase in construction costs reflective of recent market construction cost escalation; and
WHEREAS, the 2022-23 Supplemental Budget provided a Parking Fund Five Year Forecast inclusive of construction cost escalation for the Cultural Arts District Parking Structure; and
WHEREAS, the City will be utilizing Parking Fund Unreserved Working Capital to build Phase 1 of the Cultural Arts District Parking Structure and needs to appropriate the budget from the fund balance.

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

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Resolution No. _____ (2022 Series) Page 2
R ______
SECTION 1. The 2022-23 budget is hereby amended to appropriate $1,387,900 of the City’s Parking Fund Unreserved Working Capital balance to the Cultural Arts District Parking Structure CIP project budget.

Upon motion of _______________, seconded by _____________, and on the following roll call vote:

AYES:

NOES:

ABSENT:

The foregoing resolution was 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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Item 5k
Department: Information Technology
Cost Center: 1101
For Agenda of: 6/21/2022
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Rebecca Cox, IT Administrative Analyst
SUBJECT: APPROVE A THREE-YEAR CONTRACT RENEWAL FOR MICROSOFT OFFICE 365 GOVERNMENT PLAN SUBSCRIPTION LICENSES

RECOMMENDATION

1. Approve a three-year contract renewal for Microsoft Office 365 Government Plan subscription licenses; and

2. Per Municipal Code 3.24.060E, authorize waiver of formal bids to purchase Microsoft Office 365 subscription licensing through the cooperative agreement under the County of Riverside Master Agreement – PSA – 0001524, Enterprise Agreement (EA) - 8084445; or below the cooperative purchasing net cost within the same terms and conditions; and

3. Authorize the City Manager to approve related Purchase Order Requisitions through the duration of the agreement.

DISCUSSION
Background
Microsoft Office 365 productivity software is one of the City’s most critical systems and includes Microsoft Access, Excel, Exchange, OneDrive, OneNote, Outlook, PowerPoint, Publisher, SharePoint, Teams, and Word. In 2016, Council approved the City migration to Microsoft Office 365 cloud-based platform subscription, renewing in 2019 for a threeyear term which is due to expire June 30, 2022. Throughout this period the cloud-based subscription service has allowed the City to leverage new products as they are released, such as Microsoft Forms and Teams without incurring additional costs. Subscription based licensing ensures the City’s business use of the Office suite will evolve in real time with enhancements and maintenance to the software. In the proposed renewal the Office 365 Government Plan G3 licenses now include Audio Conferencing services; previously, this service was an additional cost outside of licensing fees.

Since the 2019 agreement, the City has increased the overall license count by 30 licenses to align with the growth of City staffing and resource needs. The proposed renewal (Attachment A) includes a total of 570 licenses for a three-year term with annualized payments of $189,126.

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Item 5k
Previous Council or Advisory Body Action
The current license subscription expiring June 30, 2022 was approved for purchase as part of the Consent Agenda at the May 21, 2019, City Council Meeting.

Policy Context
Per the City’s Financial Management Manual, City Council approval is required for purchases of this type that are over $200,000 through the duration of the contract. Utilizing the County of Riverside Master Agreement allows the City to waive formal bidding as set forth in Municipal Code 03.24.060 Bidding procedures – use of, not required and when; “when the purchase will be made cooperatively with one, or more, other units of government or from a local dealer within the city limits that can provide the same brand, model and configuration of item(s) identified in the cooperative purchase agreement(s) at or below the cooperative purchasing net cost within the same terms and conditions,” and compliant with the purchasing policy, Section 204, No-Bid Purchasing – Cooperative Agreement Purchasing.

Public Engagement
This item is on the agenda for the June 21, 2022 City Council meeting and will follow all the required posting and notification. The public may comment on this item at or before the meeting.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project under CEQA Guidelines Sec. 15378.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-22
Funding Identified: Yes
Fiscal Analysis:

Funding Sources
Total
Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $162,723 $162,723
Water Fund $13,200 $13,200
Sewer Fund $13,200 $13,200
State
Federal
Fees
Other:

Total $189,126 $189,126

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Item 5k
Funding for the current fiscal year was approved through the 2021-23 Financial Plan, and 2022-23 budget appropriation. Water and Sewer Enterprise Funds contribute directly to their license fees as budgeted in the Financial Plan.

ALTERNATIVES
Do not renew subscription. This action is not recommended by staff; Migrating infrastructure back into the City and returning to Microsoft Office Suite (non-cloud based) would require CIP upgrades on a five year replacement cycle. Additionally, the organization would not receive big feature updates made available to subscription holders.

ATTACHMENTS
A - Quote from Dell for Microsoft Enterprise Agreement Renewal 05-16-19

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Sam Andrews
[email protected]
512.720.4469
Customer: City of San Luis Obispo
Contract: Riverside County Master Agreement - PSA-0001524 (8084445) Date of Issue: 5/16/2022 Microsoft Enterprise Agreement (EA) #: TBD/ Future (effective 7/1/22) Quote Expires: 6/30/2022 Product Description Mfg# Quantity Months Unit Price Ext. Price Enterprise Online Services Products
O365 G3 GCC Sub Per User AAA-11894 570 12 $19.25 $131,670.00 EntMobandSecE3Full GCC ShrdSvr ALNG SubsVL MVL PerUsr AAD-32907 570 12 $8.40 $57,456.00 $0.00
Additional Online Services Products
Audio Conferencing Select Dial Out GCC Sub Add-on NYH-00001 570 12 $0.00 $0.00 $0.00
$0.00
$0.00
Annual Payment $189,126.00
Notes: Total Annual Payment Yr 1 $189,126.00
Microsoft Enterprise Agreement (EA) Master#: 8084445 Total Annual Payment Yr 2 $189,126.00 Microsoft Enterprise Agreement (EA) Enrollment#: Future/TBD Total Annual Payment Yr 3 $189,126.00 Previous Enrollment# 7799072 (expires on 6/30/2022) Total of 3 years of Payments $567,378.00 Notes:

Quote prepared by: Chris A Johnson
Monthly Subscriptions

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City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: June 21, 2022
TO: Mayor and Council
FROM: Brigitte Elke, Finance Director
VIA: Derek Johnson, City Manager
SUBJECT: ITEM 5l – AUTHORIZE A REIMBURSEMENT AGREEMENT BETWEEN

THE CITY OF SAN LUIS OBISPO AND AVILA RANCH DEVELOPERS, INC. FOR RECYCLED WATER
Staff received a question regarding the basis for reimbursement agreements with developers and the mechanics of the repayment.
1) Basis of reimbursement agreements with developers.

Answer:

The City is the authorized agency under the law to require orderly and efficient development. To achieve this goal, the City often requires developers to oversize infrastructure to accommodate the entire area development. In most cases, this oversizing is above and beyond the developer’s fair share of the infrastructure needed for their development and entitles them for reimbursed from future developments benefitting from the infrastructure.

The City’s Municipal Code under 16.20.110 – Reimbursements – provides the basis for the agreements.

16.20.110 A. Eligibility. Whenever improvements are required to be installed adjacent to property other than that being developed or in greater size or capacity than that required for the development of the property under consideration, the developer of the improvements may be eligible for reimbursement…
2) Mechanics of repayment.

Answer:

As the permitting agency, the City collects all development related fees including impact fees for transportation, parks, water and sewer infrastructure. When a developer places infrastructure beyond their fair share that will benefit other developments in the area, a reimbursement agreement is put in place to allow the developer to receive those fees paid by other developers as repayment for the upfront cost.

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5l – Reimbursement Agreement with Avila Ranch Developers, Inc. Page 2

16.20.110 C. Payment of Reimbursement.

1. When prorated shares of the cost of improvements are collected from the developers of new projects, the money collected shall be paid in accordance with the terms of the agreement. The City shall not be required to reimburse more money than it actually collects.

2. Reimbursements shall be made only when the city collects money from the developers of new projects, notwithstanding any provision of any law, this code or the reimbursement agreement. Failure or error by the city resulting in funds not being collected will not subject the city to any liability, obligation or debt owed the original developer. (Ord. 1490 § 3 (part), 2006)

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Item 5l
Department: Finance
Cost Center: 2001
For Agenda of: 6/21/2022
Placement: Consent
Estimated Time: NA
FROM: Brigitte Elke, Finance Director
Prepared By: Esteban Cano-Gutierrez, Financial Analyst – Infrastructure Financing SUBJECT: AUTHORIZE A REIMBURSEMENT AGREEMENT BETWEEN THE CITY OF SAN LUIS OBISPO AND AVILA RANCH DEVELOPERS, INC. FOR

RECYCLED WATER

RECOMMENDATION
Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, approving a Reimbursement Agreement between the City of San Luis Obispo and Avila Ranch Developers, Inc.”

DISCUSSION
Background
On September 19, 2017, the City Council adopted Ordinance No. 1639 (2017 Series) approving a Development Agreement with Avila Ranch. The Development Agreement was amended April 2, 2019 via Ordinance No. 1662 (2019 Series). Section 5.04.2(g) of the Development Agreement provides that the City will enter into a Reimbursement Agreement with the developer which provides for the reimbursement of all excess costs and expenses incurred by Avila Ranch in constructing infrastructure beyond its fair share following Government Code Section 66485 et. seq. and Section 16.20.110 of the City’s Municipal Code.

Section 5.05.3(a) of the Development Agreement provides that the City will reimburse or provide for the reimbursement by other landowners or developers, the actual hard and soft costs associated with Avila Ranch’s funding or construction of that portion of any improvement that is attributable to a project or area other than the Project or Project property.

As a matter of convenience and efficiencies, the City requested that Avila Ranch extend a segment of a recycled water line on Venture Drive to a location beyond the tract boundary, as illustrated in Exhibit “A” of the Reimbursement Agreement attached hereto (Attachment B, Reimbursement Agreement). Avila Ranch has agreed to construct these recycled water improvements subject to reimbursement.

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Item 5l
The City acknowledges that no portion of the mentioned recycled water improvements is attributable to the Avila Ranch Project, and therefore one hundred percent (100%) of the developer’s actual cost of constructing and installing such improvements is subject to reimbursement.

The City has identified, in Exhibit “B” of the Reimbursement Agreement attached hereto, those properties benefitting from the recycled water improvements.

The City and Avila Ranch desire to enter into an agreement to memorialize the terms and conditions under which Avila Ranch will be reimbursed the reimbursable costs.

Previous Council or Advisory Body Action
On September 19, 2017, the San Luis Obispo City Council certified the Final Environmental Impact Report for the Avila Ranch project; approved the Avila Ranch Development Plan, Airport Area Specific Plan Amendment 1318-2015, General Plan Amendment 1319-2015, Vesting Tentative Tract Map 3089 (“VTTM”), and approved formation of a Community Facilities District. The City Council adopted Ordinance 1638 (2017 Series) approving a rezone of the Avila Ranch property and Ordinance 1639 (2017 Series) approving Development Agreement 2017-1 on October 3, 2017.

Policy Context
Government Code Section 66485 et. seq. and Section 16.20.110 of the City’s Municipal Code provide the provisions related to developer’s reimbursements from development impact fees.

Public Engagement
This item is on the posted agenda for the June 21, 2022 City Council meeting and all required postings and notifications have been implemented. The public will have an opportunity to comment on this item at or before the meeting.

CONCURRENCE
The City’s Community Development and Utilities Departments concur with the recommended action.

ENVIRONMENTAL REVIEW
Construction and installation of the extension of water infrastructure on Venture Drive was reviewed as part of the Avila Ranch project and evaluated in the Final Environmental Impact Report that was certified by the City Council on September 19, 2017.

FISCAL IMPACT
Budgeted: N/A Budget Year: N/A
Funding Identified: Yes

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Item 5l
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ $ $ $
State
Federal
Fees NA $106,324 $106,324 NA
Other:

Total $ $106,324 $106,324 $
The cost of the improvements is $106,324. Total reimbursable costs will include an annual inflation adjustment based on the Construction Cost Index. The reimbursable cost will be shared equally among the benefitted properties. The recycled water improvements are not to be funded from the City’s General Fund or any other sources different than the mentioned benefitted properties paying their fair share on the project. The City is not required to reimburse Avila Ranch for more money than it collects. Reimbursements will be made within 30 days of the quarter in which the fees were paid by the benefitted properties.

ALTERNATIVES

1. Continue consideration of the proposed Reimbursement Agreement. Council may elect to continue consideration of the Reimbursement Agreement if additional clarifications or information are needed to render a decision. Should Council elect this alternative, specific direction should be provided to staff as to the additional information needed for Council consideration.

2. deny approval of the proposed Reimbursement Agreement. This alternative is not recommended because it would violate the terms of the approved and executed Development Agreement.

ATTACHMENTS
A - Draft Resolution approving the Reimbursement Agreement with Avila Ranch Developers, LLC.

B - Reimbursement Agreement with Avila Ranch Developers, LLC

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R ______
RESOLUTION NO. _____ (2022 SERIES)

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

OBISPO, CALIFORNIA, APPROVING A REIMBURSEMENT

AGREEMENT FOR RECYCLED WATER IMPROVEMENTS WITH AVILA
RANCH DEVELOPERS, INC.

WHEREAS, on September 19, 2017, the San Luis Obispo City Council certified the Final Environmental Impact Report for the Avila Ranch project; approved the Avila Ranch Development Plan, Airport Area Specific Plan Amendment 1318-2015, General Plan Amendment 1319-2015, Vesting Tentative Tract Map 3089 (“VTTM”), and formation of a Community Facilities District; and
WHEREAS, on October 3, 2017, the San Luis Obispo City Council adopted Ordinance 1638 (2017 Series) approving a rezone of the Avila Ranch property and Ordinance 1639 (2017 Series) approving Development Agreement 2017-1; and WHEREAS, Section 5.04.2(g) of the Development Agreement provides that the City will enter into a Reimbursement Agreement with the developer which provides for the reimbursement of all excess costs and expenses incurred by Avila Ranch in constructing infrastructure beyond its fair share following Government Code Section 66485 et. seq. and Section 16.20.110 of the City’s Municipal Code; and WHEREAS, Section 5.05.3(a) of the Development Agreement provides that the City will reimburse or provide for the reimbursement by other landowners or developers the actual hard and soft costs associated with Avila Ranch’s funding or construction of that portion of any improvement that is attributable to a project or area other than the Project or Project property; and
WHEREAS, as a matter of convenience and efficiencies, the City requested that Avila Ranch extend a segment of a recycled water line on Venture Drive to a location beyond the tract boundary, as illustrated in Exhibit “A” of the Reimbursement Agreement and Avila Ranch Developers, Inc. has agreed to construct these recycled water improvements subject to reimbursement; and
WHEREAS, the City acknowledges that no portion of the mentioned recycled water improvements are attributable to the Avila Ranch Project, and therefore one hundred percent (100%) of the developer’s actual cost of constructing and installing such improvements is subject to reimbursement; and
WHEREAS, the City has identified, in Exhibit “B” of the Reimbursement Agreement those properties benefitting from the recycled water improvements and each benefitted properties’ proportionate share of the actual cost of such improvements; and WHEREAS, The City and Avila Ranch Developers, Inc. desire to enter into an agreement to memorialize the terms and conditions under which Avila Ranch will be reimbursed the reimbursable costs.

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

SECTION 1. The Reimbursement Agreement is hereby approved, and the Mayor is authorized to approve minor revisions and execute said Agreement on behalf of the City.

SECTION 2. The Finance Director is authorized to administer and implement the Reimbursement Agreement as provided therein.

SECTION 3. The Mayor and City staff are authorized to take action necessary to carry out the intent of this Resolution.

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

AYES:

NOES:

ABSENT:

The foregoing resolution was 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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1 REIMBURSEMENT AGREEMENT
(Recycled Water Improvements)
This Reimbursement Agreement (Recycled Water Improvements) (“Agreement”) is entered into _________________(the “Effective Date”), by and between the City of San Luis Obispo, a municipal corporation and charter city (“City”) and Avila Ranch Developers, Inc., a California corporation (“Avila Ranch”). The City and Avila Ranch are sometimes hereinafter referred to individually as a “party” and collectively as “parties.”

RECITALS
WHEREAS, on September 17, 2017, the San Luis Obispo City Council certified the Final Environmental Impact Report; approved the Avila Ranch Development Plan, Airport Area Specific Plan Amendment 1318-2015, General Plan Amendment 1319-2015, Vesting Tentative Tract Map 3089 (“VTTM”), Ordinance 1638 (2017 Series) approving a rezone of the Avila Ranch property and Ordinance B69 (20I7 Series) approving Development Agreement 2017-1 (“Development Agreement”), and formation of a Community Facilities District (collectively “Project”); and WHEREAS, Section 5.04.2(g) of the Development Agreement provides that the City will enter into a reimbursement agreement with the developer (now Avila Ranch Developers, Inc. as successor in interest) which provides for the reimbursement of all excess costs and expenses incurred by Avila Ranch in constructing infrastructure beyond its fair share following Government Code section 66485 et. seq. and section 16.20.110 of the City’s Municipal Code; and
WHEREAS, Section 5.05.3(a) of the Development Agreement provides that the City will reimburse, or provide for the reimbursement by other landowners or developer the actual hard and soft costs associated with Avila Ranch’s funding or construction of that portion of any improvement that is attributable to a project or area other than the Project or Project property; and WHEREAS, as a matter of convenience and efficiencies, the City has requested that Avila Ranch extend a segment of a recycled water line on Venture Drive to a location beyond the tract boundary, as illustrated in Exhibit “A” attached hereto (“Recycled Water Improvements”) and Avila Ranch has agreed to construct these Recycled Water Improvements subject to reimbursement.

WHEREAS, City acknowledges that no portion of the Recycled Water Improvements, as defined herein, are attributable to the Project, and therefore one hundred percent (100%) of Avila Ranch’s actual cost of constructing and installing the Recycled Water Improvements is subject to reimbursement (“Reimbursable Costs”).

WHEREAS, the City has identified, in Exhibit “B” attached hereto, those properties benefitting from the Recycled Water Improvements (“Benefitted Properties” or individually, “Benefitted Property”) and each Benefitted Properties proportionate share of the actual cost of the Recycled Water Improvements.

WHEREAS, the City and Avila Ranch now desire to enter into an agreement to memorialize the terms and conditions under which Avila Ranch will be reimbursed the Reimbursable Costs.

DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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2 AGREEMENT
NOW, THEREFORE, for good and valuable consideration, receipt and adequacy being hereby acknowledged, the City and Avila Ranch agree as follows:

1. Recitals. The above recitals are true and correct. The recitals set forth above, and all defined terms set forth in such recitals and the preamble preceding the recitals, are hereby incorporated into this Agreement as though set forth in full.

2. Term. According to Section 5.05.3(g) of the Development Agreement the term of this Agreement will be fifteen (15) years from the date of termination of the Development Agreement, or until all Reimbursable Costs have been fully reimbursed, whichever is sooner.

3. Construction of Recycled Water Improvements. Avila Ranch has constructed the Recycled Water Improvements in substantial conformance with plans and specifications approved by the City (“Approved Plans”).

4. Reimbursable Costs. City and Avila Ranch agree that Avila Ranch’s actual cost of constructing and installing the Recycled Water Improvements are detailed in Exhibit “C” attached hereto and incorporated herein by reference, one hundred percent (100%) of which are subject to reimbursement according to this Agreement. For purposes of this Agreement, the Reimbursable Costs include Avila Ranch’s actual cost of designing, permitting, and constructing the Recycled Water Improvements. The Reimbursable Costs include the cost of all right-of-way acquisitions secured by Avila Ranch, if any, including the legal, accounting, project management, and costs of such rights of way acquisition.

Reimbursable Costs include Avila Ranch’s hard and soft costs. Soft costs include Avila Ranch’s legal, accounting, and engineering costs.

5. Payment of Reimbursable Costs.
a) The Reimbursable Cost shall be shared equally among the Benefitted Properties.

The Recycled Water Improvements and each of the Benefitted Properties’ share of the Reimbursable Costs are shown on Exhibit “B”, attached hereto, and incorporated herein by this reference. Subject to terms of this Section 5 of this Agreement, the City will reimburse Avila Ranch the Reimbursable Costs, together with the Applicable Annual Rate of Inflation, which will be the Construction Cost Index.
b) City and Avila Ranch agree that the Recycled Water Improvements significantly benefit the Benefitted Properties because the Recycled Water Improvements are improvements that the City will require each of the individual Benefitted Properties to install as conditions of improvement, and/or connect to for landscape irrigation. c) Within fifteen (15) days of execution of this Agreement, the City agrees to implement a collection mechanism that ensures the collection of funds from Benefitted Properties consistent with each property’s obligation to pay its share. To the extent permitted by law, the City DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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3 further agrees to record a notice of this agreement against the Benefitted Properties. d) The City is not required to reimburse Avila Ranch for more money than it collects. e) Any amount of Reimbursable Costs City collects within a calendar quarter will be sent to Avila Ranch within thirty (30) days following the end of such calendar quarter, subject to the provisions of this Section 5. All reimbursements will be by check or warrant made payable to:

Avila Ranch Developers, Inc.
2505 Alluvial Avenue
Clovis, CA 93611

6. Entire Agreement/Amendment. This Agreement represents the entire integrated agreement between the City and Avila Ranch regarding the private reimbursement for the Recycled Water Improvements and supersedes all prior negotiations, representations, or agreements, either written or oral.

This Agreement may be amended only by a written instrument signed by both City and Avila Ranch.

7. Governing Law and Venue. The interpretation and implementation of this Agreement will be governed by the law of California, except for those provisions preempted by federal law. However, the laws of the State of California will not be applied to the extent that they would require or allow the court to use the laws of another state or jurisdiction. The parties agree that all actions or proceedings arising out of or relating to the Agreement will be tried and litigated only in the County of San Luis Obispo or the United States District Court for the Central District of California.

8. Severability. Invalidation of any provision contained herein or the application thereof to any person or entity by judgment or court order will in no way affect any of the other covenants, conditions, restrictions, or provisions hereof, or the application thereof to any other person or entity, and the same will remain in full force and effect.

9. Counterparts. This Agreement may be executed in two (2) or more counterparts, each of which will be deemed an original and all of which together will constitute one the same instrument.

10. Notices. All notices, demands, invoices, or written communications to the parties required or permitted hereunder will be in writing and delivered personally or by U.S. mail, postage prepaid, to the following addresses or such other address as the parties may designate per this section:

To City:

Finance – Infrastructure Financing
990 Palm Street
San Luis Obispo, CA 93401
Attn: Esteban Cano
To Avila Ranch:

Avila Ranch Developers, Inc.
2505 Alluvial Avenue
Clovis, CA 93611
Attn: Joshua Peterson
DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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4 11. Interpretation/Ambiguity. This Agreement was negotiated by the Parties, with the advice and assistance of their respective counsel, and will not be construed in favor of or against either Party, regardless of who may have drafted it or any of its terms. Any rule of construction to the effect that ambiguities are to be resolved against the drafting party will not be applied in interpreting this Agreement.

12. Assignment. Avila Ranch will not assign, transfer, or convey any of its rights duties or obligations under this Agreement without the prior written approval of the City. The City will not unreasonably withhold approval of any assignment Any other assignment will be null and void.

13. Authority to Execute. Both City and Avila Ranch do covenant that each individual executing this agreement on behalf of each party is a person duly authorized and empowered to execute Agreements for such party.

IN WITNESS WHEREOF, the parties have executed this Agreement as of the first date written above.

AVILA RANCH DEVELOPERS, INC.
a California corporation
By: ___________________________
Joshua E. Peterson, President

CITY OF SAN LUIS OBISPO
a municipal corporation and charter city.
_________________________________
Derek Johnson, City Manager
ATTEST:
_______________________________
City Clerk
APPROVED AS TO FORM:
_______________________________
J. Christine Dietrick, City Attorney
DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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5 Exhibit “A”
Illustration of Recycled Water Improvement Segment
DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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6 Exhibit “B”
List of Benefitted Properties and Share of Cost
DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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7 Exhibit “C”
Avila Ranch Reimbursable Costs
DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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8 DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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9 DocuSign Envelope ID: 7B7986CB-94C6-419B-89C0-50EDA5FA1F33

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Certificate Of Completion
Envelope Id: 7B7986CB94C6419B89C050EDA5FA1F33 Status: Completed Subject: Please DocuSign: Reimbursement Agreement Recycled Water Improvements.pdf Department:

Supplier:

Source Envelope:

Document Pages: 9 Signatures: 1 Envelope Originator:

Certificate Pages: 5 Initials: 0 Esteban Cano
AutoNav: Enabled
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Time Zone: (UTC-08:00) Pacific Time (US & Canada)
990 Palm Street
San Luis Obispo, CA 93422
[email protected]
IP Address: 104.129.199.28
Record Tracking
Status: Original
5/19/2022 10:52:42 AM
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[email protected]
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Joshua E. Peterson
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Dan Garson
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Sent: 5/19/2022 10:57:20 AM
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Not Offered via DocuSign
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Envelope Sent Hashed/Encrypted 5/19/2022 10:57:20 AM
Certified Delivered Security Checked 5/19/2022 10:57:49 AM Signing Complete Security Checked 5/19/2022 10:58:37 AM

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Envelope Summary Events Status Timestamps
Completed Security Checked 5/19/2022 10:58:37 AM
Payment Events Status Timestamps
Electronic Record and Signature Disclosure

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Electronic Record and Signature Disclosure created on: 5/10/2017 10:25:58 AM Parties agreed to: Joshua E. Peterson

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Item 5m
Department: Public Works
Cost Center: 5101
For Agenda of: 6/21/2022
Placement: Consent
Estimated Time: N/A
FROM: Matt Horn, Public Works Director
Prepared By: Gaven Hussey, Parking Services Manager; and Alexander Fuchs Parking Services Supervisor
SUBJECT: SECOND READING OF ORDINANCE NO. 1714 (2022 SERIES) AMENDING TITLE 10, CHAPTER 52 (PARKING METERS), OF THE SAN

LUIS OBISPO MUNICIPAL CODE TO ESTABLISH PARKING METER

AND PARKING PAYMENT CENTER RATES

RECOMMENDATION
Adopt Ordinance No. 1714 (2022 Series) entitled, “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” establishing parking meter and parking payment center rates.

DISCUSSION
On June 7, 2022, the City Council introduced Ordinance No. 1714 (2022 Series), amending Title 10, Chapter 52 of the Municipal Code establishing paid parking rates for on-street and surface parking lots that may be controlled and regulated by parking meters and / or parking payment centers (Attachment A). The Municipal Code changes are outlined below:

Section 10.52.010 (Paid Parking Zone – Rates)
 Reduce the number of on-street rate zones from three to two zones effective January 2, 2023; and
 Establish paid parking rates effective January 2, 2023, July 1, 2023, and July 1, 2025, as shown in Figure 1 below.

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Item 5m
Figure 1 - Parking Rate Zone Map
Policy Context
The California Vehicle Code section 22508 allows local authorities to establish paid parking rate zones by ordinance, and the ordinance must describe the area(s) that would be included within each zone. Ordinance No. 1714 (2022 Series) satisfies both of these requirements.

Public Engagement
A proposed Ordinance was brought before City Council on June 7, 2022, as a Public Hearing item for the review and adoption of the City’s 2022-23 Supplement Budget. Staff met with Downtown SLO’s Executive Board on May 31, 2022, and with Downtown SLO’s Parking and Access Committee on June 7, 2022, to present and discuss the proposed rate changes. Downtown SLO has not provided a formal position on these rate increases.

CONCURRENCE
The City’s Attorney’s office has reviewed the ordinance and determined that the amendments to the applicable Municipal code sections are within the authority of the City to enact and enforce.

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Item 5m

ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.

FISCAL IMPACT
Budgeted: Yes Budget Year: On-going
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
Parking Fund $ 0 $ 0 $ 0 $ 0
Total $ 0 $ 0 $ 0 $ 0
There is no direct fiscal impact for the adoption of Ordinance No. 1714 (2022 Series) to establish parking rates; however, after review of the Parking Fund’s financial position, City Council has found it is necessary to adopt multi-year rate increases to fund the construction of the Cultural Arts District Parking Structure.

ALTERNATIVES
Council could decide not to adopt Ordinance No. 1714 (2022 Series) establishing parking rates. This action is not recommended by staff because the increases in parking rates is necessary to meet the debt service obligations required to secure a loan for the construction of the Cultural Arts District Parking Structure.

ATTACHMENTS
A - Ordinance No. 1714 (2022 Series)

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O ______
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.

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Ordinance No. _____ (2022 Series) Page 2
O ______
B. 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. 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. 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 twenty-five 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. 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. 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.
(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)

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Ordinance No. _____ (2022 Series) Page 3
O ______
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.

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 7
th day of June 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

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Ordinance No. _____ (2022 Series) Page 4
O ______
Exhibit A

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Item 5n
Department: Human Resources
Cost Center: 3001
For Agenda of: 6/21/2022
Placement: Consent
Estimated Time: N/A
FROM: Nickole Domini, Human Resources Director
Prepared By: Brittani Roltgen, Human Resources Manager
SUBJECT: JUNE 2022 SALARY SCHEDULE CORRECTION

RECOMMENDATION
Adopt a Regular and Contract Salary Schedule effective June 23, 2022, as required by the California Public Employee Retirement System.

DISCUSSION
Background
The California Code of Regulations (CCR) Section 570.5, subsection (a) defines the requirements for a publicly available pay schedule that the California Public Employees Retirement System (CalPERS) uses to determine pay rates. The first requirement of CCR Section 570.5, subsections (a) is that the governing body adopts changes in the salary schedule in accordance with the requirements of public meeting laws.

Salary schedules are regularly presented to City Council for adoption when changes to compensation are recommended, including Memorandum of Understanding (MOU) adoption, Unrepresented Employee Resolution adoption, or minimum wage adjustment adoption. Most recently, City Staff presented a salary schedule to City Council for adoption on April 19, 2022, as a part of the Unrepresented Management and Confidential Employee Resolution adoption.

On May 26, 2022, a clerical error was discovered on the salary schedule adopted by City Council on April 19, 2022. The Legal Assistant I classification was listed as grade 245, when the correct grade is 240. The Legal Assistant II was listed as grade 266, when the correct grade is 245. Staff has corrected the clerical error and is requesting that City Council adopt the corrected salary schedule.

Public Engagement
Public comment on this item can be provided through written correspondence prior to the meeting and through public testimony at the meeting.

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Item 5n

FISCAL IMPACT
Budgeted: N/A Budget Year: 2021-22
Funding Identified: N/A
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $0 $0 $0 $0
State
Federal
Fees
Other:

Total $0 $0 $0 $0
There is no fiscal impact, as this is a clerical correction.

ALTERNATIVES
Council could decide not to adopt the corrected Regular and Contract Salary Schedule, effective June 23, 2022. This action is not recommended by staff because the current pay rates are inaccurate and do not reflect an equitable compensation structure.

ATTACHMENTS
A - Regular and Contract Employee Salary Schedule

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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE Effective 06/23/2022 Title Job Code Grade Bargaining Unit Biweekly Step 1 Biweekly Step 2 Biweekly Step 3 Biweekly Step 4 Biweekly Step 5 Biweekly Step 6 Biweekly Step 7 Biweekly Step 8 Biweekly Step 9 ACCOUNTANT 22300 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ ACCOUNTING ASSISTANT I 41400 417 CEA 1,671 $ 1,759 $ 1,852 $ 1,949 $ 2,052 $ - $ - $ - $ - $ ACCOUNTING ASSISTANT II 42400 419 CEA 1,760 $ 1,853 $ 1,950 $ 2,053 $ 2,161 $ - $ - $ - $ - $ ACCOUNTING ASSISTANT III 43400 421 CEA 1,853 $ 1,951 $ 2,054 $ 2,162 $ 2,276 $ - $ - $ - $ - $ ACCOUNTING MANAGER 26200 340 MME 4,387 $ 4,387 $ 4,387 $ 4,387 $ 5,484 $ - $ - $ - $ - $ ACTIVE TRANSPORTATION MANAGER 22301 318 MME 3,538 $ 3,538 $ 3,538 $ 3,538 $ 4,422 $ - $ - $ - $ - $ ADMINISTRATION EXECUTIVE ASSISTANT 33100 257 CNF 2,281 $ 2,401 $ 2,527 $ 2,660 $ 2,800 $ - $ - $ - $ - $ ADMINISTRATIVE ANALYST 22302 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ ADMINISTRATIVE ASSISTANT I 41700 417 CEA 1,671 $ 1,759 $ 1,852 $ 1,949 $ 2,052 $ - $ - $ - $ - $ ADMINISTRATIVE ASSISTANT II 42700 419 CEA 1,760 $ 1,853 $ 1,950 $ 2,053 $ 2,161 $ - $ - $ - $ - $ ADMINISTRATIVE ASSISTANT III 43700 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ AQUATICS COORDINATOR 44601 430 CEA 2,341 $ 2,464 $ 2,594 $ 2,730 $ 2,874 $ - $ - $ - $ - $ ASSISTANT CITY ATTORNEY I 25100 346 MME 4,651 $ 4,651 $ 4,651 $ 4,651 $ 5,814 $ - $ - $ - $ - $ ASSISTANT CITY ATTORNEY II 25102 360 MME 5,353 $ 5,353 $ 5,353 $ 5,353 $ 6,691 $ - $ - $ - $ - $ ASSISTANT CITY MANAGER COMMUNITY SERVICES 27100 225 DPH 7,308 $ 7,308 $ 7,308 $ 7,308 $ 9,135 $ - $ - $ - $ - $ ASSISTANT PLANNER 42402 432 CEA 2,466 $ 2,596 $ 2,733 $ 2,877 $ 3,028 $ - $ - $ - $ - $ ASSISTANT TO THE CITY MANAGER 25101 328 MME 3,900 $ 3,900 $ 3,900 $ 3,900 $ 4,875 $ - $ - $ - $ - $ ASSOCIATE PLANNER 43300 437 CEA 2,808 $ 2,956 $ 3,112 $ 3,276 $ 3,448 $ - $ - $ - $ - $ BUILDING INSPECTOR I 41500 432 CEA 2,466 $ 2,596 $ 2,733 $ 2,877 $ 3,028 $ - $ - $ - $ - $ BUILDING INSPECTOR II 44500 435 CEA 2,666 $ 2,806 $ 2,954 $ 3,109 $ 3,273 $ - $ - $ - $ - $ BUILDING PERMIT SERVICES SUPERVISOR 24200 313 MME 3,372 $ 3,372 $ 3,372 $ 3,372 $ 4,215 $ - $ - $ - $ - $ BUSINESS MANAGER 26111 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ BUSINESS SERVICES AND ADMINISTRATIVE MANAGER 26100 340 MME 4,387 $ 4,387 $ 4,387 $ 4,387 $ 5,484 $ - $ - $ - $ - $ CANNABIS BUSINESS COORDINATOR 44408 437 CEA 2,808 $ 2,956 $ 3,112 $ 3,276 $ 3,448 $ - $ - $ - $ - $ CAPITAL IMPROVEMENT PROGRAM ADMINISTRATIVE MANAGER 26117 323 MME 3, $ 3,714 714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ CAPITAL IMPROVEMENT PROJECT PROCESS IMPROVEMENT MANAGER 26116 353 MME-C 4,981 $ 4,981 $ 4,981 $ 4,981 $ 6,226 $ - $ - $ - $ - $ CAPITAL PROJECTS MANAGER I 41302 433 CEA 2,532 $ 2,665 $ 2,805 $ 2,953 $ 3,108 $ - $ - $ - $ - $ CAPITAL PROJECTS MANAGER II 42304 437 CEA 2,808 $ 2,956 $ 3,112 $ 3,276 $ 3,448 $ - $ - $ - $ - $ CAPITAL PROJECTS MANAGER III 43303 440 CEA 3,036 $ 3,196 $ 3,364 $ 3,541 $ 3,727 $ - $ - $ - $ - $ CITY ATTORNEY 28000 200 APO 10,103 $ - $ - $ - $ - $ - $ - $ - $ - $ CITY BIOLOGIST 22304 318 MME 3,538 $ 3,538 $ 3,538 $ 3,538 $ 4,422 $ - $ - $ - $ - $

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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE Effective 06/23/2022 Title Job Code Grade Bargaining Unit Biweekly Step 1 Biweekly Step 2 Biweekly Step 3 Biweekly Step 4 Biweekly Step 5 Biweekly Step 6 Biweekly Step 7 Biweekly Step 8 Biweekly Step 9 CITY CLERK 26000 333 MME 4,098 $ 4,098 $ 4,098 $ 4,098 $ 5,123 $ - $ - $ - $ - $ CITY COUNCIL MEMBER 18000 104 CCM 918 $ - $ - $ - $ - $ - $ - $ - $ - $ CITY MANAGER 28001 206 APO 10,679 $ - $ - $ - $ - $ - $ - $ - $ - $ CODE ENFORCEMENT OFFICER I 41501 432 CEA 2,466 $ 2,596 $ 2,733 $ 2,877 $ 3,028 $ - $ - $ - $ - $ CODE ENFORCEMENT OFFICER II 44501 435 CEA 2,666 $ 2,806 $ 2,954 $ 3,109 $ 3,273 $ - $ - $ - $ - $ CODE ENFORCEMENT SUPERVISOR 25300 313 MME 3,372 $ 3,372 $ 3,372 $ 3,372 $ 4,215 $ - $ - $ - $ - $ CODE ENFORCEMENT TECHNICIAN I 41502 421 CEA 1,853 $ 1,951 $ 2,054 $ 2,162 $ 2,276 $ - $ - $ - $ - $ CODE ENFORCEMENT TECHNICIAN II 42500 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ COMMUNICATIONS COORDINATOR 42703 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ COMMUNICATIONS MANAGER 76000 856 PSO 3,526 $ 3,712 $ 3,907 $ 4,113 $ 4,329 $ 4,557 $ - $ - $ - $ COMMUNICATIONS SUPERVISOR 75200 855 PSO 3,043 $ 3,203 $ 3,372 $ 3,549 $ 3,736 $ 3,933 $ - $ - $ - $ COMMUNICATIONS TECHNICIAN 62500 712 POA 2,515 $ 2,647 $ 2,786 $ 2,933 $ 3,087 $ 3,249 $ 3,420 $ - $ - $ CONSTRUCTION ENGINEERING MANAGER 26202 333 MME 4,098 $ 4,098 $ 4,098 $ 4,098 $ 5,123 $ - $ - $ - $ - $ CONTROL SYSTEMS ADMINISTRATOR 44400 439 CEA 2,957 $ 3,113 $ 3,277 $ 3,449 $ 3,631 $ - $ - $ - $ - $ DATA ANALYST 22311 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ DEPUTY BUILDING OFFICIAL 26305 340 MME 4,387 $ 4,387 $ 4,387 $ 4,387 $ 5,484 $ - $ - $ - $ - $ DEPUTY CITY CLERK I 41701 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ DEPUTY CITY CLERK II 42701 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ DEPUTY CITY MANAGER 26112 210 DPH 6,353 $ 6,353 $ 6,353 $ 6,353 $ 7,942 $ - $ - $ - $ - $ DEPUTY DIRECTOR OF COMMUNITY DEVELOPMENT CITY PLANNER 26115 353 MME 4,981 $ 4,981 $ 4,981 $ 4,981 $ 6,226 $ - $ - $ - $ - $ DEPUTY DIRECTOR OF PUBLIC WORKS CITY ENGINEER 26104 358 MME 5,231 $ 5,231 $ 5,231 $ 5,231 $ 6,538 $ - $ - $ - $ - $ DEPUTY DIRECTOR OF PUBLIC WORKS MAINTENANCE OPERATIONS 26103 353 MME 4,981 $ 4,981 $ 4,981 $ 4,981 $ 6,226 $ - $ - $ - $ - $ DEPUTY DIRECTOR OF UTILITIES ENGINEERING AND PLANNING 26113 353 MME 4,981 $ 4,981 $ 4,981 $ 4,981 $ 6,226 $ - $ - $ - $ - $ DEPUTY DIRECTOR OF UTILITIES WASTEWATER 26105 353 MME 4,981 $ 4,981 $ 4,981 $ 4,981 $ 6,226 $ - $ - $ - $ - $ DEPUTY DIRECTOR OF UTILITIES WATER 26106 353 MME 4,981 $ 4,981 $ 4,981 $ 4,981 $ 6,226 $ - $ - $ - $ - $ DEPUTY FIRE CHIEF 26107 369 MME 5,841 $ 5,841 $ 5,841 $ 5,841 $ 7,302 $ - $ - $ - $ - $ DIRECTOR OF COMMUNITY DEVELOPMENT 27000 210 DPH 6,353 $ 6,353 $ 6,353 $ 6,353 $ 7,942 $ - $ - $ - $ - $ DIRECTOR OF FINANCE 27001 210 DPH 6,353 $ 6,353 $ 6,353 $ 6,353 $ 7,942 $ - $ - $ - $ - $ DIRECTOR OF HUMAN RESOURCES 27002 210 DPH 6,353 $ 6,353 $ 6,353 $ 6,353 $ 7,942 $ - $ - $ - $ - $ DIRECTOR OF PARKS AND RECREATION 27003 210 DPH 6,353 $ 6,353 $ 6,353 $ 6,353 $ 7,942 $ - $ - $ - $ - $ DIRECTOR OF PUBLIC WORKS 27004 210 DPH 6,353 $ 6,353 $ 6,353 $ 6,353 $ 7,942 $ - $ - $ - $ - $

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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE Effective 06/23/2022 Title Job Code Grade Bargaining Unit Biweekly Step 1 Biweekly Step 2 Biweekly Step 3 Biweekly Step 4 Biweekly Step 5 Biweekly Step 6 Biweekly Step 7 Biweekly Step 8 Biweekly Step 9 DIRECTOR OF UTILITIES 27005 210 DPH 6,353 $ 6,353 $ 6,353 $ 6,353 $ 7,942 $ - $ - $ - $ - $ DIVERSITY EQUITY AND INCLUSION MANAGER 26002 340 MME 4,387 $ 4,387 $ 4,387 $ 4,387 $ 5,484 $ - $ - $ - $ - $ ECONOMIC DEVELOPMENT MANAGER 26108 333 MME 4,098 $ 4,098 $ 4,098 $ 4,098 $ 5,123 $ - $ - $ - $ - $ EMERGENCY MANAGER 22500 318 MME 3,538 $ 3,538 $ 3,538 $ 3,538 $ 4,422 $ - $ - $ - $ - $ EMERGENCY MEDICAL TECHNICIAN 52501 610 FFA-C 1,721 $ 1,812 $ 1,907 $ 2,007 $ 2,113 $ - $ - $ - $ - $ ENGINEER I 41300 435 CEA 2,666 $ 2,806 $ 2,954 $ 3,109 $ 3,273 $ - $ - $ - $ - $ ENGINEER II 42300 439 CEA 2,957 $ 3,113 $ 3,277 $ 3,449 $ 3,631 $ - $ - $ - $ - $ ENGINEER III 43301 442 CEA 3,199 $ 3,367 $ 3,544 $ 3,730 $ 3,926 $ - $ - $ - $ - $ ENGINEERING INSPECTOR I 41401 430 CEA 2,341 $ 2,464 $ 2,594 $ 2,730 $ 2,874 $ - $ - $ - $ - $ ENGINEERING INSPECTOR II 42404 433 CEA 2,532 $ 2,665 $ 2,805 $ 2,953 $ 3,108 $ - $ - $ - $ - $ ENGINEERING INSPECTOR III 43401 439 CEA 2,957 $ 3,113 $ 3,277 $ 3,449 $ 3,631 $ - $ - $ - $ - $ ENGINEERING INSPECTOR IV 44402 442 CEA 3,199 $ 3,367 $ 3,544 $ 3,730 $ 3,926 $ - $ - $ - $ - $ ENGINEERING TECHNICIAN I 41402 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ ENGINEERING TECHNICIAN II 42405 425 CEA 2,058 $ 2,166 $ 2,280 $ 2,400 $ 2,526 $ - $ - $ - $ - $ ENGINEERING TECHNICIAN III 43402 430 CEA 2,341 $ 2,464 $ 2,594 $ 2,730 $ 2,874 $ - $ - $ - $ - $ ENTERPRISE SYSTEM DATABASE ADMINISTRATOR 44401 439 CEA 2,957 $ 3,113 $ 3,277 $ 3,449 $ 3,631 $ - $ - $ - $ - $ ENVIRONMENTAL COMPLIANCE INSPECTOR 44403 456 CEA 2,385 $ 2,510 $ 2,642 $ 2,781 $ 2,927 $ 3,081 $ 3,243 $ 3,414 $ 3,594 $ ENVIRONMENTAL PROGRAMS MANAGER 26203 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ EQUIPMENT OPERATOR 42804 422 CEA 1,902 $ 2,002 $ 2,107 $ 2,218 $ 2,335 $ - $ - $ - $ - $ EVIDENCE TECHNICIAN 62300 715 POA 3,292 $ 3,465 $ 3,647 $ 3,839 $ 4,041 $ 4,254 $ 4,478 $ - $ - $ FACILITIES MAINTENANCE SUPERVISOR 25201 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ FACILITIES MAINTENANCE TECHNICIAN (SBP) 42900 450 CEA 1,861 $ 1,959 $ 2,062 $ 2,171 $ 2,285 $ 2,405 $ 2,532 $ 2,665 $ 2,805 $ FINANCIAL ANALYST 22310 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ FINANCIAL SPECIALIST 42412 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ FIRE BATTALION CHIEF 55200 505 FBC 4,627 $ 4,871 $ 5,127 $ 5,397 $ 5,681 $ 5,980 $ - $ - $ - $ FIRE CAPTAIN 54500 621 FFA 3,714 $ 3,909 $ 4,115 $ 4,332 $ 4,560 $ - $ - $ - $ - $ FIRE CHIEF 27006 216 DPH 6,713 $ 6,713 $ 6,713 $ 6,713 $ 8,392 $ - $ - $ - $ - $ FIRE ENGINEER 53500 615 FFA 3,179 $ 3,346 $ 3,522 $ 3,707 $ 3,902 $ - $ - $ - $ - $ FIRE FIGHTER 52500 612 FFA 2,642 $ 2,935 $ 3,089 $ 3,252 $ 3,423 $ 3,603 $ - $ - $ - $ FIRE INSPECTOR I 51400 626 FFA 2,570 $ 2,705 $ 2,847 $ 2,997 $ 3,155 $ - $ - $ - $ - $ FIRE INSPECTOR II 52400 630 FFA 2,852 $ 3,002 $ 3,160 $ 3,326 $ 3,501 $ - $ - $ - $ - $

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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE Effective 06/23/2022 Title Job Code Grade Bargaining Unit Biweekly Step 1 Biweekly Step 2 Biweekly Step 3 Biweekly Step 4 Biweekly Step 5 Biweekly Step 6 Biweekly Step 7 Biweekly Step 8 Biweekly Step 9 FIRE INSPECTOR III 53400 633 FFA 3,081 $ 3,243 $ 3,414 $ 3,594 $ 3,783 $ - $ - $ - $ - $ FIRE MARSHAL CHIEF BUILDING OFFICIAL 25202 346 MME 4,651 $ 4,651 $ 4,651 $ 4,651 $ 5,814 $ - $ - $ - $ - $ FIRE VEHICLE MECHANIC 52800 616 FFA 3,135 $ 3,300 $ 3,474 $ 3,657 $ 3,849 $ - $ - $ - $ - $ FLEET MAINTENANCE SUPERVISOR 25203 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ GIS SPECIALIST I 42406 433 CEA 2,532 $ 2,665 $ 2,805 $ 2,953 $ 3,108 $ - $ - $ - $ - $ GIS SPECIALIST II 44404 437 CEA 2,808 $ 2,956 $ 3,112 $ 3,276 $ 3,448 $ - $ - $ - $ - $ GOLF MAINTENANCE CREW COORDINATOR 44900 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ HAZARDOUS MATERIALS COORDINATOR 54501 617 FFA 3,686 $ 3,880 $ 4,084 $ 4,299 $ 4,525 $ - $ - $ - $ - $ HEAVY EQUIPMENT MECHANIC 42800 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ HOMELESSNESS RESPONSE MANAGER 26304 318 MME 3,538 $ 3,538 $ 3,538 $ 3,538 $ 4,422 $ - $ - $ - $ - $ HOUSING COORDINATOR 44300 437 CEA 2,808 $ 2,956 $ 3,112 $ 3,276 $ 3,448 $ - $ - $ - $ - $ HOUSING POLICY AND PROGRAMS MANAGER 25301 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ HUMAN RESOURCES ADMINISTRATIVE ASSISTANT I 31700 240 CNF 1,914 $ 2,015 $ 2,121 $ 2,233 $ 2,350 $ - $ - $ - $ - $ HUMAN RESOURCES ADMINISTRATIVE ASSISTANT II 32700 245 CNF 2,015 $ 2,121 $ 2,233 $ 2,350 $ 2,474 $ - $ - $ - $ - $ HUMAN RESOURCES ADMINISTRATIVE ASSISTANT III 33700 257 CNF 2,281 $ 2,401 $ 2,527 $ 2,660 $ 2,800 $ - $ - $ - $ - $ HUMAN RESOURCES ANALYST 21300 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ HUMAN RESOURCES INFORMATION SYSTEM TECHNICIAN 32402 245 CNF 2,015 $ 2,121 $ 2,233 $ 2,350 $ 2,474 $ - $ - $ - $ - $ HUMAN RESOURCES MANAGER 26301 340 MME 4,387 $ 4,387 $ 4,387 $ 4,387 $ 5,484 $ - $ - $ - $ - $ HUMAN RESOURCES SPECIALIST 32401 261 CNF 2,360 $ 2,484 $ 2,615 $ 2,753 $ 2,898 $ - $ - $ - $ - $ INFORMATION SERVICES SUPERVISOR 25204 326 MME 3,827 $ 3,827 $ 3,827 $ 3,827 $ 4,783 $ - $ - $ - $ - $ INFORMATION TECHNOLOGY ASSISTANT 42407 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ INFORMATION TECHNOLOGY MANAGER 26001 354 MME 5,028 $ 5,028 $ 5,028 $ 5,028 $ 6,285 $ - $ - $ - $ - $ INFORMATION TECHNOLOGY SECURITY ENGINEER 42413 441 CEA $ 3,278 3,114 $ 3,451 $ 3,633 $ 3,824 $ - $ - $ - $ - $ INFORMATION TECHNOLOGY SYSTEM ENGINEER 42408 439 CEA 2,957 $ 3,113 $ 3,277 $ 3,449 $ 3,631 $ - $ - $ - $ - $ LABORATORY ANALYST (SBP) 42301 456 CEA 2,385 $ 2,510 $ 2,642 $ 2,781 $ 2,927 $ 3,081 $ 3,243 $ 3,414 $ 3,594 $ LABORATORY MANAGER 26204 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ LEAD POLICE RECORDS CLERK 64700 706 POA 2,280 $ 2,400 $ 2,526 $ 2,659 $ 2,799 $ 2,946 $ 3,101 $ - $ - $ LEAD PROPERTY AND EVIDENCE TECHNICIAN 62400 713 POA 2,500 $ 2,632 $ 2,771 $ 2,917 $ 3,071 $ 3,233 $ 3,403 $ - $ - $ LEGAL ANALYST 23314 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ LEGAL ASSISTANT I 31701 240 CNF 1,914 $ 2,015 $ 2,121 $ 2,233 $ 2,350 $ - $ - $ - $ - $ LEGAL ASSISTANT II 32701 245 CNF 2,015 $ 2,121 $ 2,233 $ 2,350 $ 2,474 $ - $ - $ - $ - $ MAINTENANCE CONTRACT COORDINATOR 42303 430 CEA 2,341 $ 2,464 $ 2,594 $ 2,730 $ 2,874 $ - $ - $ - $ - $

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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE Effective 06/23/2022 Title Job Code Grade Bargaining Unit Biweekly Step 1 Biweekly Step 2 Biweekly Step 3 Biweekly Step 4 Biweekly Step 5 Biweekly Step 6 Biweekly Step 7 Biweekly Step 8 Biweekly Step 9 MAINTENANCE WORKER - PARKING FACILITIES 42913 419 CEA 1,760 $ 1,853 $ 1,950 $ 2,053 $ 2,161 $ - $ - $ - $ - $ MAINTENANCE WORKER I - PARKS 41900 417 CEA 1,671 $ 1,759 $ 1,852 $ 1,949 $ 2,052 $ - $ - $ - $ - $ MAINTENANCE WORKER II - PARKS 42901 419 CEA 1,760 $ 1,853 $ 1,950 $ 2,053 $ 2,161 $ - $ - $ - $ - $ MAINTENANCE WORKER III - PARKS 43900 421 CEA 1,853 $ 1,951 $ 2,054 $ 2,162 $ 2,276 $ - $ - $ - $ - $ MANAGEMENT FELLOW 36300 252 CNF-C 2,165 $ 2,279 $ 2,399 $ 2,525 $ 2,658 $ - $ - $ - $ - $ MAYOR 18001 110 CCM 1,158 $ - $ - $ - $ - $ - $ - $ - $ - $ MECHANIC HELPER 41800 417 CEA 1,671 $ 1,759 $ 1,852 $ 1,949 $ 2,052 $ - $ - $ - $ - $ NEIGHBORHOOD OUTREACH MANAGER 26600 313 MME 3,372 $ 3,372 $ 3,372 $ 3,372 $ 4,215 $ - $ - $ - $ - $ NETWORK SERVICES SUPERVISOR 25206 331 MME 4,018 $ 4,018 $ 4,018 $ 4,018 $ 5,022 $ - $ - $ - $ - $ PARALEGAL I 31702 261 CNF 2,360 $ 2,484 $ 2,615 $ 2,753 $ 2,898 $ - $ - $ - $ - $ PARALEGAL II 32702 266 CNF 2,488 $ 2,619 $ 2,757 $ 2,902 $ 3,055 $ - $ - $ - $ - $ PARKING COORDINATOR 44200 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ PARKING ENFORCEMENT OFFICER I 41403 420 CEA 1,806 $ 1,901 $ 2,001 $ 2,106 $ 2,217 $ - $ - $ - $ - $ PARKING ENFORCEMENT OFFICER II 44405 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ PARKING METER REPAIR WORKER 42801 421 CEA 1,853 $ 1,951 $ 2,054 $ 2,162 $ 2,276 $ - $ - $ - $ - $ PARKING PROGRAM MANAGER 26205 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ PARKING SERVICES SUPERVISOR 25207 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ PARKS CREW COORDINATOR 44901 451 CEA 2,285 $ 2,405 $ 2,532 $ 2,665 $ 2,805 $ - $ - $ - $ - $ PARKS MAINTENANCE SPECIALIST (SBP) 42902 446 CEA 1,674 $ 1,762 $ 1,855 $ 1,953 $ 2,056 $ 2,164 $ 2,278 $ 2,398 $ 2,524 $ PARKS MAINTENANCE SUPERVISOR 25208 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ PAYROLL SPECIALIST 32404 261 CNF 2,360 $ 2,484 $ 2,615 $ 2,753 $ 2,898 $ - $ - $ - $ - $ PERMIT TECHNICIAN I 41404 419 CEA 1,760 $ 1,853 $ 1,950 $ 2,053 $ 2,161 $ - $ - $ - $ - $ PERMIT TECHNICIAN II 42409 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ PERMIT TECHNICIAN III 43405 427 CEA 2,166 $ 2,280 $ 2,400 $ 2,526 $ 2,659 $ - $ - $ - $ - $ PLANNING TECHNICIAN 41405 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ PLANS EXAMINER 43403 437 CEA 2,808 $ 2,956 $ 3,112 $ 3,276 $ 3,448 $ - $ - $ - $ - $ POLICE CADET 61500 714 POA 3,024 $ - $ - $ - $ - $ - $ - $ - $ - $ POLICE CAPTAIN 76100 810 PSO 5,439 $ 5,725 $ 6,026 $ 6,343 $ 6,677 $ 7,028 $ - $ - $ - $ POLICE CHIEF 27007 230 DPH 7,654 $ 7,654 $ 7,654 $ 7,654 $ 9,568 $ - $ - $ - $ - $ POLICE FIELD SERVICES TECHNICIAN 62501 709 POA 2,405 $ 2,532 $ 2,665 $ 2,805 $ 2,953 $ 3,108 $ 3,272 $ - $ - $ POLICE LIEUTENANT 75500 805 PSO 4,727 $ 4,976 $ 5,238 $ 5,514 $ 5,804 $ 6,109 $ - $ - $ - $

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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE Effective 06/23/2022 Title Job Code Grade Bargaining Unit Biweekly Step 1 Biweekly Step 2 Biweekly Step 3 Biweekly Step 4 Biweekly Step 5 Biweekly Step 6 Biweekly Step 7 Biweekly Step 8 Biweekly Step 9 POLICE OFFICER 62502 720 POA 3,360 $ 3,537 $ 3,723 $ 3,919 $ 4,125 $ 4,342 $ 4,571 $ - $ - $ POLICE RECORDS CLERK I 61700 700 POA 1,850 $ 1,947 $ 2,049 $ 2,157 $ 2,271 $ 2,390 $ 2,516 $ - $ - $ POLICE RECORDS CLERK II 62700 703 POA 2,049 $ 2,157 $ 2,271 $ 2,391 $ 2,517 $ 2,649 $ 2,788 $ - $ - $ POLICE RECORDS SUPERVISOR 75201 850 PSO 2,740 $ 2,884 $ 3,036 $ 3,196 $ 3,364 $ 3,541 $ - $ - $ - $ POLICE SERGEANT 74500 800 PSO 4,109 $ 4,325 $ 4,553 $ 4,793 $ 5,045 $ 5,311 $ - $ - $ - $ PRINCIPAL BUDGET ANALYST 26201 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ PROPERTY AND EVIDENCE TECHNICIAN 62503 706 POA 2,280 $ 2,400 $ 2,526 $ 2,659 $ 2,799 $ 2,946 $ 3,101 $ - $ - $ PUBLIC COMMUNICATIONS MANAGER 26114 318 MME 3,538 $ 3,538 $ 3,538 $ 3,538 $ 4,422 $ - $ - $ - $ - $ RANGER MAINTENANCE WORKER I 41901 415 CEA 1,588 $ 1,672 $ 1,760 $ 1,853 $ 1,950 $ - $ - $ - $ - $ RANGER MAINTENANCE WORKER II 42903 419 CEA 1,760 $ 1,853 $ 1,950 $ 2,053 $ 2,161 $ - $ - $ - $ - $ RECREATION COORDINATOR 44600 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ RECREATION MANAGER 26206 313 MME 3,372 $ 3,372 $ 3,372 $ 3,372 $ 4,215 $ - $ - $ - $ - $ RECREATION SUPERVISOR 25209 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ SAFETY AND TECHNICAL TRAINING ENGINEER 23300 313 MME 3,372 $ 3,372 $ 3,372 $ 3,372 $ 4,215 $ - $ - $ - $ - $ SENIOR ACCOUNTANT 24300 310 MME 3,275 $ 3,275 $ 3,275 $ 3,275 $ 4,094 $ - $ - $ - $ - $ SENIOR ADMINISTRATIVE ANALYST 24301 310 MME 3,275 $ 3,275 $ 3,275 $ 3,275 $ 4,094 $ - $ - $ - $ - $ SENIOR CIVIL ENGINEER 24302 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ SENIOR FINANCIAL ANALYST 24304 310 MME 3,275 $ 3,275 $ 3,275 $ 3,275 $ 4,094 $ - $ - $ - $ - $ SENIOR HUMAN RESOURCES ANALYST 22305 310 MME 3,275 $ 3,275 $ 3,275 $ 3,275 $ 4,094 $ - $ - $ - $ - $ SENIOR LEGAL ANALYST 24306 310 MME 3,275 $ 3,275 $ 3,275 $ 3,275 $ 4,094 $ - $ - $ - $ - $ SENIOR PLANNER 24303 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ SIGNAL AND STREETLIGHT TECHNICIAN 42802 430 CEA 2,341 $ 2,464 $ 2,594 $ 2,730 $ 2,874 $ - $ - $ - $ - $ SOLID WASTE AND RECYCLING COORDINATOR 44301 437 CEA 2,808 $ 2,956 $ 3,112 $ 3,276 $ 3,448 $ - $ - $ - $ - $ SPECIAL PROJECTS MANAGER 25305 318 MME-C 3,538 $ 3,538 $ 3,538 $ 3,538 $ 4,422 $ - $ - $ - $ - $ STORMWATER CODE ENFORCEMENT OFFICER 44502 435 CEA-C 2,666 $ 2,806 $ 2,954 $ 3,109 $ 3,273 $ - $ - $ - $ - $ STREETS CREW COORDINATOR 44902 451 CEA 2,285 $ 2,405 $ 2,532 $ 2,665 $ 2,805 $ - $ - $ - $ - $ STREETS MAINTENANCE OPERATOR (SBP) 42904 446 CEA 1,674 $ 1,762 $ 1,855 $ 1,953 $ 2,056 $ 2,164 $ 2,278 $ 2,398 $ 2,524 $ STREETS MAINTENANCE SUPERVISOR 25210 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ SUPERVISING ACCOUNTING ASSISTANT 45200 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ SUPERVISING ADMINISTRATIVE ASSISTANT 45201 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ SUPERVISING BUILDING INSPECTOR 25200 313 MME 3,372 $ 3,372 $ 3,372 $ 3,372 $ 4,215 $ - $ - $ - $ - $

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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE Effective 06/23/2022 Title Job Code Grade Bargaining Unit Biweekly Step 1 Biweekly Step 2 Biweekly Step 3 Biweekly Step 4 Biweekly Step 5 Biweekly Step 6 Biweekly Step 7 Biweekly Step 8 Biweekly Step 9 SUPERVISING CIVIL ENGINEER 25211 333 MME 4,098 $ 4,098 $ 4,098 $ 4,098 $ 5,123 $ - $ - $ - $ - $ SUPERVISING PARKING ENFORCEMENT OFFICER 25400 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ SUPERVISING UTILITY BILLING ASSISTANT 45202 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ SUSTAINABILITY AND NATURAL RESOURCES ANALYST 22313 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ SUSTAINABILITY AND NATURAL RESOURCES OFFICIAL 26110 340 MME 4,387 $ 4,387 $ 4,387 $ 4,387 $ 5,484 $ - $ - $ - $ - $ SUSTAINABILITY MANAGER 25302 318 MME 3,538 $ 3,538 $ 3,538 $ 3,538 $ 4,422 $ - $ - $ - $ - $ SWEEPER OPERATOR 42905 422 CEA 1,902 $ 2,002 $ 2,107 $ 2,218 $ 2,335 $ - $ - $ - $ - $ SYSTEM APPLICATION SPECIALIST 42401 439 CEA 2,957 $ 3,113 $ 3,277 $ 3,449 $ 3,631 $ - $ - $ - $ - $ SYSTEM APPLICATION SPECIALIST CONFIDENTIAL 32403 299 CNF 3,694 $ 3,888 $ 4,093 $ 4,308 $ 4,535 $ - $ - $ - $ - $ TECHNOLOGY PROJECT MANAGER 22308 326 MME 3,827 $ 3,827 $ 3,827 $ 3,827 $ 4,783 $ - $ - $ - $ - $ TOURISM COORDINATOR 43404 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ TOURISM MANAGER 25303 313 MME 3,372 $ 3,372 $ 3,372 $ 3,372 $ 4,215 $ - $ - $ - $ - $ TRANSIT ASSISTANT 41702 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ TRANSIT COORDINATOR 44406 426 CEA 2,110 $ 2,221 $ 2,338 $ 2,461 $ 2,591 $ - $ - $ - $ - $ TRANSIT MANAGER 26303 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ TRANSPORTATION MANAGER 26207 333 MME 4,098 $ 4,098 $ 4,098 $ 4,098 $ 5,123 $ - $ - $ - $ - $ TRANSPORTATION PLANNER-ENGINEER I 41301 435 CEA 2,666 $ 2,806 $ 2,954 $ 3,109 $ 3,273 $ - $ - $ - $ - $ TRANSPORTATION PLANNER-ENGINEER II 42302 439 CEA 2,957 $ 3,113 $ 3,277 $ 3,449 $ 3,631 $ - $ - $ - $ - $ TRANSPORTATION PLANNER-ENGINEER III 43302 442 CEA 3,199 $ 3,367 $ 3,544 $ 3,730 $ 3,926 $ - $ - $ - $ - $ UNDERGROUND UTILITIES LOCATOR 42803 423 CEA 1,951 $ 2,054 $ 2,162 $ 2,276 $ 2,396 $ - $ - $ - $ - $ URBAN FOREST SUPERVISOR/CITY ARBORIST 25212 300 MME 2,969 $ 2,969 $ 2,969 $ 2,969 $ 3,711 $ - $ - $ - $ - $ URBAN FORESTER (SBP) 42906 450 CEA 1,861 $ 1,959 $ 2,062 $ 2,171 $ 2,285 $ 2,405 $ 2,532 $ 2,665 $ 2,805 $ UTILITIES ENGINEER 22309 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ UTILITIES SPECIAL PROJECTS MANAGER 25304 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ UTILITY BILLING ASSISTANT 42702 419 CEA 1,760 $ 1,853 $ 1,950 $ 2,053 $ 2,161 $ - $ - $ - $ - $ WASTEWATER COLLECTION SYSTEM OPERATOR (SBP) 42907 452 CEA 2,090 $ 2,200 $ 2,316 $ 2,438 $ 2,566 $ 2,701 $ 2,843 $ 2,993 $ 3,151 $ WASTEWATER COLLECTION SYSTEM SUPERVISOR 25213 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ WATER DISTRIBUTION CHIEF OPERATOR 44903 437 CEA 2,808 $ 2,956 $ 3,112 $ 3,276 $ 3,448 $ - $ - $ - $ - $ WATER DISTRIBUTION SUPERVISOR 25214 323 MME 3,714 $ 3,714 $ 3,714 $ 3,714 $ 4,643 $ - $ - $ - $ - $ WATER DISTRIBUTION SYSTEM OPTERATOR (SBP) 42908 452 CEA 2,090 $ 2,200 $ 2,316 $ 2,438 $ 2,566 $ 2,701 $ 2,843 $ 2,993 $ 3,151 $ WATER RESOURCE RECOVERY FACILITY CHIEF MAINTENANCE TECHNICIAN 44904 444 CEA 2,995 $ 3,153 $ 3,319 $ 3,494 $ 3,678 $ - $ - $ - $ - $

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Item 5o
Department: Administration
Cost Center: 1021
For Agenda of: 6/21/2022
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Megan Wilbanks, Deputy City Clerk
SUBJECT: ADOPT A RESOLUTION CALLING FOR THE NOVEMBER 8, 2022

GENERAL MUNICIPAL ELECTION AND ADOPTING REGULATIONS

RECOMMENDATION
Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, calling for the holding of a General Municipal Election to be held on Tuesday, November 8, 2022, for the election of certain Officers as required by the provisions of the Charter, adopting regulations for Candidate Statements, and requesting the Board of Supervisors of the County of San Luis Obispo to consolidate a General Municipal Election with the Statewide General Election to be held on November 8, 2022, pursuant to Section 10403 of the Elections Code.”

DISCUSSION
The City Council is being requested to adopt a Resolution (Attachment A) which will:

1. Call a General Municipal Election to be held on November 8, 2022 for the election of two (2) members of Council and the Mayor.

2. Set regulations for candidate statements.

3. Request consolidation of the election with the County and authorize the County Clerk/Elections Department to canvass the returns and provide other services relating to the conduct of the election.

Calling the Election
Pursuant to Section 302 of the City Charter, the City’s General Municipal Election to fill elective offices shall be held on the first Tuesday, after the first Monday, in November of even-numbered years. November 8, 2022 is when the General Municipal Election is to be held. California Election Code establishes procedures and requirements for conducting a General Municipal Election. In addition, State Elections Code Section13307 contains provisions related to the printing, distribution, and estimated costs of candidates' statements in the voter information guide.

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Item 5o
Candidate Statements
The resolution calling the election authorizes the City Clerk and the County Clerk/Elections Department to conduct a consolidated election and includes provisions related to candidates' statements. The resolution allows for the filing of a candidate's statement of no more than 250 words and specifies that candidates pay the costs for including the statements in the voter information guide. The estimate for printing a candidate's statement in the voter information guide is approximately $300 for English only and $700 for English and Spanish.

Requesting Consolidation
The resolution requesting consolidation allows the City to combine its election with the statewide election and avoid duplication of printing and mailing of voter information guide, computer tabulation, precinct workers and canvassing results. Other requirements, including issuing and accepting nomination papers and other legal advertising as is required by the City's Election Campaign Regulations will be performed by the City Clerk. All filings, including Candidates' Statements of Qualifications, Statements of Economic Interests, and Campaign Disclosure Statements, will be administered through the City Clerk's Office.

Policy Context
As outlined above, the City Charter and California Elections Code outline the process and timeline for municipal elections.

Public Engagement
No public engagement was done for the calling of the election as this is required by the City Charter and the California Elections Code. Legal ads will be placed regarding open seats and then again after the nomination period notifying the public about those who qualify to run for an open seat.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2022-23
Funding Identified: N/A

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Item 5o
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $70,000 $ $ $0
State
Federal
Fees
Other:

Total $ $ $ $
The cost of the election is an estimate created with currently known cost information. Due to legislative changes (all mailed ballots), along with typical fluctuations in voter activity and jurisdictions going to election, actual costs may shift in either direction. The City will be billed actual election costs at the conclusion of the election. The City Clerk’s budget has $70,000 for election costs.

ATTACHMENTS
A - Draft Resolution calling for the General Municipal Election to be held on Nov. 8, 2022

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R ______
RESOLUTION NO. _______ (2022 SERIES)

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

OBISPO, CALIFORNIA, CALLING FOR THE HOLDING OF A GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, NOVEMBER 8,
2022, FOR THE ELECTION OF CERTAIN OFFICERS AS REQUIRED BY

THE PROVISIONS OF THE CHARTER, ADOPTING REGULATIONS FOR

CANDIDATE STATEMENTS, AND REQUESTING THE BOARD OF

SUPERVISORS OF THE COUNTY OF SAN LUIS OBISPO TO

CONSOLIDATE A GENERAL MUNICIPAL ELECTION WITH THE
STATEWIDE GENERAL ELECTION TO BE HELD ON NOVEMBER 8,
2022, PURSUANT TO § 10403 OF THE ELECTIONS CODE.

WHEREAS, under the provisions of the Charter, a General Municipal Election shall be held on November 8, 2022, for the election of Municipal Officers; and WHEREAS, it is desirable that the general municipal election be consolidated with the Statewide General election to be held on the same date and that, within the city, the precincts, polling places and election officers of the two elections be the same, and that the county election department of the County of San Luis Obispo canvass the returns of the General Municipal Election and that the election be held in all respects as if there were only one election.

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

SECTION 1. Recitals. The City Council hereby finds and determines that the foregoing recitals are true and correct.

SECTION 2. Elections. That pursuant to the requirements of the Charter, there is called and ordered to be held in the City of San Luis Obispo, California, on Tuesday, November 8, 2022, a General Municipal Election for the purpose of electing a Mayor for the full term of two years; and two Members of the City Council for the full term of four years.
a) That notice of the time and place of holding the election is given and the City Clerk is authorized, instructed, and directed to give further or additional notice of the election, in time, form and manner as required by law.

SECTION 3. Candidate Statement. That pursuant to Elections Code Sections 13307 and 13308, each candidate for elective office may prepare a Candidate Statement of Qualification on an appropriate form provided by the City Clerk. a) The statement may include the name, age and occupation of the candidate and a brief description of no more than 250 words of the candidate’s education and qualifications expressed by the candidate themselves.

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Resolution No. ______ (2022 Series) Page 2
R ______
b) The statement shall not include party affiliation of the candidate, membership or activity in partisan political organizations, and shall not in any way make reference to other candidates for the same office or to another candidate’s qualifications, character, or activities.
c) The statement shall be filed in typewritten form in the Office of the City Clerk at the time the candidate’s nomination papers are filed.
d) The statement may be withdrawn, but not changed, during the period for filing nomination papers and until 5:00 p.m. of the next working day after the close of the nomination period.
e) Pursuant to Elections Code Section 13313, the statement shall remain confidential until after the close of the nomination period and will be available for public examination for no less than 10 days after the close of nominations.

Any challenges to a statement must be made during this 10-day period. f) Pursuant to the Federal Voting Rights Act, candidate statements will be translated into all languages required by the County of San Luis Obispo. The County will print and mail sample ballots and candidates’ statements to all voters in English and in Spanish.
g) Each candidate who files a Candidate Statement of Qualifications will be required to pay an estimated deposit at the time the statement is filed to cover the cost of the printing and handling. The estimated deposit amount is an approximation of the actual cost and may be significantly more or less than the estimate, depending on the actual number of candidates filing statements.

Accordingly, the City Clerk is not bound by the estimate and will bill the candidate for additional actual expense or refund any excess amount paid depending on the final actual cost.
h) That the City Clerk shall provide each candidate or the candidate’s representative a copy of this resolution at the time nomination papers are issued.

SECTION 4. Consolidation. That the Board of Supervisors is requested to issue instructions to the county election department to take any and all steps necessary for the holding of the consolidated election.
a) That the county election department is authorized to canvass the returns of the General Municipal Election. The election shall be held in all respects as if there were only one election, and only one form of ballot shall be used. The election will be held and conducted in accordance with the provisions of law regulating the statewide or special election.

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Resolution No. ______ (2022 Series) Page 3
R ______
b) That the City of San Luis Obispo recognizes that additional costs will be incurred by the County by reason of this consolidation and agrees to reimburse the County for any costs.
i) The City Council authorizes the City Clerk to administer said election and all reasonable and actual election expenses shall be paid by the City upon presentation of a properly submitted bill.
c) That the ballots to be used at the election shall be in form and content as required by law.
d) That the City Clerk is authorized, instructed and directed to coordinate with the County of San Luis Obispo Registrar-Recorder/County Clerk to procure and furnish any and all official ballots, notices, printed matter and all supplies, equipment and paraphernalia that may be necessary in order to properly and lawfully conduct the election.
e) That the polls for the election shall be open at seven o’clock a.m. of the day of the election and shall remain open continuously from that time until eight o’clock p.m. of the same day when the polls shall be closed, pursuant to Election Code § 10242, except as provided in § 14401 of the Elections Code of the State of California.

SECTION 5. That in all particulars not recited in this resolution, the election shall be held and conducted as provided by law for holding municipal elections.

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Resolution No. ______ (2022 Series) Page 4
R ______
SECTION 6. That the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions. a) The City Clerk is hereby directed to file a certified copy of this resolution with the Board of Supervisors and the county election department of the County of San Luis Obispo.

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

AYES:

NOES:

ABSENT:

The foregoing resolution was 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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Item 5p
Department: Administration
Cost Center: 1021
For Agenda of: 6/21/2022
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Kevin Christian, Deputy City Clerk
SUBJECT: ADVISORY BODY APPOINTMENT FOR A CURRENT VACANCY ON THE

TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD

RECOMMENDATION
Confirm the appointment of Megan Taylor to the Tourism Business Improvement District Board (TBID).

DISCUSSION
Annual appointments to the various City Advisory Body Committees were made at the March 15, 2022, City Council meeting. The process for those appointments included recruitment by the City Clerk’s office, interviews, and recommendations by the respective City Council sub-committees, with final confirmation of those recommendations made by the full Council. The applications of qualified candidates who are not chosen for immediate appointment are held for one-year for possible consideration in the event an unscheduled vacancy occurs. When unscheduled vacancies occur throughout the year, outreach to the qualified applicant list is conducted along with any necessary new recruitment for the given vacancies. The TBID has had several resignations following the annual recruitment, necessitating continual recruitment outreach since the annual recruitment was completed.

The Council Liaison Subcommittee members assigned for the TBID, Councilmembers Christianson and Shoresman, recommend the immediate appointment of Megan Taylor to fulfill the remainder of a four-year term ending March 31, 2024.

Policy Context
The Advisory Body Handbook, last adopted by City Council in September 2021, outlines the recruitment procedures, membership requirements, and term limits for all advisory bodies. Additionally, the City Council Policies and Procedures Manual, last updated April 2022, describes the “Appointment Procedure” and “Process” for Advisory Body appointments. Recruitment and appointment recommendations were performed in conformance with all recruitment procedures, processes, and bylaws found in these resources.

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Item 5p
California Government Code Section 54972, Local Appointments List (Maddy Act), requires that on or before December 31st of each year, each legislative body shall prepare an appointments list for their boards, commissions, and committees whose members serve at the pleasure of the legislative body. This obligation was met and is on-going.

Public Engagement
Notices that the City was accepting applications for City Advisory Bodies were placed in The New Times, on the City’s website and “e-notification” service, listed in the annual Local Appointments List (Maddy Act Notice – GC 54972) on the City Website and City Information kiosk, and distributed via City social media outlets, in November 2021 for the annual recruitment. Following Maddy Act guidelines, notices were posted in the City Information kiosk outside City Hall and on the Advisory Body Vacancies page of the City’s website alerting the public that the City was specifically accepting applications for the TBID.

CONCURRENCE
The Council liaisons for the TBID concur with the recommendation.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-22
Funding Identified: Yes
Fiscal Analysis:

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

Total $ $ $ $
Advisory body members serve as volunteers and donate their time. The costs related to recruitment is accounted for in the annual budget appropriation in the city clerk program.

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Item 5p

ALTERNATIVES
Council could recommend changes to the sub-committee recommended appointment or direct staff to re-open recruitment for additional candidates. This is not recommended as the applicant meets all the qualifications for this Advisory Body and the Council Liaisons for the committee feel that they have been quite thorough in their consideration for the recommendation.

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City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: June 21, 2022
TO: Mayor and Council
FROM: Michael Codron, Community Development Director
Kelsey Nocket, Homelessness Response Manager
VIA: Derek Johnson, City Manager
SUBJECT: ITEM 6a – HOMELESSNESS RESPONSE UPDATE REGIONAL

COLLABORATION
On June 16, 2022, San Luis Obispo County Staff posted a full draft of The San Luis Obispo Countywide Plan to Address Homelessness 2022-2027 (Attachment A).

San Luis Obispo County staff are soliciting comments and recommendations on the draft plan online at: https://www.surveymonkey.com/r/HMDHJG5.

All interested parties are asked to submit their comments by June 30, 2022, to be considered in the final version that is scheduled for presentation to the County of San Luis Obispo Board of Supervisors in August 2022.

Attachment:

A - Draft Countywide Plan to Address Homeless (June 10, 2022)

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1 NOTE TO REVIEWER: Comments and recommendations regarding this draft plan are welcome and will be solicited in presentations to many different groups. Please feel free to submit them online at: https://www.surveymonkey.com/r/HMDHJG5 Comments received by June 30, 2022, will be considered in preparation of a final version that is scheduled for presentation to the HSOC on July 18, 2022, and subsequently to the County of San Luis Obispo Board of Supervisors.

DRAFT
The San Luis Obispo
Countywide Plan
to Address Homelessness
2022-2027
Adopted by on [date]: Adopted by on [date]:
[Insert County seal after adoption] [Insert HSOC logo after adoption]

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2 Preface: Why We Must Address Homelessness
Homelessness burdens our community in ways we can no longer afford. No matter the lens through which you examine this issue, the cost is high.

The toll of homelessness on the individual homeless person is well understood. The average life expectancy for someone experiencing homelessness is shortened by approximately 25 years than those who have stable housing.1 Homelessness exacerbates existing health problems and causes new ones, both with chronic diseases (such as diabetes) and acute problems (such as infections and injuries). It is difficult to manage one’s health and heal when there is no place to rest and recuperate.

Less obvious is the combined toll on our community's wellbeing. As the numbers of those experiencing homeless in our region continues to rise, our community suffers immeasurable losses to our quality of life, environmental wellbeing, and economic vitality.

We mourn the loss of our parks and open spaces. The accessibility we once had to these community resources continues to diminish as more and more people make these locations their homes. The landscapes of our parks, our trails, our community centers and even sidewalks have rapidly changed. We have long prided ourselves on a high quality of life here in the County of San Luis Obispo, but this quality is being significantly and rapidly degraded by the growing expanse of homelessness.

Apart from the emotional toll on our community, the financial cost of homelessness is already staggering and only continues to grow. The U.S. Department of Housing and Urban Development (HUD) estimates that the cost of a homeless person to their community exceeds $40,000 per year2 due to frequent use of public services such as ambulance rides, emergency room visits, hospitals, arrests, jail time and other services. This is further exacerbated by the financial impact of homelessness through the loss of a region’s business vitality. Whether in attracting diverse business development or maintaining a reliable workforce, the existence and expanse of homelessness act as a deterrent to our economic health.

Calculating the total individual and community costs of homelessness is a complicated process. Even more so is understanding its root causes. There is confusion as to why homelessness grows so rapidly and why the expensive efforts 1 Source: Not One More: Honoring Those Who Died Homeless, NAEH, available at:
https://endhomelessness.org/blog/not-one-more-honoring-those-who-died-homeless/ 2 Source: The Cost of Homelessness, by Veronica Morley, available at https://www.turnto23.com/news/homeless/breaking-down-the-cost-of-homelessness

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3 to confront it seem only to facilitate its growth. There is a waning belief, perhaps even a loss of hope, that this problem can ever be prevented from growing and permanently blemishing the texture of the society we leave to our children. While the cause of each instance of homelessness may be unique, there is one thing every case has in common: Once a person is homeless, we all pay a heavy price.

There is no simple answer to addressing homelessness, but we can all agree that our approach needs to change. This strategy does not pretend to offer an end to homelessness in a community where rent is high, and wages are not. What this strategy does offer is a bold, systematic, and integrated sequence of actions designed to make the goal of substantially reducing homelessness achievable, so that our children can come to know a region with the values and humanity that have long made our Nation and the County of San Luis Obispo a wonderful place to live.

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5 Executive Summary
Despite the recent expansion of homeless shelters and parking village facilities in the County of San Luis Obispo over the last several years, we have the capacity to shelter only 20-30% of our homeless citizens on any given night. Our community is rowing upstream against economic forces that have evolved over decades and are national in scope: high housing costs, low vacancy rates, and systemic racism that drives disparities among homeless populations.

Making incremental increases in uncoordinated efforts to reduce homelessness is no longer an option for our region. This plan outlines a bold, housing-centric strategy to reduce the number of people experiencing homelessness to 50% of the current level within five years. Achieving this goal will require a whole-ofcommunity effort that includes increasing availability of non-congregate shelters; reexamining and diversifying funding sources; strengthening regional partnerships; and modernizing the data systems and structures that address homelessness.

Achieving the goal of reducing homelessness to 50% of the current level in a highdemand/low-supply local housing market requires a mix of housing approaches that vary by how they affect housing supply, the level of services they require, as well as the time and cost it takes to build them. The plan includes strategies to build or secure housing solutions for 2050 additional people over 5 years.

The plan is organized into six Lines of Effort (LOE). Each Line of Effort represents a series of related events, actions or projects that combine to achieve a specific objective linked to the strategic goal of reducing homeless. While each LOE addresses a distinct aspect of the challenge, none stands alone, and they are synchronized together over time. For example, LOE1 (the main effort) focuses on increasing the amount and types of housing and shelter available, while LOE2 is focused on preventing homelessness and supporting housing stability.

This plan recognizes that increased access to housing is necessary but insufficient.

While reducing homelessness is the goal, solely building housing is not.

Reducing homelessness requires not just a physical increase in housing, but also the services needed to support people in securing and retaining that housing. Reducing homelessness must also address specific barriers such as mental health, addiction, and medical challenges, with attention on the needs that may differ by culture, language, family type, age, and an individual’s specific experience with trauma. Furthermore, this plan recognizes that a structured approach to regional collaboration is needed to implement and oversee these efforts, supported by new data capabilities and expanded efforts in communications and public engagement.

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6 State of Homelessness in the County of San Luis Obispo How many people are experiencing homelessness in the County of San Luis Obispo?
• 1483 people were observed as
homeless throughout SLO
County in the 2019 Point in Time
Count. 2022 results are
pending.
• On average, each year since
2018, homeless system of care
inflow has exceeded outflow by
196 people.
• Among communities
categorized as “largely
suburban” nation-wide, the
County of San Luis Obispo had
the 3rd largest percentage of unsheltered homelessness nationwide in 2020—82.4% of the homeless population was unsheltered. San Luis Obispo also made the top 5 list for unsheltered youth, unsheltered veterans and unsheltered individuals.

Who is experiencing homelessness in the County of San Luis Obispo? • Programs to house families have been better funded than those to serve individuals, so individuals are less likely to be receiving housing and service resources. Families make up 15% of the point-in-time count census but 39% of the people served by the system of care, while individuals make up 85% of the point-in-time count but only 61% of those served by the homeless system of care.
• Families with children and youth ages 18-24 who are unaccompanied (Transitional Age Youth (TAY)) in the system of care are Black, Indigenous and People of Color (BIPOC) at higher rates than adult-only households served by the system of care.
• Most people who experience homelessness in the County of San Luis Obispo are from the County of San Luis Obispo. 92.9% of people who accessed homeless services in 2020 in the County of San Luis Obispo had not accessed services in any other community.

What is the homeless system of
care?
The homeless system of care consists of all
the various community partners that provide
or support housing, shelter, services, and
resources for people who are experiencing
homelessness or who have recently
experienced homelessness in our community.

These include, among others, CAP-SLO, ECHO,
5 Cities Homeless Coalition, Lumina Alliance,
Transitions Mental Health Association, the
Salvation Army, HASLO, and County
departments.

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7 We know housing ends homelessness—what about housing? • The County of San Luis Obispo is the second least affordable small metro area in the entire nation. The County’s cost of housing was about 51.7% higher than the national average, ranking it as a small metro area with the fourth-highest housing cost in the United States. 3
• As of February 2022, rent in this County averaged at $2,347 per month – $719 more than the national average.4
• The apartment vacancy rate as of fourth quarter of 2020 was 3%, which is approximately half of the national rate 5.6%.
• Rapidly rising rents (13.5% increase in the past year and 46% since 2016) have increased the financial burdens on low-income people.5 • The median rental household in the County spends 38% of its income on housing, meaning that over half of all rental households in the County are at increased risk of homelessness due to the burden that housing costs place on family budgets.
6 How has the homeless system of care been able to respond to these challenges?
• Since 2019, year-round emergency shelter capacity increased by 115 beds (73%) and maximum total capacity has doubled with the addition of 110 safe parking spaces, but on any given night we have the capacity to shelter only 20-30% of the number of people observed as homeless in 2019 (Point in Time Count)
• Federal efforts such as the CARES Act and ARP and state equivalent such as HHAP have resulted in several one-time grants that have launched new efforts, but as those close, challenges continue.
• At the same time, housing and service providers struggle to hire and maintain enough adequately trained staff. For example, in April 2022, the County Behavioral Health department had over 20 open positions. Similarly, the Atascadero Winter Shelter closed 6 weeks early due to lack of staffing. 3 Source: SLO County second least affordable small metro in America, San Luis Obispo Tribute, March 21, 2022. 4 Source: https://www.rentcafe.com/average-rent-market-trends/us/ca/san-luis-obispo/ 5 Source: Analysis of HUD Fair Market Rents, available at : https://www.huduser.gov/portal/datasets/fmr.html 6 Source: https://www.huduser.gov/portal/datasets/cp.html#2006-2017

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8 What would be better?
• This community plan calls for strategic coordination across the region to create more housing and shelter, to improve system efficiencies and efficacy, and to support services that stabilize people in housing. • The substantial expansion in capacity for shelter and housing outlined in this plan – with the staffing needed for success – will save lives, reduce suffering, restore people to productive lives, improve the environment, and set all communities in the County on a path to improve how public spaces are shared.

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9 Ending Homelessness
Vision
The San Luis Obispo region will reduce homelessness by
ensuring that people at risk of losing housing can retain it, and those experiencing homelessness can equitably secure safe housing with appropriate supports, minimizing trauma to the individual, the community, and the environment.

Goals of this Plan:

1. Reduce the number of people experiencing
homelessness to 50% of the current level
within five years.

2. Reduce unsheltered homelessness to 50% of
the current level within five years.

Six Lines of Effort:

1. Create affordable and appropriately
designed housing opportunities and
shelter options for underserved
populations.

2. Focus efforts on housing stability for
those experiencing homelessness or at risk
of homelessness, including expanding
prevention/diversion, supportive services,
and housing navigation efforts.

3. Improve and expand data management
efforts through HMIS and Coordinated
Entry to strengthen data-driven
operational guidance and strategic
oversite.

4. Create, identify, and streamline funding
and resources.

5. Strengthen regional collaboration.

6. Build public engagement through
information-sharing and partnership.

Our Guiding Principles:
• We must use a rapid cycle
implementation strategy to add capacity
in housing, shelter, and homelessness
prevention.
• We will build the train as it travels:

Strategic planning, action planning, and
implementation will be occurring
simultaneously.
• Innovation is needed to create lower cost
housing and shelter options.
• We will actively engage persons with
lived experience of homelessness in the
development, refinement, and execution
of plans.
• We must work together across
jurisdictional boundaries and across
sectors so that we can move forward with
strategically coordinated action.
• We will build community awareness of
the impacts of homelessness on our
community and support for countywide
initiatives.

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10 Summary Timeline
• First 12 Months: Rapid-Cycle Expansion of Interim Housing Capacity • Rapid-cycle implementation of non-congregate sheltering/interim housing capacity.
• Expand landlord partnership through incentive program and incentive/mitigation fund.
• Through launch of Homeless Action Committee, lay groundwork for a Regional Compact on homelessness to expand affordable and homeless housing regionally, including deeper analysis of needs and resources focused on populations that are medically vulnerable/age 65+, have behavioral health conditions, are chronically homeless, or are families with children.
• Increase diversion and prevention capacity.
• Expand staffing levels to meet needs in interim housing capacity and provide services for people with behavioral health conditions. • Improve and expand HMIS and Coordinated Entry for data-driven strategic oversight capabilities and operational guidance. • Actively engage persons with lived experience of homelessness into all phases of planning.
• Launch community education and media plan.
• Year 2-3: Regional Compact for Housing Development and Expanded Service Capacity
• Jurisdictions will develop a Regional Homelessness Compact to develop and align supportive housing goals, reducing barriers to housing and aligning resources to create and support housing
• Expand supportive services available to ensure people are able to access and maintain housing, especially behavioral health services and outreach. 2022-2023
• Build Interim
Housing
Capacity
• Prevention
• Data
2023-2025
• Expanded
Service
Capacity
• Regional
Compact
2025-2027
• Increased
Housing
Capacity
• Data-driven
refinements

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11 • Creation of community standards for services and housing and expanded training and other staff supports to ensure all resources are supporting strategic plan goals and using best practices.
• Improve data analytics and systematic reporting. Expand data connections and coordination with criminal legal system, hospitals, and sober living environments to offer more effective and efficient services. • Review and learn from rapid cycle expansion of non-congregate sheltering/interim housing capacity and prevention and diversion capacity to fill in gaps and make improvements
• Year 4-5: Increase Housing Capacity
• Complete more affordable and supportive housing projects, both traditional and non-traditional, and meet RHNA targets in all jurisdictions • Develop housing solutions with consideration of water and other infrastructure needs
• Systematically work on speeding the path from homelessness to housing • Solidify the gains with sustainable ongoing funding
• Implement incentives as needed to ensure implementation of the Regional Compact
• Enhance community partnerships to support system effectiveness

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12 Lines of Effort
Lines of Effort 1: Create affordable and appropriately designed housing opportunities and shelter options for underserved populations.

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13 Focus: Increase the number of interim and permanent housing opportunities to serve prioritized beneficiary groups experiencing homelessness, making the way to clear backlogs of households with insufficient housing options due to specific barriers to housing and increasing the effectiveness and efficiency of the homeless system of care overall.

Metric: Create 2050 new housing opportunities for persons who are experiencing homelessness or are at-risk of homelessness over a 5-year period across the County
Summary of Timing:
• Year 1:
o Find locations and start building non-traditional interim supportive housing with the goal of creating 300 units within 3 years Beneficiary groups have been identified
based on data analysis about community
need and may change over time as
homelessness is addressed and community
needs change.

The following beneficiary groups have been
identified as this plan begins:
• Older Adults/Medically vulnerable
• Behavioral Health Conditions
• Chronically Homeless
• Families
What do we mean by “creating housing opportunities”?
Creating housing opportunities includes any strategy to increasing housing access, including but not limited to:
• Constructing, acquiring, rehabilitating, or renovating housing units • Master leasing
• Funding housing subsidies for households to access apartments in the community • Non-traditional housing or shelter options, like tiny homes, pallet shelters, board & care, shared housing, or other designs.

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14 o Develop better data on how many people need what type of housing and supports, and where, so that we can develop clear housing targets for particular populations.
• Years 2-3:
o Prioritize and accelerate development of permanent housing projects to meet the mix of needs in the community, including permanent supportive housing (PSH) dedicated to homeless households. o Keep building interim supportive housing.
• Years 4-5:
o Ensure the creation of permanent supportive housing and low income/very low-income housing generally, including small Accessory Dwelling Units (ADUs) to meet Regional Housing Needs Assessment (RHNA) targets in all jurisdictions.

See Appendix for housing model definitions, targets, expected number of persons housed, and turnover assumptions.

A. Rapidly create and support low-cost, nontraditional interim supportive housing solutions.

1. Use rapid-cycle implementation to create more
non-congregate sheltering/interim housing
capacity of a variety of types, such as pallet
shelters, cabins, tiny homes, sober living homes, sobering centers and safe parking villages, targeting one project in each City and Supervisor District for a total of 300 new units countywide within 3 years.

2. Ensure that these new interim housing projects countywide form a continuum of safe, accessible, low-barrier interim housing/shelter options for individuals and for families that include wet or damp shelters and options that allow partners and pets.

3. Expand the Oklahoma Avenue Parking Village and replicate on a smaller scale in additional locations, with housing navigation support.

4. Provide housing-focused services to address needs of specific populations, including chronically homeless, unsheltered, families, and elderly/medically vulnerable. (See also, LOE 2.C)

5. Develop community standards for temporary non-traditional supportive housing to facilitate and ensure that people served in this housing exit to permanent housing.

Housing Unit: A housing
unit serves one
household, which may
consist of one person.

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15 6. Learning from existing projects, quarterly analyze utilization and needs for interim housing based on geography, climate, and population and outcomes of various models. Align and expand shelter resources based on analysis.

B. Remove barriers to building new units for homeless populations throughout the region, especially in cities.

1. Cities and County will adopt least restrictive interpretation of “lowbarrier navigation centers” (based on state zoning requirements) into zoning codes.

2. Cities and County will consider deferring or waiving permit fees for new infrastructure related to homelessness (or commit permit and/or impacts fees to support building costs).

3. Complete a regional inventory of city- and county-owned properties (based on compilation of cities’ housing inventories within each Housing Element).

4. Codify best practices and facilitate adoption of streamlined development of homeless housing through a Regional Homelessness Compact. (See also, LOE 5.A.)
C. Create and sustain permanent supportive housing for homeless households.

1. Work with healthcare partners to expand access to supportive housing environments appropriate for medically vulnerable individuals, chronically homeless persons and seniors. (See also, LOE 2.J.)

2. Commit to ongoing funding needed to sustain the operations and supportive services for existing permanent supportive housing projects.

3. Reduce the development cost of permanent supportive housing by removing fees and by aligning local land use
policies to reduce barriers to siting, and advocate
at the state level for changes to housing
development policies that would streamline the
development of permanent supportive housing.

4. Accelerate project implementation
sufficiently to build 500 additional units of
permanent supportive housing for homeless
persons within 5 years.

Non- traditional supportive
housing options can include
the following:
• Pallet shelters
• Tiny Homes
• Board & Care
• Single Room
Occupancy (SRO)
• Sober living homes

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16 5. Prioritize production of a mix of project sizes to serve different needs:
smaller projects (meaning 12 or less units) for persons with chronic mental illness and larger projects using tax credit financing to accommodate families and seniors.

6. Ensure all housing created takes into account water and other infrastructure needs.

7. Use clear prioritization and systematic tracking to ensure that medically vulnerable and chronically homeless individuals needing permanent supportive housing are able to exit from stabilizing environments such as interim housing/shelter solutions into permanent supportive housing with sufficient clinical and other service supports.

D. Increase use of existing vouchers and rapid rehousing funds through a region-wide landlord incentive and outreach program to maximize available units with private landlords.

1. Bring HASLO’s Emergency Housing Voucher landlord incentive program to scale in all communities to increase the number of landlords participating by 15% over the next 5 years.

2. Create a countywide landlord incentive/mitigation fund and adjust available funding based on analysis of access, utilization, and outcome of current landlord engagement efforts.

3. Sustain current levels of vouchers and rapid rehousing, and add resources sufficient for an additional 160 persons to find housing.

4. Expand the Housing Now program by 5 additional persons each year.

E. Increase access to seasonal and weather-dependent shelter throughout the region.

1. Maximize opportunities for winter sheltering across the County, starting with identifying locations, and where possible, then expanding for less severe weather conditions and more days of service.

2. Consider cooling centers in each region (North, Central and South) to be available on days expected to exceed 100 degrees, to support both unhoused persons and vulnerable housed people without air conditioning.

F. Support achievement of Regional Housing Needs Assessment (RHNA) goals for affordable housing targeting low- and very low-income households in every jurisdiction.

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17 1. Introduce policies and strategies to help accelerate completion of affordable housing projects, both traditional housing and small accessory dwelling units or permanent tiny homes, to meet RHNA targets in all jurisdictions (that is, one-half of 6th cycle RHNA targets for low-income and very low-income units within 5 years), to achieve 1667 units of low/very low-income housing and 500 supportive units dedicated to homeless persons or preventing homelessness. (see also, LOE #1 C.4)

2. Create a public dashboard to demonstrate progress toward affordable housing goals.

3. Provide incentives to builders and developers of affordable housing to increase development, including increasing local matching funds to help make strategic local projects competitive for tax-credit financing.

4. Preserve existing affordable housing (for example, mobile home parks, Anderson building).

5. Support smaller homes of all kinds (tiny homes, tiny homes on wheels, ADUs, etc.)

6. Support all levels of affordable housing (including deed restricted housing, moderate affordable units, affordable by design approaches) to provide housing for households exiting successfully from homeless-dedicated housing and stabilize moderate- and low-income households, including workforce.

7. Encourage development of workforce housing countywide to support staff who are currently working or moving to the area to work in this field.

8. Review City and County resources including CDGB to increase the efficiency and timeliness of allocation and utilization (for example, consider combining funds to get projects qualified for tax-credit financing more quickly).

9. Through the HSOC Housing Committee, consider and encourage exploration of alternative housing finance models.

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18 Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing navigation efforts.

Focus: Supportive services effectively obtain and maintain housing for people experiencing homelessness, across subpopulations.

Metrics:
• System-wide, reduce the average length of time people experience homelessness locally by 10% annually.
• The number of people being served in shelters or by outreach staff access permanent housing increases by 10% each year.
• At least 2050 more people exit homelessness into housing over five years, compared with current level of effort.

Summary of Timing:
• Year 1: Prevention & Diversion; services sufficient to support new interim housing
• Years 2-3: Services development, training and coordination, especially behavioral health and outreach
• Years 4-5: Maintain services, with ongoing assessments and refinements to maximize effectiveness
A. Implement housing-focused case management and services across the region.

1. Increase staff to meet the expanding challenge of emerging needs (with increased efforts in coordinated entry, outreach, housing case management); utilizing best-practices to define appropriate client to staff case load ratios and to hire individuals who are gender- and culturally-diverse (including multi-lingual staff).

2. Recruit and support development of new staff, which may include outreach to and partnerships with high schools and colleges; and provide support for continued education for current staff.

3. Increase and create peer support positions including developing qualifications, providing training, and leveraging support from the Department of Rehabilitation and Department of Health Care Services.

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19 4. Increase compensation and benefits to reduce turnover, standardize pay scales across providers and provide livable wages for those working in the services sector.

B. Support program staff in delivering effective services

1. Develop and implement community standards and best practices for each service area (including outreach, case management, coordinated entry) with a universal focus on housing navigation.

2. Create a uniform, digital library, and schedule of trainings for supportive services (including housing first, motivational interviewing, harm reduction, and trauma informed care, vocational training, resource availability, diversity/equity/inclusion competency).

3. Ensure that coordinated entry system is used as the foundation for service assessment across the continuum.

4. Develop resource knowledge base and referral system to effectively maximize community resources (including housing programs such as HASLO vouchers, HUD-VASH and other specialty vouchers, affordable/tax credit housing and legal resources).

5. Expand access to interpretation services for all providers.

6. Expand technology toolkit to ensure coordinated entry assessment can be done in the field in in real time, with virtual client signatures.

C. Structure services based on population need and geographical coverage.

1. Revamp the coordinated entry system to prioritize services based on need (including diversion, permanent supportive housing for higher threshold chronically homeless, rapid re-housing for lower threshold) throughout the geographic region.

2. Coordinate outreach strategies across multiple agencies to allocate and prioritize resources geographically and across populations and to improve information-sharing.

3. Coordinate efforts with first responders, including law enforcement and fire department agencies, to improve health and safety.

4. Integrate services with jail, juvenile justice, and probation and other criminal justice entities.

5. Include people experiencing homelessness in service design and implementation, at program and system level.

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20 6. Target program services to address the specific needs of subpopulations including people who are aging, youth, and people who have a physical disability, mental health disorder, and/or substance use disorder. Ensure services are culturally appropriate to the target populations and the household makeup (including families, singles, and couples) and that supports vary as needed (specifically, time-limited versus static ongoing services) allowing for growth, independence, self-reliance, and recovery.

7. Create outreach teams that are multidisciplinary, including either medical staff certified and trained to provide care for physical, mental health, and substance use disorders, including mobile medications, or, at minimum, telemedicine access.

8. Pilot a site-based Regional Homeless Operations Center to support housing navigation services at the Oklahoma Parking Village.

9. Assess the need and location for expanded mobile hygiene services to increase engagement with unsheltered population.

10.Create and expand job development opportunities for unhoused and newly housed individuals by partnering with job creation and support agencies in the community, including America’s Job Center of California, Vocational Rehabilitation, among others.

D. Prevent homelessness through expanded diversion efforts (also known as housing problem solving) and homeless prevention capacity.

1. Find housing for an addition 50 people each year through expanded diversion and homeless prevention efforts.

2. Expand diversion efforts through coordinated entry system (including by adding staff; improving program outcomes and training; increasing flexible funding for relocation, etc.). Ensure that frontline staff are trained in diversion and progressive
engagement.

3. Expand community
partnerships to help
identify households atrisk of homelessness (for
example, through schools,
family resource centers,
SAFE System of Care, food
pantries).

What is diversion or housing problem solving?
Diversion resolves an immediate housing crisis by
problem-solving to find an alternative solution to
entering the homelessness system. May include
financial assistance, mediation, or connection to
resources. In one community, the average cost per
person in the homeless system was $3,700, whereas
per person cost for diversion was only $1,550.

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21 4. Provide assistance to help households stabilize their housing through temporary financial support (rent, unpaid utility bills).

E. Implement culturally, linguistically, affirmative, and responsive programs and services to serve all individuals throughout the County in all regions.

1. Build community understanding of diversity, equity, and inclusion to ensure equitable access to culturally appropriate services throughout the homeless system of care.

2. Improve access to services for non-English-speaking people.

3. Regularly train staff throughout the homeless system of care to be responsive to a growing diverse population.

4. Create opportunities for formerly homeless persons to participate in creating mutually supportive neighborhoods and build connections to community resources for personal, social, and economic growth.

5. Develop and implement communication strategies to improve service access, that are culturally and language appropriate.

F. Expand mental health and substance abuse disorder services.

1. Increase capacity and training for behavioral health outreach in the field with ties to ongoing treatment, by adding behavioral health peers, case managers, and providers who are field-based and can connect individuals through technology (telehealth) to professional services. Ensure training related to harm reduction and trauma-informed services for professional and allied staff.

2. Create integrated service strategies to address chronic substance use and co-occurring disorders, such as creating sobering centers and residential treatment centers. Ensure that the outreach workers are trained to recognize and provide interventions, referrals, and care in both mental health and substance use disorders.

3. Provide additional services for individuals who are coming out of homelessness into housing to assist with the psychological impacts, development or renewal of daily living skills, and other post housing transitions including integration into the community.

G. Support efforts of first responders to address high system utilizers

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22 1. Design and develop a countywide intervention strategy to identify, engage and serve high system
utilizers.

2. Expand and systematize
the interface with the jail
to reduce of frequency of
post-incarceration
homelessness. Expand jail in-reach (for example, enroll with Medi-Cal 90 days prior to release) to plan for re-entry and prevent recidivism through jailto-community bridge services.

3. Create 24/7 response systems with supportive services and transportation.

H. Structure services based on medical need of aging population

1. Develop and increase appropriate housing and home health care services to support housing retention among medically vulnerable and high need behavioral health populations.

2. Development of Medi-Cal-accepting nursing homes, assisted living facilities, and licensed board and care homes across the aging spectrum.

3. Cultivate active partnerships with Dignity, Tenet, CHC, other healthcare providers and CenCal Health for better supporting people with complex needs.

4. Create respite care project for people exiting medical facilities, with support for ensuring housing access.

I. Expand services and housing targeted to Transitional-Age Youth (age 16-25)

1. Strengthen the safety net to identify, assess and connect youth experiencing a housing crisis, ensure highest-risk youth receive priority for services.

2. Provide an immediate path to help youth access services for safety due to the consequences of homelessness, through mobile crisis response.

3. Expand a continuum of age-appropriate, stable housing options to meet the diverse needs of youth (for example, host homes, master lease, and permanent supportive housing).

4. Provide a network of trauma-informed supportive services to help young people maintain stable housing, learn life skills (including parenting supports) High system utilizers are individuals that
disproportionately use emergency departments and
inpatient services. Often, obtaining stable housing
reduces system use in the first year of tenancy.

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23 and to achieve and sustain higher measures of success (including education and employment services).

5. Improve youth access and utilization of medical, behavioral, and dental care services.

6. Improve youth access and utilization of public benefits (for example, CalFresh).

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24 Line of Effort 3: Improve and expand data management efforts through HMIS and coordinated entry system to strengthen datadriven operational guidance and strategic oversight.

Focus: Improve homeless system data quality and reporting, increase data sharing, and analyze and share data to drive improvements in homeless system performance.

Metric:
• HMIS access provided to all participating agencies for shared clients to the extent allowed by federal and state laws governing HMIS and privacy. • Law enforcement, health care organizations, government agencies and nonprofit organizations may make referrals to coordinated entry. • Devise mechanism to analyze aggregate data when individualized data cannot be shared due to privacy laws, regulations, or guidance.

Summary of Timing:
• Year 1: Create single HMIS database, data analysis and reporting to the community
• Years 2-3: Establish analytics and systematic reporting • Years 4-5: Data driven refinements in strategy and services A. Create a coordinated entry system that is open and accessible to all partner agencies to make referrals into the coordinated entry system and access data.

1. All data is entered into one Homeless Management Information System (HMIS). Acquire and implement software platform/vendor that fulfills community needs.

2. Create a streamlined and automated referral process and allow referrals from law enforcement, health care agencies, government agencies, and notfor-profit organizations.

3. Open access for HMIS participating agencies, consistent with client consent and relevant federal and state privacy laws.

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25 B. Expand access and usage of data in service coordination and decisionmaking.

1. Monitor participation from HMIS participating agencies to ensure compliance with HMIS policies and procedures.

2. Create and sustain HMIS technical support positions in proportion to number of users.

3. Streamline data processes to eliminate duplicate data entry and improve understanding of need across the community.

4. Design and implement a data quality improvement plan within HMIS for all program types.

5. Create a data analyst position to analyze performance and produce reports needed for data-driven management.

6. Community Action Teams and Mobile Crisis Units will have access to and utilize HMIS data to coordinate and maximize service provision.

7. Integrate GIS data and HMIS data so that street outreach teams have access to and can utilize real-time information to better assist homeless persons.

8. Expand data sharing and coordination with hospitals and managed care organizations to identify populations with greater medical and behavioral health needs and increase coordination of services.

9. Improve use of justice department, jail, police data (including TEMP data) and reports to improve services to people with criminal legal system involvement. Share aggregate data with criminal legal system.

10.Develop a dashboard and schedule of analytical reports that can be used to assess program effectiveness, identify and quantify trends in the mix of needs, and fine-tune recommendations for resource generation and allocation.

11.Reports on performance measures provided bimonthly to the HSOC.

12.Expand analysis of Stella, HDIS, Point in Time Count, and HMIS and HUD System Performance Measures to provide a more comprehensive picture of homelessness.

13.Update data system to ensure timely monitoring of Release of Information authorizations.

14.Create data tracking and reporting mechanism to measure housing and shelter (including alternative housing models) production against Five-Year Plan development goals.

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26 Line of Effort 4: Create, identify, and streamline funding and resources.

Focus: Increase funding and resources to support the strategy and align all funding available to address homelessness with community needs and priorities.

Metrics:
• Identify and earmark existing and known projected incoming grant monies toward new efforts that specifically accomplish objectives set by this strategy.
• Identify and analyze all current yet uncoordinated homelessnessdirected funding streams across multiple government departments and community projects and work to synchronize them for greater impact. • Increase grant-writing/grant-management capacity to improve our understanding and involvement with State, Federal and other funding sources, improve accountability and contract performance through enhanced grant management, and achieve an optimal return on investment into this strategy.
• Improve understanding and communication between County, City, nonprofit and private entities regarding funding opportunities, processes, and accountability procedures through training and focused interaction.

Summary of Timing:
• Year 1:
o Earmark the Homeless Housing, Assistance and Prevention (HHAP) Program Rounds 2 and 3 funding, and selected ARPA monies toward efforts to improve data processes, improve the Coordinated Entry System, bolster homeless prevention efforts, and build multiple noncongregate shelter operations throughout the region to accommodate 100-150 individuals.
o Quantify shortfalls in affordable special needs housing and service capacities and link existing and potential funding strategies to close the gaps in the next 4 years.
o Launch effort to streamline uncoordinated homelessness funding and efforts, including coordination with key external partners such as CenCal Health.
• Years 2-3:

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27 o Continue to identify and steer funding in non-congregate shelter operations while shifting funding priorities to maximize service capacity and permanent supportive/special needs/ very low-income housing construction efforts.
o Formalize budgeting processes and funding strategies between County and City departments in accordance with a Regional Compact.

These efforts might include Bond Measure and working with jurisdictions to achieve local match to maximize other funding such as priority tax credit projects (currently $40k/unit).
o Work with CenCal Health to integrate new Cal AIM and Housing and Homelessness Incentive Program services with existing homeless services for maximum efficiency and impact.
o Evaluate progress towards plan goals and earmark HHAP Round 4 funding to activities with the greatest impact.
• Years 4-5:
o Reduce investment in non-congregate shelter operations while optimizing ongoing financial investment into ongoing service capacity and traditional housing efforts.

A. Optimize the use of current funding streams and identify and obtain new resources

1. Collectively, community-wide and cross-jurisdictions, identify funding opportunities that are most likely to be profitable and pursue them collectively and strategically.

2. Develop a cross-jurisdictional team supported by local experts to drive forward an ongoing effort to connect the most urgent needs with everchanging opportunities for funding, including by orchestrating funding blending and coordination.

3. Establish clear priorities for grant programs for County- and citycontrolled funding that align with the goals of the strategic plan.

4. Implement a new project review / housing program creation work group to review applications for new funding opportunities to ensure alignment with the strategic plan.

B. Advocate for federal and state funding.

1. Align efforts with State and Federal plans to ensure that local efforts are prepared to seize funding and resource opportunities when presented.

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28 2. Advocate for ongoing state funding for homeless services operations in order to sustain capabilities expanded with one-time funding.

3. Advocate for new federal and state funding for supportive services in permanent supportive housing.

4. Advocate for federal and state funding to provide short-term housing stabilization services for residents of Affordable Housing and Housing Choice Voucher recipients, particularly persons in need of short-term mental health interventions.

5. Create priorities for new state funding opportunities to ensure alignment with the strategic plan.

6. Work with local, state, and other regulators to reduce barriers to creative interventions and increase funding sources.

7. Ensure governmental legislative platforms align to effectively advocate for resources and service reforms.

8. Work with jurisdictions to achieve local match to maximize other funding such as priority tax credit projects funded (currently approximately $40k/unit).

C. Strengthen and increase private philanthropic funding and health care funding for homelessness.

1. Partner with CenCal and local Health Care Systems and organizations to identify opportunities to use CalAIM, HHIP and other initiatives to increase services and resources aligned with the strategic plan.

2. Strengthen and align local funders to support projects aligned with strategic plan.

3. Develop stronger relationships with the faith community to provide financial support services and funding.

4. Encourage local bankers and lenders to make it easy for homeowners to finance the building of Accessory Dwelling Units (ADUs) under 750 square feet for long-term rental use, since these units can also benefit from state-mandated fee waivers and expedited processing.

D. Align local City and County resources to support strategic plan.

1. Publish annual combined plan and budget for homelessness across all jurisdictions.

2. Incentivize achievement of RHNA goals.

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29 3. Consider pooling CDBG funding between communities to speed housing development.

4. Ask cities and County to consider dedicating the year-over-year increase in transient occupancy taxes to supporting housing that is affordable to service sector workers.

5. Seek pilot project status for the County and CoC to get more grant funding and more flexibility.

6. Develop additional resources to prevent and address homelessness due to domestic violence.

7. Seek County funding to/for:
• Fill in funding gaps to sustain operations and services • Data systems and analytics to leverage state funding and support continued data management
• Seed money for low-cost housing strategies
• Grant applications and management support including identifying new grant opportunities
• Local support for priority funding permanent housing projects considers pooling with the cities
• Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.).

8. Seek city and County funding for:
• Local support for priority permanent housing projects serving lowincome and very low-income households • Outreach services specific to the community
• Financial and operational support in partnership with other sources for interim housing and shelter projects benefiting the community • Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.).

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30 Line of Effort 5: Strengthen Regional Collaboration.

Focus: Create regional, coordinated response to homelessness to minimize duplication of effort and improve system effectiveness to reduce homelessness.

Metric: Create and maintain a Homeless Action Committee for the plan duration.

Summary of Timing:
• Year 1: Homeless Action Committee created, meets regularly; Citizens Oversight body formed; quarterly discussion sessions begin for those with lived experience
• Years 2-3: Regional Homeless Compact adopted
• Years 4-5: Data-driven management
A. Create a mechanism to visualize, describe, unify, and equitably direct regional efforts to address homelessness.

1. Develop data-driven management: Through HSOC and its committees, conduct bimonthly data-driven oversight on the status of plan implementation and on the extent to which desired outcomes are being achieved. Recommend action steps to the Board of Supervisors, the Homeless Action Committee and other stakeholder groups represented on HSOC as needed. Conduct periodic reviews of programs and services to identify activities that need to be initiated, terminated, sustained. Consider and communicate issues and opportunities initially vetted in HSOC committees.

2. For rapid implementation management, create a Homeless Action Committee, consisting of the County Principal Administrative Analyst on Homelessness (and select County staff as required) and all City Mangers (and select City Staff as required) that meets regularly (for example, biweekly) to promote a regional, strategically coordinated approach to addressing homelessness, including developing regional housing and shelter goals and plans. Each member will report back to their respective governing agencies and consult with people with lived experience, non-profit organizations, law enforcement, fire departments, and other community-based entities, as relevant. Staff will receive strategic guidance for this implementation work from HSOC, and coordinate with HSOC and its committees on multidisciplinary matters and policy issues.

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31 3. Building from the Homeless Action Committee, complete a Regional Homelessness Compact with principles and jurisdiction-specific targets, overall and for special needs populations, and positive and negative incentives for compliance.

4. Secure approval of the Regional Homelessness Compact by all seven cities and the County Board of Supervisors.

5. Establish a Citizen’s Oversight body to meet once or twice yearly to review progress on implementation steps and outcomes achieved and to provide community feedback to HSOC and the Board of Supervisors.

6. Pursue reorganization within the County to consolidate and empower homeless-related staffing, create more stability and predictability in funding and program structure, reduce duplication, allow for more meaningful midterm and long-term planning, and braid together a significant amount of spending.

B. Elevate the voice of people experiencing homelessness to reduce stigma and marginalization of the homeless population.

1. Engage people with lived experience of homelessness to understand challenges faced by people experiencing homelessness in this community and highlight successes.

2. Ensure representation from people of lived experience on any committee or work group focused on homeless issues.

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32 3. Expand input from Spanish-speaking population throughout the homeless system.

4. Hold quarterly community discussion groups on homeless issues with content developed in partnership with people of lived experience. Refer insights, requests and recommendations to HSOC committees and the Homeless Action Committee for consideration and action.

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33 Line of Effort 6: Build public engagement through informationsharing and partnership.

Focus: Sufficiently define the core homelessness issues and communicate the need to the community for these issues to be addressed. Further, educate and communicate with community members about the strategic plan, outcomes of plan efforts, and specific needs to improve community support for efforts to end and reduce homelessness.

Metric: Raise 10% more funding from general public contribution each year of the plan.

Summary of Timing:
• Year 1: Community education, media plan and “How can I help?” resources • Years 2-3: Establish result reporting to community in accessible dashboards • Years 4-5: Enhance community partnerships to strengthen the effectiveness of individual projects and collective efforts to restore people more quickly and securely into housing.

A. Create a community education strategy to inform community leaders and citizens.

1. Develop and maintain a web-based information-sharing center about ongoing activities, plans, and structures responding to homelessness locally to improve communications.

2. Develop community-wide dashboards to share progress on addressing homelessness and on developing affordable housing.

3. Circulate HSOC result reports to multiple constituencies. Develop talking points for report to distribute to cities, service providers, etc.

4. Ensure all communication is accessible especially to the full population (such as translations in Spanish, cultural appropriateness, readability, vision or hearing impaired, etc.)

5. Create a centralized resource to help answer the “how can I help” question and help link potential volunteers, donors and advocates with established organizations and each other

6. Create an online resource for the homeless population to share information about what is happening in the community, and for individuals

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34 experiencing homelessness to have a way to share their experiences with HSOC.

7. Enhance engagement with front-line community groups and volunteers working with underserved homeless populations and really contribute to the trust of the unhoused community and can help the entire community with the ties to the unhoused community.

8. Build community support for creating homelessness funding mechanisms (including both public and private funding).

B. Create a media plan for communication including professional and social media

1. Hire a public relations firm to create media plan to share information about homelessness and the system of care in order to more effectively engage the community in supportive action, using already-allocated funds.

2. Distribute shared talking points to city communications people.

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35 Summary of Jurisdictional Commitments
To support this plan, each jurisdiction will be encouraged to:
• Participate in Homeless Action Committee and development of Regional Homeless Compact
• Adopt least restrictive interpretation of “low-barrier navigation centers” (based on state zoning requirements) into zoning codes. • Consider waiver of permit fees (or commit permit and/or impact fees to project) for new infrastructure related to homelessness. • Introduce policies and strategies to help accelerate completion of affordable housing projects, both traditional and non-traditional, to meet RHNA targets • Consider pooling CDBG funding to speed housing development. • Consider dedicating the year-over-year increase in transient occupancy taxes to supporting housing that is affordable to service sector workers. • Align funding decisions with strategic plan priorities • Provide funding to:
o Local support for priority Low-Income/Extremely Low-Income permanent housing projects
o Outreach services specific to the community
o Financial and operational support in partnership with other sources for interim housing and shelter projects benefiting the community o Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.) • Create at least one non-congregate sheltering/interim housing project.

In addition, the County will:
• Consider reorganization within the County to consolidate and empower homeless-related staffing
• Provide funding to:
o Fill in funding gaps to sustain operations and services o Data systems and analytics to leverage state funding and support continued data management
o Seed money for low-cost housing strategies
o Grant applications and management support including identifying new grant opportunities
o Local support for priority funding permanent housing projects considers pooling with the cities
o Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.).

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36 Thank you!
Thank you for taking the time to review and submit your feedback on this draft plan. Ending homelessness will take the effort and coordination of our full community. We look forward to your support in reducing the impact of homelessness in the County of San Luis Obispo over the next five years.

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37 Appendix
Housing Goal: 2050 additional housing placements
over 5 years
Why 2050?
• Our overall plan goal is to reduce the number of people experiencing homelessness to 50% of the current level within five years. So, if 2100 people are homeless now, we plan to house at least 1050 people homeless countywide before plan completion. • HMIS data from the past three years shows an average of approximately 200 more people coming into the system of care each year compared to those to exit, so we can estimate that roughly an additional 1000 people will become homeless during the plan implementation period.
• As a result, we plan to house 2050 (1050 + 1000) more people in housing over this 5-year period above and beyond the current level of effort.

How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

1. Homelessness Prevention and Diversion
Homelessness prevention and
diversion programs both use
problem solving techniques, which
may include funding (for example,
utility arrears, transportation
support), services, and support to
either prevent or quickly end a
household’s homelessness. Both
efforts work from each households
existing relationships and
resources to avoid homelessness.

Target: 250 additional
direct placements
(50/year)
• New diversion
specialists
• Training across
system
• Funding to sustain
current level of
homelessness
prevention
• Data mechanism to
track, report
diversion
HSOC
Services
Committee

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38 How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

2. Rapid Rehousing (RRH)/Vouchers
Rapid rehousing (RRH) is a housing
intervention that provides financial
support, including short to
medium term rental assistance,
and services to support
households to stabilize in housing.

The goal is that households will
transition in place and take over
their full rent payment when they
exit the program.

Target: House an
additional 160 people
in existing units
through a combination
of RRH and new
housing vouchers.

Assumptions: Assume
20% turnover and 1.5
persons per unit.

Additional use of this
strategy is constrained
by the tight housing
market.
• Landlord support
and liaison(s)
• Landlord mitigation
and incentive
funding
• Funding for
vouchers and
move-in costs
• Case management
• Behavioral health
staffing
HSOC
Services
Committee

3. Housing NOW
A program of intensive mental
health and case management
support for high-vulnerability
persons with extensive support
needs, in master-leased or owned
units.

Target: House an
additional 25 people (5
additional persons per
year)
Assumption:

Additional use of this
strategy is constrained
by the tight housing
market.
• Additional masterleased or owned
units
• Case management
• Behavioral health
staffing (TMHA)
HSOC
Services
Committee

4. Non-Congregate Interim Housing & Sheltering Capacity Interim housing and sheltering
capacity can take many forms,
including tiny homes, cabins, pallet
shelters, safe parking, sober living,
and other creative approaches. A
mix of "wet, dry and damp"
environments will be needed. Case
management and diversion
techniques will be needed to
support households to move to
more stable housing, which may
include subsidized (for example,
rapid rehousing) or supportive
housing (for example, permanent
supportive housing).

Target: Build 300 units
within 3 years (90-120-
90; roughly 10 sites
with average of 30 units
per site (range 15-60
units)). With turnover,
will shelter 500 people.

Assumption: 25%
annual turnover to
start.
• Focused effort on
permits and
construction
• Operating oversight
with community
volunteers and
donors
• Case management,
behavioral health
services, and
housing-focused
services
HSOC
Housing
Committee

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39 How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

5. Low and Very Low-Income Housing per RHNA
Ensure the construction of deedrestricted housing for low-income (LI) and very low-income (VLI)
households, plus ADUs
Target: House 500
additional homeless or
at-risk people by
building 1667 units.
(When added to the
500 units of PSH in #6,
this equals 1/2 of 10-
year RHNA targets
countywide).

Assumptions: 30%
yield: 10% homeless
set-aside plus another
20% ultimately
resulting in someone
avoiding homelessness.
• Match unit mix to
needs (more 1 BR
or studios)
• Local matching
funds (County and
City)
• Case management
to stabilize people
in housing
HSOC
Housing
Committee

6. Permanent Supportive Housing (PSH)
Permanent supportive housing
(PSH) is housing for formerly
homeless people with disabilities
that is not time-limited and
includes services to sustain
housing. The plan calls for units to
be created in new construction or
other structures.

Target: Build 500 new
units (by year,
50,50,80,160,160). With
turnover, house 580
people.

Assumption:

Continuation of current
14% average turnover
rate to house 600
people in 5 years. This
includes persons with
complex health
challenges.
• Local matching
funds (County and
City)
• Extensive
partnership with
healthcare
organizations
• Case management
and behavioral
health services
required to
stabilize housing
HSOC
Housing
Committee

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40 Existing New
Definitions:

PSH+ Permanent Supportive Housing + options for high-needs persons (for example, nursing home beds) Low Income Affordable Housing for Low Income and Very Low Income households, including ADUs Non-Traditional Non-traditional interim housing/shelter options, eg tiny home villages, cabins, sober homes NOW Housing NOW
RRH/V Rapid Re-Housing and new Vouchers
HP/Divert Homeless Prevention (HP) and Diversion services RHNA:

Level of Services Needed
Five-Year Targets by Housing Type
(accounting for turnover and percentage dedicated to homeless households)
Housing Stock Utilized
High Low
PSH+
600
500
Low-Income
500
1667x30%
NOW
25 HP / Divert
RRH/V 250
150
75 NonTraditional
525
300

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41 Regional Housing Need Allocation (2019)

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Item 6a
Department: Community Development
Cost Center: 4006
For Agenda of: 6/21/2022
Placement: Business
Estimated Time: 90 minutes
FROM: Michael Codron, Community Development Director
Prepared By: Kelsey Nocket, Homelessness Response Manager SUBJECT: HOMELESSNESS RESPONSE UPDATE REGIONAL COLLABORATION

RECOMMENDATION
Receive an update from County staff on the County’s effort to lead and develop a draft San Luis Obispo Countywide Strategic Plan to Address Homelessness (Attachments A and B).

DISCUSSION
Background
On June 1, 2021, San Luis Obispo’s City Council adopted the 2021-2023 Major City Goals for Housing and Homelessness. Part of this work program includes the preparation of a city-level Strategic Plan to Prevent and Address Homelessness.

On November 16, 2021, Council held a study session on a strategic approach to prevent and address homelessness within the city. Staff presented a continuous implementation methodology that featured five key components: 1) Data, 2) Communications, 3) Pilot Programs, 4) Regional Collaboration and Engagement, and 5) Funding Opportunities.

While the five strategic plan components are not prioritized, Regional Collaboration is a foundational step as the County of San Luis Obispo is the lead on addressing these issues in terms of organizational capacity, access to Federal and State funding streams, and professional expertise.

Currently, the County is in the process of developing a Countywide Strategic Plan to Address Homelessness. This effort will create the successor plan to the 10-Year Plan to End Chronic Homelessness and will establish concrete actions that all jurisdictions within SLO County can take to help ensure effective implementation. Given the importance of this effort, the City’s Homelessness Response Manager is a regular participant on the Steering Committee for the Countywide Strategic Plan to Address Homelessness.

On April 19, 2022, the Board of Supervisors received a presentation from Joe Dzvonik, San Luis Obispo County Homeless Manager, and Steering Committee Member and Atascadero City Council Member, Susan Funk, on the Draft Countywide Strategic Plan to Address Homelessness (Attachment B). The purpose of this agenda item is for the City Council to hear the same presentation from Mr. Dzvonik and receive an update on the City’s efforts to put a strategic plan in place once the County’s process is concluded.

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Item 6a
City and County Strategic Planning Effort Updates

1. City-Level Strategic Plan Update
A key element of the City’s strategy is to leverage and build upon the County’s regional leadership and comprehensive strategy to maximize the effectiveness of County, City, and nonprofit partner efforts.

The Countywide Strategic Plan is expected to be finalized in August 2022, with the city-level Strategic Plan to follow in January 2023. That said, the City’s continuous implementation methodology (depicted below) enables staff to take action while these plans are being drafted.

The following are recent highlights in each of the five key component areas of the city-level Strategic Plan to Prevent and Address Homelessness:

Data: Staff are currently developing a new data collection app concurrent with an expanded document that articulates how encampments are addressed titled Compassionate Assistance, Mitigation, and Protection (CAMP) Standards.

Estimated completion in July 2022.

Communications: The Homelessness Response Manager is gathering final input on a “SLO City Resource Pocket Guide” which will provide the public information on how to obtain an ID and where to access services. Please see prototype included in Attachment C. Internal city communication efforts have focused on structuring the internal Homelessness Response Steering Committee and Technical Committee concurrent with CAMP standards.

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Item 6a
Pilot Programs: Contracts are in place with Transitions-Mental Health Association for both the Community Action Team and Mobile Crisis Unit. T-MHA is currently recruiting Case Managers for each program.

Funding Opportunities: Staff are currently working with local service providers and private non-profit organizations to leverage upcoming State and Federal grants including Home Key and Emergency Services Grant – Cares Act.

Regional Collaboration and Engagement: As noted the County is making progress on a Regional Strategic Plan to Address Homelessness which will help guide the direction for the City’s development of its City-Level Strategic Plan to Prevent and Address Homelessness.

The remainder of this report will focus on Regional Collaboration and Engagement through the Countywide Strategic Planning Effort.

2. Draft Countywide Strategic Plan to Address Homelessness The County has assembled a Steering Committee to advise on the development of a Countywide Strategic Plan to Address Homelessness. Members of the committee represent formerly homeless, municipal government, non-profit service providers, and County departments including Public Health and Social Services.

The Steering Committee has opted for a more actionable five -year plan that focuses on the following six areas.

1. Building shelter/housing,

2. Expanding services and service navigation,

3. Improving data systems,

4. Streamlining funding resources,

5. Strengthening regional collaboration, and

6. Building public communications platforms.

In order to ensure that this plan is responsive to evolving needs, it sets forth a recommendation to establish a Regional Homeless Action Committee comprised of County staff, City Managers and/or City staff dedicated to homelessness response.

Please see Attachments A and B for further summary of the Draft Countywide Strategic Plan to Address Homelessness.

Questions for Council Consideration
As Council reviews the Draft Countywide Strategic Plan to Address Homelessness, staff recommends consideration of the following questions:
 Is there any specific feedback for the County on the proposed six areas of the County’s plan?

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Item 6a
 How will the Countywide plan address challenges to meet the regional and City specific needs as it relates to mental health, drug and alcohol, housing and other related services?
 How will the Countywide plan equitably distribute services throughout the region?
 What additional funds (i.e state, federal, County general funds) are proposed to implement the Countywide plan?
 How will the Action Committee be different from the Homeless Services Oversight Council (HSOC)?
Previous Council or Advisory Body Action
On November 16, 2021, Council held a study session regarding the Homelessness Response Manager’s strategic approach to preventing and addressing homelessness at the city-level.

Policy Context
On June 1, 2021, San Luis Obispo’s City Council adopted the 2021-2023 Major City Goals for Housing and Homelessness. The work associated with the Major City Goal is organized and coordinated under the broad goal statement to Collaborate with local nonprofit partners and the county, the state, and federal governments to discover and implement comprehensive and effective strategies to reduce chronic homelessness.

Public Engagement
This meeting is part of a broader public engagement strategy for regional collaboration.

County staff has presented to various community groups including other City Councils and HSOC.

CONCURRENCE
The City’s homelessness response activities are continuously developed in concurrence with multiple city departments, including Police, Fire, Public Works, and Parks and Recreation.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to informational actions in this report because the actions do not constitute a “Project” under CEQA Guidelines Section 15378. Once a draft Strategic Plan is created, it will be evaluated to determine if the plan or any of its components require environmental review under CEQA prior to adoption.

FISCAL IMPACT
Budgeted: No Budget Year: N/A
Funding Identified: No

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Item 6a
Fiscal Analysis:

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

Total $ $ $ $
This item is informational and intended to provide Council with an opportunity to comment on the SLO Countywide Strategic Plan to Address Homelessness and has no fiscal impact at this time.

ALTERNATIVES
No action is required on this item. The recommendation is to receive an update on the San Luis Obispo County Draft Countywide Strategic Plan to Address Homelessness. As an alternative, the City Council may provide specific direction to staff regarding its efforts to address homelessness in the city.

ATTACHMENTS
A. SLO County Presentation Slides
B. Draft SLO County-Wide Strategic Plan to Address Homelessness C. SLO City Resource Pocket Guide Prototype

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We Are Here:

The confluence of urgency and opportunity
San Luis Obispo
Countywide Strategic Plan
to Address Homelessness
A Zero to Five-Year Approach

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Vision
Goal
The San Luis Obispo region will reduce homelessness by ensuring that people at risk of losing housing can retain it, and those experiencing homelessness can equitably secure safe housing with appropriate supports, minimizing trauma to the individual, the community and the environment.Within 5 years, reduce the number of people experiencing homelessness countywide to 50% of the current level San Luis Obispo Countywide Strategy to Address Homelessness We Are
Here!

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• Elaine Archer
Dir of Housing Management, HASLO
• Janna Nichols
Executive Director, 5 Cities Homeless Coalition
• Brenda Mack
Lived Experience, Atascadero Resident
• Anne Robin
Behavioral Health Administrator
• Kelsey Nocket
Homeless Manager, City of SLO
• John Peters
Police Chief, Grover Beach
• Scott Collins
City Manager, Morro Bay
• Susan Funk
Council Member, Atascadero Chair of HSOC
San Luis Obispo Countywide Strategy to Address Homelessness We Are
Here!
Steering Committee Members

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Situation Assessment
San Luis Obispo Countywide Strategy to Address Homelessness We Are
Here!
Current State
Where are here
How did we get here?
Past Conditions
We were here
2019
2022

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SLOCo Trends in Homelessness 2019-2022
Shelter & Service Capacity Expanded but Homelessness Is Growing Faster • ECHO Paso - 50 new beds• ECHO Atascadero -10 new beds (60 total now)• CAPSLO – 20 new Safe Parking spaces in SLO (27 total)• CAPSLO – New Medical Detox at Prado built in SLO (services pending)• County – New Kansas Ave Safe Parking in SLO (90 people)• 5CHC – New Navigation Center in Grover Beach• 5CHC – 20 new Cabins for Change in Grover Beach• Street outreach ↑ across the county with COVID & CESH $$• COVID Isolation trailers for homeless in 3 places• Hotel vouchers during COVID (temp) • Homelessness inflow > outflow by ~200 /year*
• 2018-2021: 6900 people received homeless services
(2.4% of our population)*
• 2019 PIT Count found 1483 homeless, 1172 unsheltered (%)• 2022 PIT Count (Feb 23) data being developed• 20+ open positions in County Behavioral Health• Non-Profits all experiencing staffing issues, concern about support to sustain expanded services - ECHO closed winter shelter 2 months early this year- ECHO capacity limited to 30 in Atascadero and 45 in Paso- CAPSLO support to Kansas avenue delayed San Luis Obispo Countywide Strategy to Address Homelessness We Are
Here!
Staffing / sustainability is challenged

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SLO County Regional Trends in Housing 2019-2022
More Vouchers and Support but Housing Market Tightens
• Paso Motel 6 Conversion: 60 new units of
Permanent Supportive Housing (PSH)
• 156 new Emergency Vouchers (Summer 2021)
(600 applicants)
• 50 new units under construction in Pismo Beach
- All units dedicated to work-force, low-income,
transitional youth and the formerly homeless
• New affordable units approved in SLO, Templeton,
Atascadero, AG, GB over the next 5 years
• 50 Now at 65 Now (called “Housing NOW” moving forward) • SLO ranks as the nation’s 6th most expensive county
• Ave rent from $1027 (2018) to $1800 in (2021)*• Deposit requirements ↑ 86% to $2130*• HUD Fair Market Rents ↑ 13.5% (2020 to 2021) and ↑ 46.1% since 2016*
• Median rental HH spends 38% of income on
housing*
>50% of all rental households are at ↑ risk of homelessness • Eviction moratorium ending• Cost per unit of new affordable housing >$550k San Luis Obispo Countywide Strategy to Address Homelessness We Are
Here!
↑

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• Year-round emergency capacity increased 73%
• Total maximum capacity doubled
273
450
1483
158 225
0 200400600800
100012001400160018002000
# Observed Homeless
Persons (Point in Time
Count)
Hard capacity (year-round) Maximum sheltering
capacity, including weatherdependent
SLO County Homelessness vs Shelter Capacity*
2022 2019
Conducted Feb 2022
San Luis Obispo Countywide Strategy to Address Homelessness We Are
Here!
Capacity vs. Need
# Homeless
Despite capacity increases, on any given night,
the County has the capacity to shelter
only 20-30%
of the number of people observed as homeless in 2019
*NOTE: These numbers are best-case scenario. They assume COVID-related restrictions are lifted and added services are still funded and staffed

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First Year
• Sheltering
Capacity
• Prevention• Data
Year 2-3
• Service
Capacity
• Regional
Compact
Year 4-5
• Housing
Capacity
• Data-driven
refinements
San Luis Obispo Countywide Strategy to Address Homelessness We Are
Here! 5-Year Strategic Plan (by implementation phase) Draft

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• Rapid implementation of more non-congregate sheltering/temporary housing capacity of all types - pallet shelter, cabins, tiny homes, safe parking
• Seek funding to staff/expand services for mental health and substance abuse disorders; strengthen training in outreach and case management; actively engage persons with lived experience of homelessness into all phases of planning • Improve and expand HMIS and Coordinated Entry, for data-driven strategic oversight capabilities & operational guidance• Lay groundwork for a Regional Compact on homelessness. Deeper analysis quantifying needs and resources with specific housing needs of our homeless and inventory tools. Conduct focused planning efforts as needed on mental health, addiction (especially opioids), medically vulnerable individuals with complex needs, and expedited housing First 12 Months: Expand shelter/temp housing capacity and homeless prevention; improve data • Expand mental health, substance abuse disorder, and other supportive services & Permanent Supportive Housing (PSH) • Build and staff a Regional Homeless Operations Center to support navigation, reduce admin barriers and time to housing• Review and learn from rapid expansion of non-congregate sheltering capacity phase; fill in gaps, make improvements• Complete a Regional Compact on homelessness with jurisdiction-specific targets overall and for special needs populations • Expand data tracking and coordination with jail/probation/parole, hospitals, and sober living environments Year 2-3: Grow services and supportive housing capacity; formalize a data-driven Regional Compact • Complete more affordable housing projects, both traditional and non-traditional: Meet RHNA targets everywhere• Systematically work on speeding the path from homelessness to housing• Simplify the funding stream: Seek options for the County/CoC to get more grant funding and more flexibility• Solidify the gains with sustainable ongoing funding• Implement positive and negative incentives the Regional Compact Year 4-5: Grow affordable and appropriate housing; implement data-driven refinements We Are
Here!
5 -
Ye
a
r S
t
r
a
t
e
gic Pla
n F
o
c
u
s P
oin
t
s (b
y P
h
a
s
e) -
D
raft

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COUNTY OF SAN LUIS OBISPO
We Are
Here!
San Luis Obispo Countywide Strategy to Address Homelessness Homeless Action Committee

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COUNTY OF SAN LUIS OBISPO
Intent: Develop Countywide Regional Collaboration that: guides rapidly-expanding shelter, service, navigation and housing capacity; improves data and outreach systems; creates, identifies and streamlines funding while generating support from citizens through communication, education and accessible venues of action.

Critical Events Objectives Key Dates

1. Open 5CHC Pallet Shelter2. Open 2nd Safe Parking site

3. Open 40 Prado Pallet shelters4. 5. 6. 7. 8. 9. 10.

LOE 1: Expand Capacity1.1 Open 5CHC Pallet Shelter (20)1.2 Open second safe parking site (40)1.3 PSSH Pismo (24)1.4 HASLO AG site (65)1.5 Expand Kansas Ave SF (20)1.6 Est. Nav Center location1.7 Build Nav Team1.8 BUILD ADDICTION CAPACITY1.9 BUILD LEGAL CAPACITY LOE 2: Data2.1 Assess HMIS systems2.2 Update user certification process

2.2.1 Individual Training2.2.2 Inspection Processes

2.3 2.4 2.52.62.7
LOE 3: Funding3.1 Release ARPA funding3.2 Housing & Homeless Bonds3.3 DSS / Planning Grant Conf3.43.53.63.73.8

5. Communicate5.1 Develop communication plan5.2 Housing inventory / history5.3 5.4 5.5 5.65.75.85.95.10 Lines of Effort
LOE 1 (Main Effort): Build Shelter/Housing -Affordable and AppropriateLOE 2 (Sup Effort 1): Expand Servicesand NavigationLOE 3 (SE2):Improve HMIS & CES LOE 5 (SE4):Strengthen Regional Collaboration and Public Communications LOE 4 (SE3):Streamline Funding
End State
LOE 1: A mix of safe parking, emergency/transitional shelters, low-income, permanent supportive, and special-needs housing exist to reduce unsheltered living.LOE 2: BH, medical, financial assistance, identity-rebuilding, jail and hospital release services are robust and centralized.LOE 3: Standardized and efficient coordinated entry system employed by highly-trained and disciplined outreach workers feed an improved HMIS.

LOE 5: Community leaders and citizens are better informed and willing to participate positively in addressing homeless issues.

LOE 4: Synchronized planning and funding for homelessness exists across the region. 2022 2023

5.1 2.1 2.2 2.7 2.7.2 2.10

2.4 2.5 2.6 2.7.1 2.8 2.9

5.8 5.9 5.11 5.2 5.3 5.4 5.5 5.6 5.7 5.10

5.12 3.1 3.2

3.3 3.4 3.6 3.7 3.8

3.9 2.3

1.2.1 4.1 4.2 4.3 4.5 4.4 4.6 4.7

4.8 1.1 1.2 1.2.2 1.3 1.4 1.5 1.6

1.7 3.5
1 2 3
We Are
Here!

1. CM Meeting March 112. Full HSOC March 163. Mayor’s Briefing Apr 154. BOS Brief Apr 195. 6. 7.8. 9.

4. Regional Collaboration4.1 Compact Planning Conf #14.2 Brief to City Managers4.3 Compact Planning Conf #24.4 Brief to CMs4.5 Brief to Mayors4.6. 4.7 4.8 5-Year Operational Approach - Draft
Objectives
E 1: ExpandCapacity
Open 5CHC Pallet Shelter(20)Open second safeparking site (40)PSSH Pismo(24)HASLO AG site (65)E d K A SF (20) LOE 2: Data2.1 Assess HMIS systems2.2 Update user certification process

2.2.1 Individual Training2.2.2 Inspection Processes
23 LOE 3: Funding3.1 Release ARPA funding3.2 Housing & Homeless Bonds3.3 DSS / Planning Grant Conf3.435

5. Communicate5.1 Develop communic5.2 Housing inventory 5.35.455

5.1 2.1 2.2 2.7 2.7.2 2.10

2.4 2.5 2.6 2.7.1 2.8 2.9

58. 5.9 5.11 5.2 5.3 5.4 5.5 5.6 5.7 5.10

5.12 3.1 3.2

3.3 3.4 3.6 3.7 3.8

3.9 2.3

1.2.1 4.1 4.2 4.3 45. 4.4 4.6 4.7

4.8 1.1 1.2 1.2.2 1.3 1.4 1.5 1.6

3.5 1 2 3

4. Regional Collaboration4.1 Compact Planning Conf #14.2 Brief to City Managers4.3 Compact Planning Conf #24.4 Brief to CMs4 5 Brief to Mayors

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COUNTY OF SAN LUIS OBISPO
We Are
Here!
San Luis Obispo Countywide Strategy to Address Homelessness Comments and Questions

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TO: City Council of San Luis Obispo
FROM: Wade Horton / County Administrative Officer, County of San Luis Obispo / 805.781.5011 Joe Dzvonik / Principal Admin Analyst on Homelessness, County of San Luis Obispo / 805.781.5014 Susan Funk / Chair, Homeless Services Oversight Council (HSOC) and Atascadero City Councilmember
DATE: 6/21/2022
SUBJECT: Request for City Council to provide feedback and/or approval regarding the draft San Luis Obispo Countywide Strategic Plan to Address Homelessness

DISCUSSION
The San Luis Obispo Countywide Strategic Plan to Address Homelessness is the first comprehensive update to Path to a Home – The San Luis Obispo Countywide 10 Year Plan to End Homelessness (“The Ten Year Plan”) as approved by the County of San Luis Obispo Board of Supervisors in 2009. This Strategic Plan is being built to identify and achieve 12- month, 3-year and 5-year objectives to reduce the number of homeless persons in the County of San Luis Obispo to 50% of the current level over the five-year period following its approval for implementation. The intent today is to:
provide an update and receive direction from this Council regarding the San Luis Obispo Countywide Strategic Plan to Address Homelessness.

1. The San Luis Obispo Countywide Strategic Plan to Address Homelessness:

This first section of the Strategic Plan begins with an analysis of homelessness in the County over the past 3.5 years.

Specifically, it reviews the expansion of regional capabilities to address homelessness in the form of shelter and service capacities in the context of a tightening housing market and the growing number of homeless individuals and families.

This analysis ultimately reveals:
- Although year-round emergency shelter capacity has increased by 73%, and the total maximum sheltering capacity (which further includes seasonal, weather-dependent shelters and safe parking capacity) has doubled over the past 3.5 years (once COVID-related capacity restraints are lifted), the County currently has the capacity to shelter only 20-30% of the number of people observed as “homeless” in the 2019 Point-InTime (PIT) count. - Rapidly rising rents (13.5% increase in the past year and 46% since 2016) have increased the financial burdens of lower-wage workers, contributing to the assumption that the number of unsheltered persons has likely grown since the 2019 PIT count. (The 2022 PIT count numbers will be revealed in their aggregate form by May 1, 2022.)
Key takeaway: While efforts across the region to prevent and reduce homelessness have been honorable - as evidenced by the fact that sheltering capacity has doubled and other support services have grown in the past three years - the rate of individuals entering and remaining in homelessness has simply outpaced our efforts during this same period. This takeaway implies that a transformational change must occur in our approach to homelessness.

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Figure 1. A visualization of The San Luis Obispo Countywide Strategic Plan to Address Homelessness by phase First Year Goals
Sheltering Capacity and Temporary Housing. In the first 12-months, this Strategic Plan intends to focus on rapidly expanding the “Continuum of Shelter” capacity in the region: non-congregate temporary shelters and nontraditional housing of all types – shelter cabins, prefabricated “tiny homes” - and safe parking. Non-congregate sheltering is preferred in our short-term rapid expansion efforts because homeless individuals and families are more likely to agree to the more private environment of non-congregate shelter than the mostly congregate sheltering currently available in the County, and because non-congregate solutions present fewer hazards for the transmission of communicable diseases.

Homeless Prevention and Housing Support. Another critical tactic that must run concurrently with expanding shelter capacity in efforts to rapidly reduce the number of unsheltered individuals is Homeless Prevention and Housing Support. While specific programs such as Rapid Rehousing and Family Reunification can be effective in addressing the needs of those already experiencing homelessness, efforts in Homeless Prevention are critical in reducing the growth of homelessness and do not require an increase in housing capacity. Further, effectiveness of current Homeless Prevention efforts has been high: of 242 individuals accessing Homeless Prevention as a first enrollment since 2018 per HMIS, 92% did not need any other type of homeless services (86% with one round of homeless prevention and 6% with a second enrollment).

Improving our Data and the link to Low-Income, Permanent Supportive and Special-Needs Housing. Our current data input, tracking and management systems for unhoused individual (i.e., HMIS and Coordinated Entry) must be significantly improved. These systems must expand beyond the minimum requirements of HUD reporting and enable data-driven oversight of program effectiveness and refinements to strategic plans and goals. Improvements to our data systems will allow us to see the movement of unhoused individuals more accurately through the service/housing “pipeline” while simultaneously helping us to quantify the various unhoused subpopulation and their specific needs.

There are numerous subpopulations within the homeless and at-risk populations. These subpopulations include:
youth entering adulthood from foster care; medically fragile elderly; mentally and/or physically disabled; financially overwhelmed families and individuals; recently discharged hospital patients and prison inmates still burdened with mental health issues, physical challenges, substance addiction, or a combination of the three; along with those still recovering from the financial devastation of the pandemic or simply having lived in poverty for lifetime. The optimal mix of long-term housing solutions for all these subcategories does not come from a “cookie cutter” approach, but an approach that quantifies these subpopulations and designs and builds specific housing solutions to meet that specific type of quantified need. This can only be accomplished from a regional approach with a unified vision and an environment where planning and resources are pooled and expended with the shared understanding and approach to the end goals.

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A unified vision and effort are needed to avoid conflicting projects, ineffective overlaps, and missed opportunities to meet the needs of the homeless in our community. So, while expanding shelters, temporary housing, and safe parking are twelve-month goals, we must start now to regionally plan the construction of traditional and nontraditional low-income, permanent supportive and special-needs housing for these long-term solutions to be available in 5 years from the initiation of this strategy. The strengthened data systems and analysis will be needed to monitor trends in the extent and needs of these subpopulations, so that the solutions being implemented are aligned with current and emerging needs, for maximum effect.

The Lived Experience Perspective. Our approach to this Strategy will include the active participation of persons with lived experience of homelessness throughout the development, refinement, and execution of our plans.

Year 2-3 Goals
Case Management, Mental Health, Substance Use Disorder Services and Navigation / Coordination. A rapidly expanded shelter and temporary housing capacity would be ineffective without a simultaneous and equally intense focus on improving and increasing case management, mental health, and substance use disorder services in the region. It is well-known that a significant portion of unhoused people are afflicted with some level of physical disability or illness, behavioral health needs, or some combination of these, which make it more challenging for them to obtain and retain housing. Currently, new funding from the State of California is available for “brick and mortar” solutions (e.g., building new facilities for behavioral health and other specific medical care-based operations), but very little is available to support the hiring, training and personnel costs for the professionals who administer these services - even if these facilities were, in fact, built. Again, any efforts to expand emergency shelters and temporary housing facilities must be accompanied by an equally focused effort to expand and improve case management, mental health and addiction services and keep those expanded services viable over time. The County must support its nonprofit partners in improving the case management of our homeless population by facilitating a training program that standardizes case management processes and policies across the region.

Over the past few weeks, staff has already been exploring the idea of converting the building at 885 Oklahoma Avenue, located directly next to the Oklahoma Safe Parking site, for its use as one of these purposes. If the County of San Luis Obispo Board of Supervisors approves further exploration of these concepts, including using 885 Oklahoma Avenue as a structure dedicated to homelessness in some fashion, staff will return with a more detailed evaluation of this concept’s feasibility, effectiveness, along with its cost and proposed budget solutions to meet this cost.

Countywide Regional Collaboration and a County Homeless Division. This Strategic Plan promotes a regional, strategically coordinated approach to addressing homelessness rather than disconnected and siloed jurisdictional efforts. A true regional effort cannot succeed without a mechanism that properly represents the interests of the entire region, has effective and agile planning methods imbedded within it, and uses appropriate, simple metrics to gauge the execution of the plan through time. The initial twelve months of the initiation of this Strategic Plan should be driven by an action committee that meets often, where all members have a shared understanding of the situation and a clear, unified view of the pathways to success. Below is a diagram (see Figure 2 below) to help visualize the placement of this action committee within the framework of the decision-making bodies that currently govern within the County of San Luis Obispo.

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Figure 2. The placement of a Homeless Action Committee within the current government structure and how it links to governing bodies and advisory committees already focused on homelessness throughout the region Within the 24-month period following the initiation of this Strategic Plan, the Homeless Action Committee, consisting of the County Principal Administrative Analyst on Homelessness (and select County staff as required) will meet with City Mangers (and select City Staff as required) to develop and implement a formalized compact to be agreed upon by elected County and City leadership. City Managers can take the pieces of the plans that affect their cities back to the City Councils and Mayors for review and guidance, while the Principal Analyst takes these plans to Homeless Services Oversite Council (HSOC), the body which advises the Board of Supervisors (BOS) on homeless issues and will also bring items directly to the BOS as agenda items once vetted by the County Administrative Officer. Because these key players will spend significant time on a frequent basis at the same table, working from the same strategic blueprint and operational plan for the region on homelessness, a unified approach with aligned regional goals - and the tasks required to achieve those goals - can readily emerge. This structure and methodology results in rapid planning and action while readily eliciting elected official feedback and guidance along the way.

Simultaneously, during the first 24-months after initiating this Strategic Plan, we propose the establishment of a Homeless Division within the Department of Social Services. No later than the 24-months following the initiation of this Strategic Plan, this body should be fully operational and representing all efforts toward homelessness and the County’s representation at the Homeless Action Committee and elsewhere. The formation of a division focused exclusively on homelessness will create a line item for homelessness in the County Annual Budget for the first time, bringing with it more stability and predictability in funding to allow more meaningful mid-term and long-term planning. Formation of this Division will also braid together a significant amount of planning, budgeting, and spending focused on homelessness.

Year 4-5 Goals
Housing Capacity and Data-Driven Refinements. Improvements in homeless data gathering and analysis targeted for the first twelve months of this plan will be critical in refining the specifics of permanent housing plans as time progresses. Projects currently in the pipeline with Housing Authority of San Luis Obispo, People’s Self Help Housing and other partners will help achieve housing capacity goals, but acceleration, expansion, and development of additional projects will all need to be considered.

HSOC
Regional Homeless
Action Committee:

County Staff and
City Managers
BOS Mayors and
City Councils
Strategic Plan
Steering Committee
Direct and Frequent
Communication
Direct Communication
as needed

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These efforts are clearly the best long-term and effective solutions to homelessness, but also come with the greatest cost and lead-times. Even with acceleration, the full impact of permanent housing efforts will not be realized until Years 4-5 after the initiation of this strategy. To ensure production of a mix of housing that meets evolving strategic needs, we must start now by integrating the abilities of our nonprofit builders into the Regional Homeless Action Committee planning so efforts can be coordinated with a unified vision and shared understanding of the needs. We also anticipate providing much more prescriptive strategic direction for grant applicants, which could include location- and purpose-specific Requests for Proposals.

OTHER AGENCY INVOLVEMENT/IMPACT
Achieving these goals will require significant coordination across all departments/agencies of the County, seven Cities, HSOC, nonprofit organizations, healthcare, law enforcement, emergency service providers, business owners, community advocate organizations and individuals, persons with lived experience in homelessness, and Cal Poly faculty and students. The establishment of a Homeless Division will also impact the Department of Social Services and may require the realignment of individuals currently working in various Departments throughout the County to realign more directly with the Homeless Division. Much of the planning discussed in this document includes much consideration and direct input from most of these groups already and this coordination will only continue to increase through time.

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Support Services
SLO County Dept. of Social Service• (805) 781-1600 | 3433 S. Higuera Street'PPE4UBNQT (FOFSBM"TTJTUBODF#FOFmUTTransitions- Mental Health Association (T-MHA)• (805) 540-6500 | 784 High StreetMental Health Lumina Alliance Domestic Violence Sexual Assault• (805) 781-6400 | 51 Zaca Ln, #150 Family Care Network• (805) 781-3535 | 1255 Kendall RoadSLO Bangers Syringe Exchange• (805) 458-0123 | 2191 Johnson Ave SLO City 40 Prado Warming Center Open when daily low temp of 38o or chance of rain is 50% or greater* May arrive anytime from 7pm to 9pm | 40 Prado RdText your zip code to 898211 for warming center location hours and contact information SLO Hotline: (800) 783-0607 Emergency Assistance: Call 2-1-1 SLO City Homeless ResourcePocket Guide
Have a car? Ask about safe parking* 40 Prado Road OR• Railroad Square (805) 544-4355 | 1730 Santa Rosa St, SLOBathroom and camera security. - Check in from 6-7pmBus Stop: 3A/3B Amtrak What Services Do You Need?
Somewhere to Sleep Food Cellphone/Internet Shower
SLO Food Bank(805) 238-4664 slofoodbank.org/foodlocatorNo Cook Bags anytime at 40 Prado Homeless Services Center For more information visit: slocity.org/living/neighborhood/homelessness 40 Prado Homeless Services Center• Food, Communal Shelter, Safe Parking, Shower, and laundry Call ahead to be placed on bed list: (805) 544-4040 | 40 Prado Rd Bus Stop: 2A-Prado at Elks Website with food distribution
schedules and locations
Shower The PeopleSundays: SLO Library | 995 Palm St12:30 PM -3:30 PMTuesday/Thursdays: Unitarian Universalists SLO 2201 Lawton Ave by Meadow Park10 AM- 1PM CellphoneObamaphoneEvery Friday from 12-4pmoutside at 40 Prado Homeless Services CenterInternet SLO Library | 995 Palm StMonday - Thursday: 10 am - 7pmSaturday: 10 am - 5 pm* ask for day pass I need a California I.D....

I had one and lost it... Replace I.D.

I’m from out of state. First California I.D.

NO
https://www.edl.dmv.ca.gov/apply/choose-application
Go To DMV3190 S Higuera StMon- Thur: 8 am - 5 pm
Gather Required Documents
Social Security Number
At the DMV You Will: t'JMMPVUi*EFOUJmDBUJPOCard Application” (DL 44)• Give Thumbprints %LUWK&HUWLÀFDWH
Fee Waiver
Obtain at DMV
OR
40 Prado
anytime after 1pm
Importance of I.D.1. IT’S THE LAW2. It allows access to services/resources • https://www.usa.gov/replace-vital-documents#item-36582 • https://www.ssa.gov/myaccount/replacement-card.html
Pet Resources
1 2
YES
* Rabies vaccine required to stay at 40 Prado Shelter• Stenner Creek Animal Shelter | 191 Santa Rosa StSaturday’s: 9 am- 1 pmWalk ins onlyPrice: $19 dog/$24 cat 1 1
Replacement Application
2 5
7 1
4 3
1

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6 : (
1 SLO City Transit Rider
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Cal Poly
4 To Kansas Ave
Safe Parking+ Cuesta College
Food Pantry
Hopes Village Food Distribution
Legend
1A/1B: Johnson/Tank Farm/AirportT-MHA (Bus Stop: Broad at Santa Barbara)Family Care Network (Bus Stop: San Luis Airport/Airport at Broad) SLO County Drug & Alcohol Services/SLO Probation Department (Bus Stop: Johnson at Bishop)SLO Bangers Syringe Exchange (Bus Stop: Johnson at Bishop)SLO Library (Bus Stop: Downtown Transit Center)Unitarian Universalists SLO (Bus Stop: Broad at Santa Barbara)2A: Higuera/LOVR/Madonna40 Prado (Bus Stop: Prado at Elks/Prado Day Center)SLO County Social Services Dept (Bus Stop: Higuera at PradoSocial Services)SLO DMV (Bus Stop: Higuera at Prado- Social Services)Lumina Alliance (Bus Stop: Higuera at Granada)SLO Salvation Army (Mondays/Wednesdays) (Bus Stop: Broad at Leff)C.L. Elementary (2nd Thursday) (Bus Stop: LOVR at Laguna Village)SLO Library (Bus Stop: Downtown Transit Center)3A/3B: Promenade/LOVR/Cal Poly/AmtrakT-MHA (Bus Stop: Santa Barbara at High)SLO Senior Center (3rd Tuesdays) (Bus Stop: Santa Rosa at Buchon)Zion Lutheran Church (3rd Wednesday) (Bus Stop: Foothill at Casa)Madonna Road Apartments (3rd Saturday) (Bus Stop: LOVR at Laguna Village)Agape Church (Bus Stop: Foothill at Narrow)Railroad Square safe parkingSLO Library (Bus Stop: Downtown Transit Center)UUSLO (Bus Stop: South at Meadow)4A/4B: Monterey/Cal Poly/RamonaStenner Creek Animal Shelter (Bus Stop: Santa Rosa at Murray/Santa Rosa at Oak)Zion Lutheran Church (3rd Wednesday) (Bus Stop: Foothill at Casa)SLO Library (Bus Stop: Downtown Transit Center) Shower Service Food Parking
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7 Shelter Internet
1 1
11

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Item 7a
Department: Public Works
Cost Center: 5002
For Agenda of: 6/21/2022
Placement: Study Session
Estimated Time: 60 minutes
FROM: Matt Horn, Public Works Director
Prepared By: Hai Nguyen, Senior Civil Engineer
SUBJECT: PAVEMENT MANAGEMENT UPDATE

RECOMMENDATION
Receive a report and presentation from City Staff and Pavement Engineering Inc. on the City’s Pavement Management Plan.

REPORT-IN-BRIEF
City staff in collaboration with Pavement Engineering Incorporated will provide a presentation to City Council highlighting the City’s asset overview, pavement management and implementation criteria, the City’s Pavement Management Plan, funding and upcoming projects, and close with local recognition and completed projects.

The following pages of this report cover the technical details of pavement management as well as the City’s implementation strategy. Attachments A-F are attached to this report and provide both technical and historical background. Attachment C provides the latest Council adopted (2009) Pavement Management Plan. Attachment D is a current map of pavement conditions in the City and Attachment E is a map of the planned pavement maintenance plan by area from 2021-2027.

DISCUSSION
Background

1. Asset Overview
The City owns and maintains approximately 135 centerline miles of roadways, or approximately 27.8 million square feet of roadway surfacing that is comprised of either Asphalt Concrete or Portland concrete pavement. In addition to the roads, the City maintains 4.5 miles of separate bike and pedestrian paths along with approximately 1,496 curb ramps throughout the City. The City owned roadways, bike paths, and curb ramps are maintained by maintenance staff in the Public Works Department or by contractors through the Capital Improvement Plan.

Roads are a crucial component of economic activity and development and provide means of free flow and access to employment, goods, and services as well as form critical corridors for overhead and underground public utilities necessary for a fully functioning society.

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Item 7a
Well maintained roadways provide a safer surface for vehicles, bicycles, and pedestrians to travel on and road maintenance is a key factor continuing enhancements to public safety. Furthermore, roadways that are maintained in good condition provide for sustained economic resilience and vital economic activities within the City by increasing convenience, multi-modal access enhancements and overall safer travel.

2. Pavement Management
To ensure effective and efficient roadway maintenance, a Pavement Management Program is a critical component to the logical and systematic maintenance of the City’s roadways and paved surfaces. The City adopted the 1998 Pavement Management Plan after extensive outreach.

The Pavement Management Program helps staff identify candidate streets for potential repair and is used as a budgeting tool, an inventory tool, and historical pavement condition record. As a budgeting tool, a Pavement Management Program uses treatment costs that are based on recently bid projects, by the participating agency, so that budgets reflect historical costs for the area. As an inventory tool, a Pavement Management Program provides a quick and easy reference for pavement areas and use.

As a pavement condition record, a Pavement Management Program provides age, loadrelated, non-load related and climate-related pavement condition and deterioration information. The Pavement Management Program uses pavement deterioration curves (Figure 1), based on nationwide research, which allow the program to predict a pavement’s future condition. Along that curve are critical points where a maintenance treatment must be applied or the pavement risks falling or deteriorating into a condition where that treatment will no longer be effective and will require the next, more costly treatment to maintain or rehabilitate it or reconstruct in its entirety. A basic guide to pavement engineering is provided as Attachment A of the report.

Figure 1: Pavement Condition Index

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On April 14, 1998 Council adopted the 1998 Pavement Management Plan (Attachment B). The Plan was based on a pavement management software program developed and maintained by the Army Corps of Engineers called Micropaver. This was the City’s first Pavement Management Plan that looked holistically at the City’s roadway assets and divided the City into nine (9) distinct paving zones to ensure each area of the City was receiving the necessary maintenance. The Plan recommended a policy to maintaining pavement at Pavement Condition Index of 80.

The Pavement Condition Index (PCI) provides a
basis for comparison and recommendation of
maintenance strategies. The PCI is a composite
numerical rating between 0 and 100 that describes
pavement condition based on the type, extent, and
severity of pavement distresses. A PCI of between
91 and 100 describes pavement in excellent
condition, whereas a PCI below 30 is pavement
that has failed or reached the end of its service life
(Figure 2).

On October 6, 2009 the City Council reviewed and
revised the City’s Pavement Management Plan.

This revision modified the goals and objectives of
the 1998 pavement management plan (Attachment
C) to give priorities to arterials roadways and clearly defined the goals for all street type with the
priorities as follows:

Figure 2: Pavement Condition Index
Table 1 – 2009 Pavement Management Adopted Goals
With the Goals as shown in Table 1, Council determined that arterial roadways must be kept in the best condition because they carry the bulk of the traffic, followed by collectors, then the residential/local streets. The Citywide Pavement Condition Index as of May 25th, 2022, is at 72. This PCI places the City in the “good” category.

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Table 2 identifies the current conditions of pavements by street type and comparing it to the goals that were established in the 2009 Pavement Management Plan. The upcoming 2022 Summer Paving work within Area 6, 7, and 9 is expected to move the City closer to the goals that have been established.

Table 2 – Current Conditions and Adopted Goals
As shown in Table 2, the City is doing an excellent job maintaining our Local roadways which account for 56% of the City’s roadways. In the coming years more emphasis must be placed upon Arterial, Collector, and Downtown pavement maintenance to achieve Council’s goals.

3. Technical Pavement Assets
City staff sub-divided the City into smaller, regionally grouped Zones (Figure 3).

Experience has shown that sub-dividing a City into smaller, “bite-size” pieces is an excellent pavement management approach. Working with defined areas ensures that attention is distributed throughout the City. Smaller areas can be managed and analyzed individually. In addition, the sub-divided areas can be used to select work based on geographical location, which saves mobilization costs during the construction phase, thus saving additional funds for other streets.

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Figure 3: Pavement Management Zones
The City’s streets are shown by zone in Table 3. The arterials are broken out separately into their own Zone, labeled “ARTS”, because they generally are eligible for federal and state grants. The zones include all of the Collector and Residential streets contained within the zone boundaries. Each zone was given a weighted PCI average. The table lists the zones in numerical order. It should be noted that the Arterials and Zone 9 (Downtown Area) have lower average PCI’s indicating that they contain more streets in the poor and failed conditions. The upcoming 2022 Summer Paving work in Zone 9 (Downtown Area) is expected to improve the pavement condition and raise the PCI value.

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Table 3 – Pavement Condition by Zones
The City’s Residential system is in better condition with a weighted PCI of 77 compared to the overall weighted PCI for the entire city (72) as shown in the Table 4. Arterials have a current PCI of 62 and staff expect this number to improve with the proposed 2023 Paving Project to repair segments of Monterey, California, Johnson, Santa Barbara, Orcutt and Higuera. Additional information regarding the condition of each street can be found in Attachment D.

Table 4 – Pavement Condition by Street Type

4. Implementation of the Pavement Management Plan
A key element of the Pavement Plan is a rotating and methodical approach to ensuring all areas of the City receive regular preventative and/or corrective paving maintenance. The City implements this rotation by performing maintenance in two neighborhood Pavement Areas in one year, then focusing on arterial street work in the second year, thereby alternating between neighborhood areas and arterials bi-annually (Attachment E).

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4.1 Streets Crew Maintenance
The City’s Streets Crew is responsible for performing the necessary preparation work in neighborhood areas (crack sealing and patching failed areas, to address structural deficiencies), before any of the preventative maintenance, or surface treatment, work is performed. The street sealing program has been cost effective and has worked great in conjunction with the Capital Maintenance projects being delivered every two years in neighborhood areas. The streets crew paving budget is approximately $1.2 million per year and has been sufficient to maintain local roadways.

4.2 Policy Implementation with Pavement Projects
As part of the Pavement Management Plan, the 2022 Project will implement several complete street modifications envisioned for Marsh and Higuera Streets in the City’s Downtown Concept Plan and the Active Transportation Plan to improve downtown safety and mobility for all road users. These strategies include design elements intended to improve pedestrian crossing safety, increase separation between bicyclists and motor vehicle traffic, and calm traffic and reduce speeds through the downtown. Additionally, the 2022 Project will implement neighborhood greenway and traffic calming elements consistent with the Active Transportation Plan and Safe Routes to School Plans within the Laguna Lake and northern Foothill neighborhoods.

Annual paving of large areas provides an opportunity for the City to implement complete street improvements, primarily using striping and low cost materials, that are consistent with various adopted plans or programs, including but not limited to, the Active Transportation Plan, Downtown Concept Plan, Traffic Safety Reports, Safe Routes to School plans, and the Neighborhood Traffic Management Program.

While each of these plans and programs had specific outreach efforts during their time of development, staff conducts additional community engagement and outreach opportunities prior to each paving project to ensure a community driven final design that supports the safety, equity, and accessibility of all roadway users within each pavement area.

Staff supports the current pavement management plan as it has proven to be effective in maintaining pavements in good condition. Continued maintenance of pavement is critical in preventing more costly repairs down the road. Streets that are in good condition must be slurry sealed every eight years to provide a watertight pavement system.

5. Pavement Treatment Costs
Every two years the City hires a team to survey road conditions. This helps staff monitor conditions and plan for future projects. The PCI data was recently updated in December 2021 and is being monitored by a program called StreetSaver. The StreetSaver system has a decision tree matrix that assigns a treatment and cost to each street based on the calculated PCI. Determining accurate costs based on the selected treatment is a crucial component of the Pavement Management Plan.

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5.1 Costs by Treatment Type
The estimated total cost is a key element in defining the appropriate funding to maintain roadways in good condition. Estimated total costs in Table 5 are determined based on recent bid results received for Capital Improvements projects within the City. The estimated total costs for each treatment type include 20% for localized PCC repairs and ADA curb ramp improvements which are required by federal law for treatments in categories II-V. Soft costs were also added to each unit cost. Soft costs include a 10% contingency and 15% design, inspection and administration fee. Treatment in the Light maintenance category do not require ADA ramp improvements. See Attachment F for additional information on pavement maintenance and rehabilitation treatments.

There is significant cost difference between Light Maintenance and other treatments categories, therefore it is critical to maintain pavements in good condition. Slurry sealing is an example of a light maintenance treatment that can only be applied on good pavement. It should be noted that because the City’s Street crew complete all crack sealing work and pavement repairs within residential and collector streets prior to slurry sealing, the costs for light maintenance work within residential and collector streets are substantially less as compared to arterials. A summary of costs per roadway treatment classification type is provided in Table 5. Furthermore, Table 6 provides a summary of construction costs indicating significantly higher costs to maintain streets that require heavy rehabilitation, emphasizing the effectiveness of ongoing and cyclical routine maintenance intended to reduce long term costs.

Table 5 – Estimated Total Cost and Treatment Type

5.2 Recent Projects and Costs
The most recent bids received for the Roadway Sealing 2022 saw the cost of slurry sealing doubled as compared to bids received in May 2020 for the previous sealing project. Since asphalt emulsion is a key component of a slurry seal mixture, a large share of this price increase can be attributed to recent significant increases in oil prices. The California Department of Transportation Crude Oil Index have more than doubled between 2020 and 2022. As shown in Table 6, a significant increase in construction cost can be seen in 2022 for proposed street sealing work in Area 6, 7 and 9 (Downtown Area).

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Table 6 – Construction Cost and Treatment Type

5.3 FY21/23 Financial Plan CIP Budget and Funding Sources To maintain the pavement system in good condition (PCI 70), it is estimated the City would need to spend approximately $6.5M/Yr. The anticipated budget to maintain the City’s pavement is approximately $3.3M/Yr. The budget is consisted of approximately $1M/Yr in SB1 Funding and $2.3M/Yr in Local Revenue Measure (LRM) Funding. The estimated total cost does not factor in the street crew’s paving budget of $1.2M/yr to crack seal and patch fail areas within neighborhood areas.

Adequate funding will be important to implement the pavement management strategies that have been developed and achieve the goals that have been set.

The cost effectiveness of the work the City’s Street Crew does and the sophisticated software utilized have allowed the City to maintain pavements in good condition with current budgets approved by Council. Table 7 lists the estimated cost and projected funding to maintain City streets in good conditions for the next four years. Additional funding identified in Table 7 will be evaluated as part of future CIP planning efforts in coordination with City’s Major City Goals which seek to balance out asset preservation and the replacement or development of new assets.

Table 7 – Estimated Total Cost and Projected Funding

6. Local Recognition
In 2021 the City of San Luis Obispo received a “Best of SLO County” award from New Times for Road Repair being the Best Use of Taxpayers’ Money. This was a great honor and the City is proud of Public Works staff that make projects happen every year to improve our City roads. The community continues to show support for pavement projects as seen throughout construction of the 2021 Downtown Paving project.

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7. Sustainable Paving Strategies

7.1 Cool Pavement
Cool pavements refer to the decreased surface temperatures of roads, bike paths and parking lots. The purpose of cool pavement is to reduce the amount of heat absorbed by these surfaces, minimizing the heat island effect felt in developed areas. These pavements can utilize a variety of different techniques to reduce surface temperatures, such as lighter color aggregate, porous surfaces or lighter pavement colors.

Of particular interest to the City are products that coat existing asphalt surfaces to a color of higher albedo, typically grey. Streets would be crack sealed, slurry sealed, then covered with this treatment to decrease the heat stored by the pavement and help mitigate the heat island effect. The benefits and feasibility of applying of this pavement coating system is still being investigated by staff.

7.2 Recycled asphalt concrete
Recycled asphalt concrete is a product consisting of reclaimed asphalt pavement (RAP), virgin aggregates and asphalt. The low consumption of energy for production and conservation of natural resources make the use of RAP in hot mix asphalt (HMA) a sustainable choice.

The Asphalt Institute and The California Department of Transportation recommend the use of RAP aggregate to substitute virgin aggregate in HMA in a quantity not exceeding 15 percent of the aggregate blend by weight. Higher content of RAP is not recommended as premature cracking may developed.

Current City Standards do not allow the use of RAP for paving operations of more than 20 tons per day. Staff is evaluating the environmental benefits of RAP and analyzing its effect on HMA strength and durability and will incorporate any RAP materials into engineering standards or project specifications at a future date.

7.3 Full Depth Reclamation
The reconstruction of Madonna Road (between Los Osos Valley Road and Oceanaire) was completed by using a technique called Full Depth Reclamation (FDR). Full Depth Reclamation recycles existing pavement by grinding it up and incorporating it into the existing base soil. This process increases the base soil’s strength and will correct the structural deficiency. A benefit of Full Depth Reclamation is that it produces significant cost savings and environmental benefits over the traditional method of removing and replacing the paving. These cost savings are primarily due to reduced material transportation and trucking needs.

Less material is required to be both imported and exported from the project area.

Staff continues to look for opportunities to implement the use of FDR in areas requiring heavy rehabilitation.

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Item 7a
Previous Council or Advisory Body Action
On April 14, 1998 City Council adopted the 1998 Pavement Management Plan.

On October 6, 2009 City Council passed a motion to approve a modification to the goals of the pavement management plan.

Policy Context
Street pavements are the City’s largest asset and pavement management policies were adopted to keep streets in good condition while at the same time promoting multi-modal transportation through implementation of complete street elements and neighborhood greenways.

Public Engagement
Staff has continued to keep the public informed about upcoming sealing and paving work.

JPW Communications has also been hired this year to help with public engagement by providing updates about the upcoming summer sealing work through social media, news articles and postcards.

CONCURRENCE
This study session has concurrence from the Administration Department.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Section 15378.

FISCAL IMPACT
This study session itself does not have a fiscal impact. The Council controls, through the Financial Plan process, the amount of funding that will be allocated to paving each year.

ALTERNATIVES
Council could decide to make any changes to the current program. The program as envisioned and implemented has kept streets well maintained, reduced the number of poor streets in the City and improved the condition of the arterial and collector portion of the system. Staff could continue under this direction.

ATTACHMENTS
A – Pavement Engineering Basic Guide
B – Pavement Management Plan (1998)
C – Pavement Management Plan (2009)
D – Pavement Condition (2022)
E – Pavement Plan (2021–27)
F – Pavement Maintenance and Rehabilitation Treatments

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A p p e n d i x A P a g e | 1

PAVEMENT BASICS
When it comes to maintaining pavements, it’s important to understand the processes that cause deterioration and the steps you can take to protect, preserve and extend the service life of your City’s roads and parking areas. After all, it’s a huge capital expense.

This primer covers four important pavement basics: structure; deterioration; distresses; and the Pavement Condition Index (PCI). Understanding what pavement is and how to preserve it potentially can save thousands of dollars over the typical lifespan of asphalt concrete surfaces.

Pavement Structures and Pavement Design
Pavements are a structural support system that acts like a beam. But unlike beams in buildings, which generally have static loads, a pavement structure flexes many times from traffic loading. The top of the pavement structure is compressed from the load while the lower portion expands or stretches. Each time a heavy vehicle passes over a pavement structure, it consumes some of the pavement’s life and loses some of its ability to flex.

Over time and with repetitive loads, the
asphalt layer begins to break down at
the bottom where the pavement
expands to absorb the load.

Cars and light trucks have little impact
on the pavement structure. On the
other hand, heavy trucks have
significant impacts on the pavement
due to the high axle weights. The
impact of trucks is measured in
equivalent single 18,000-pound axle
loads (ESALs) that is then converted
into a Traffic Index (TI) used for design.

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A p p e n d i x A P a g e | 2
The design TI is the total number of ESALs that the pavement will support before it begins to fail, regardless of the passage of time. For example, a design TI of 5 is equal to 7,160 ESALs. A design TI of 8 is equal to 372,000 ESALs. Normally, when designing new pavement, ESALs over a 20-year period are used. For rehabilitation, such as overlays, 10 years is the general rule of thumb.

The other element of pavement design is “beam support,” which is provided by the subgrade soils. The amount of support or the “support value” is designated by an R-value test.

Using the design TI and R-value, a pavement designer chooses various materials to construct the structural section. The most common pavement section is a thin layer of asphalt concrete over aggregate base(s). Many options are available depending on specific project requirements and conditions.

The design method used in California is based on 50 percent reliability. This means that the average pavement life of all pavements constructed using the same design procedure will last the design life. It also means that about half will not last that long and the other half will last longer. To express this concept, a design life is often expressed in a span of years, such as 17 to 23 years for a 20-year design life.

Pavement Deterioration
Each road and each
pavement section is
unique and, as such, is
somewhere on a
deterioration curve.

Pavement quality, the
impact of heavy wheel
loads, environmental
influences and time all
impact a pavement’s
lifespan or service life.

Along that curve are critical
points where a
maintenance treatment must be applied or the pavement risks falling or deteriorating into a condition where that treatment will no longer be effective and will require the next, more costly treatment to maintain or rehabilitate it. The more effective the timing and treatment, the longer the pavement will last before it requires reconstruction.

Pavement deteriorates from two processes: fatigue and aging. Because these processes occur simultaneously, the need for pavement rehabilitation will occur at approximately the same time, assuming the pavement is designed and constructed properly. This is called the “design life.” For most new pavements, the design life is 20 years.

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A p p e n d i x A P a g e | 3
Fatigue
Fatigue is a result of heavy wheel loads. Over time, as the pavement structure flexes or bends from the weight of trucks and repetitive traffic, it loses some of its flexibility.

Eventually, the asphalt concrete layer begins to break on the lowest layer of the pavement structure. This cracking progress upward until it reaches the surface and appears as alligator cracking, named for its resemblance to the reptile’s hide. Alligator cracking is a sure sign of structural failure that requires major rehabilitation.

Aging
Aging results from the environmental influences of sun and water, which oxidizes pavement. Asphalt concrete is composed of aggregates mixed with a binder. Even good quality aggregates experience some breakdown over time, and the asphalt concrete binder ages as well. As a binder’s volatile components evaporate, it loses volume, and as the volume decreases, the pavement becomes brittle and begins to crack. These cracks are exacerbated by heavy wheel loads. Transverse cracking usually appears first, but cracking also shows up at weak areas, such as paving joints. Eventually, these cracks widen and increase over time until the pavement takes on a checkerboard appearance.

Any cracking, of course, is a conduit for water that accelerates deterioration and dramatically shortens pavement life.

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A p p e n d i x A P a g e | 4
Pavement Distresses
Distresses are common to virtually the entire pavement as aging progresses. Some of the most common are weathering or raveling; block cracking; longitudinal and transverse cracking; distortions; patching and utility cuts, and rutting or depressions.

Weathering
Weathering or raveling can be the first sign of
pavement deterioration. As a pavement’s binder
oxidizes, the fine aggregate components begin to
wash away, revealing coarser aggregates.

Eventually, the asphalt becomes rough and
uneven. It is a sign that either the asphalt binder
has hardened appreciably or that a poor quality
mixture is present. Weathering and raveling also
can be caused by certain types of traffic or by oil
dripping that softens the surface and dislodges the
aggregates.

Longitudinal and Transverse Cracking

Longitudinal cracks run parallel to the
pavement’s centerline or laydown direction.

They can be caused by a poorly constructed
paving lane joint, by decreased support or
thickness near the edge of the pavement, or by
environmental influences such as temperature
cycling or movement of the underlying layers.

Longitudinal cracks can also appear as a
reflective crack beneath the surface course,
including cracks in PCC (Portland cement
concrete) slabs.

Transverse cracks extend across the pavement
at approximately right angles to the centerline.

They can be caused by temperature cycling and
reflective cracking.

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A p p e n d i x A P a g e | 5
Block Cracking
Block cracking is a combination of connecting
longitudinal and transverse cracks that form a
distinctive checkerboard pattern over large areas
of pavement. The roughly rectangular segments
may range in size from approximately 1 foot by 1
foot to 10 feet by 10 feet. It is caused mainly by
asphalt concrete shrinkage and daily temperature
cycling and indicates that the asphalt has
hardened significantly. Block cracking is not
associated with wheel loads.

Alligator Cracking
Alligator cracking is a series of small
interconnecting cracks caused by the failure of
the asphalt concrete surface under repeated
traffic loading. Cracking begins at the bottom of
the asphalt surface (or stabilized base) where
tensile stress and strain are highest under wheel
loads. Initially, the cracks propagate to the
surface as a series of parallel longitudinal cracks
that eventually connect after repeated traffic
loading. The cracks form many-sided, sharpangled pieces that resemble the skin of an alligator and generally are less than 2 feet on the
longest side.

Distortions
Distortions usually are caused by corrugations,
bumps, sags and shoving. They are localized, abrupt
upward or downward displacements in the pavement
surface, a series of closely spaced ridges and valleys
or localized longitudinal displacements of the
pavement surface. Distortions can be unsightly and
always affect ride quality.

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A p p e n d i x A P a g e | 6
Patching and Utility Cuts
A patch is an area of pavement that has been
replaced with new material to repair the existing
pavement. A patch is considered a defect no matter
how well it’s constructed, because a patched area
usually does not perform as well as the original
pavement section. Generally, some roughness and
unevenness is associated with this type of distress.

Rutting and Depressions
A rut is a surface depression in the wheel paths.

Pavement uplift may occur along the sides of the rut,
but in many instances, ruts are noticeable only after
a rainfall when the paths are filled with water. Rutting stems from a permanent deformation in any of the
pavement layers or subgrades that is caused by
movement of the materials due to traffic loads.

Significant rutting can lead to major structural failure.

Depressions are localized areas where the
pavement structure is lower than the surrounding area but the transition is not abrupt enough to be considered a distortion. They are often referred to as “bird baths.” The Pavement Condition Index
One of the most effective tools for evaluating
pavement is the Pavement Condition Index or the
PCI, which was developed by the United States Army
Corps of Engineers during World War II and later
standardized by the American Society for Testing
and Materials as ASTM Standard D6433. When
combined with other weighted pavement
investigation information, a PCI provides an objective
and rational basis for determining maintenance and
repair needs and priorities.

The PCI is a composite numerical rating between 0
and 100 that describes pavement condition based on
the type, extent and severity of pavement distresses.

A PCI of between 91 and 100 describes pavement in
excellent condition, whereas a PCI below 30 is
pavement that has failed or reached the end of its service life. Most pavement falls somewhere in between.

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PAVEMENT MANAGEMENT PLAN
APRIL 1998
Adopted by the City Council
of San Luis Obispo
on the 14th day of April, 1998
Resolution 8787 (1998 Series)
Prepared by:

Michael D. McCluskey, Director of Public Works
Wayne Peterson, City Engineer
Joe McDermott, Streets Supervisor
Public Works Department
City of San Luis Obispo

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FROM: Mike McCluskey, Public Works Director
Prepared By: Wayne Peterson, City Engineer
SUBJECT: Pavement Management Plan

CAO RECOMMENDATION

1. Adopt a Resolution approving the 1998 Pavement Management Plan.

2. Amend the 1997-98 Budget by appropriating $200,000 from the General Fund for street maintenance design services.

3. Direct staff to include implementation of all Plan components in the 1998-99 Budget, including an additional $863,000 for an enhanced pavement maintenance effort and $285,500 for implementation of remaining Plan components.

DISCUSSION
The 1995-97 Financial Management Plan included as a Council goal a program objective to revise the existing 1987 pavement management plan to ensure effective and efficient pavement maintenance.

Staff has prepared a new pavement management plan which is attached and once adopted will replace the 1987 Plan.

The new plan is based on a pavement management software program developed and maintained by the Corps of Engineers called MicroPaver. This software is simpler to operate and provides more consistent answers than the previous program used in the 1987 Plan. MicroPaver is used throughout the United States and in many countries overseas.

Following MicroPaver procedures, staff inspected and rated the City’s pavement. The results of the data and software program analysis shows:
· That the overall citywide pavement condition (PCI) is rated a 70 out of a possible 100 points · The condition of the pavement is deteriorating at about 1% ($600,000 value) a year · The current potential value of the City’s street system is $60 million and its current worth is $43 million
· The current process of seal coating streets on a regular basis is effective in prolonging pavement life - providing approximately eight years of value
· The design standards adopted by the Council in 1987 should be slightly modified by increasing the standard for collector streets and for streets used as bus routes Key Recommendations of the Pavement Management Plan

1. A key feature of the recommended Plan is that infrastructure maintenance activities should be accomplished within eight designated “areas” within the City. Prior to street maintenance activities (overlay, reconstruction, sealing), the area’s needs for utility, drainage and concrete repairs should be addressed. While not discussed in the plan, the area’s needs for street signs, stripping, and trees would be addressed following the seal program. All such work should be completed within a two

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Council Agenda Report - Pavement Management Plan

Page 2 ends

year period. Once an “area” has been completed it should not be the subject to maintenance activities for 6 years.

2. Due to the cost effectiveness of the street sealing program, the Plan recommends a funding increase to ensure that the work is done well and on a regular eight year cycle to match the life expectancy of the seal coat. Past programs have sealed an average of 7.2% per year with a goal of 8% per year. The actual need is 12% per year if no overlay or reconstruction program is available.

3. The Plan recommends that the Council should establish a policy of maintaining the pavement at PCI=80, a level 10 points higher than the existing situation.

4. Design of engineered maintenance projects should always be based on engineering standards and appropriate design. No street should receive an overlay treatment with the intent of restoring the street to new condition unless the existing pavement is tested and the design is based on the results.

5. The Plan also recommends a program for surfacing the downtown streets on a regular schedule but following a program that should have a low level of impact on the businesses.

6. To ensure that the program is achieved a new engineering position (Civil Engineer) will need to be established and this work assigned as first priority to that position. The work flow diagram (Appendix G of the Plan) indicates the complexity of the coordination implied by the plan and the continuous nature of the work. Under current staffing and work load levels, pavement management will not receive the level of effort it needs to be effective.

7. The Plan recommends that staff investigate alternative methods to design and maintain the pavement. These should be tried and tested systems that are likely to provide benefits in excess of their costs. The designs should also consider esthetics when projects are located in highly visible areas such as the central business district.

Options to Implementation of this Pavement Management Plan This Plan was created as a way to better understand the City’s street system condition and the effects of the earlier 1987 Plan. This Plan recognized the beneficial aspects of the sealing program but found that, in order to just stop deterioration at its current rate, additional funding would be needed.

Secondarily, this Plan recommends enhancements to existing maintenance programs and the creation of a specific Downtown maintenance program. Finally, in order to affect the number of complaints and general public perception of the City’s street system condition, significant additional funding is needed for major maintenance i.e. overlay and reconstruction. What is the best way to implement such an integrated and complex Plan?

1. Adopt the Plan and conclude that the existing City street system condition is acceptable. a) Under this option, various program components of the Plan could be individually funded or given preference for funding over other existing street maintenance programs. The overall condition of the streets would continue to deteriorate and no additional funding would be necessary.

2. Adopt the Plan and decide that sufficient resources would be provided to maintain the street system condition at its current level.
a) The Plan recognizes that one of the two basic premises for this work effort was to stop further deterioration of the overall condition of the City’s street system. Therefore, this option should be considered the minimum level of effort needed to accomplish that objective. All enhancements to existing programs and implemented new programs (such as the Downtown program) should be considered integral to this option.

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Funding for all programs, except additional Major Maintenance ($675,000), would require an increase over existing budgets of $473,500 and would provide a base level sealing program of $500,000.

3. Adopt the Plan and decide that the overall condition of the City street system should be improved.
a) This option fulfills the second basic premise and the true goal of a pavement management plan i.e. “to improve the condition of the City’s streets”. By adopting the Plan, the stated street condition standard of PCI = 80 becomes the objective. In this option, all elements of Option 2 are implemented but significant resources are dedicated to Major Maintenance - overlays and reconstruction. Once the decision has been made to pursue this option, the only questions remaining are: how much additional funding? and how soon?
b) How much additional funding? How soon?
i) The Plan shows that over a ten year period, with additional funding of $675,000 per year the City could achieve the desired level of PCI = 80. The Plan assumes that additional funding is not readily available, that street maintenance is a high priority issue with the community and is supported by the Council. Thus, the Plan is formulated around a strategy to achieve the desired standard with increased funding at $675,000 for Major Maintenance ($1,500,000) over an extended time frame (ten years) while maintaining a higher level of Global Maintenance sealing at $458,000. ii) However, the Plan also shows that the PCI = 80 standard could be achieved much sooner (one year) if a substantial amount of funding ($ 4,000,000) could be provided. Due to extraordinary circumstances, the City’s current General Fund does have about half this amount available, and if combined with the two year funding previously set aside for major maintenance in the 1997-99 budget, it is possible that the total needed funding could be available. Once completed, the annual ongoing pavement management funding would level out at $1,655,000 - an increase of $473,000.
iii) A midpoint program is likewise possible. Using approximately half of the current General Fund surplus in combination with existing budgeted funds would yield a Major Maintenance of $3,000,000 in the first year followed by the ongoing ($1,500,000) program assumed by the Plan. This combination would achieve the PCI objective of 80 much sooner than the ten year time frame; perhaps in as little as five years.

Recommendation
Staff recommends adoption of the Plan. The issue is how best to implement the Plan and achieve the various objectives within the Plan. Staff recommends implementing Option 3iii as discussed above.

This Option gives a significant boost to the City’s overall street condition without using all resources available. All elements of the Plan would be implemented as follows:
· Funding currently budgeted for overlays and reconstruction (major maintenance), in Fiscal Years 97-98 and 98-99 (about $1.65 million) and the sealing program (global maintenance) of about $270,000 would be combined with $863,000 of General Fund surplus to produce a combined work program of about $2,783,000 to be implemented in the summer of 1998.

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Council Agenda Report - Pavement Management Plan

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· In order to accomplish this workload in that time frame, funding ($200,000) would be allocated for consultant services to prepare plans and specifications. This will require amending the 97-98 budget.
· Remaining elements of the Pavement Management Plan (i.e. Downtown Repair, Pothole response, grind and pave-out, crack sealing, curb and gutter repair, testing, data entry and additional staff) would become part of the 1998-99 budget and become effective July 1, 1998 for a total increase of $285,500.
· An on-going increase for the street sealing program ($188,000) would become effective July 1999.

It should be recognized that, in each succeeding fiscal year and budget preparation, increased funding for the Major Maintenance portion of the Pavement Management Plan will continue to compete with other Council priorities. This Plan would not ever recommend funding levels below those needed to stabilize pavement conditions.

What will the CAO Recommendation accomplish? The basis of every Pavement Management Plan is the most cost beneficial use of the City’s resources. What this means in plain English is the Plan’s software works very hard to preserve moderate to good streets and waits until those streets are repaired and sealed before it allocates funding for reconstruction to the worst streets in the City.

Once a street has become very deteriorated, the high cost of repair remains a constant while the same amount of funds can be used to keep a great many roads in good condition. Thus, the best use of the funds is to spread it among the greatest number of roads - providing the best benefit. Accordingly, the average citizen will see this summer a great many good looking roads being made better, and a few roads in very bad condition receiving no attention at all. It will be important to publicize this project, why some roads are ignored and the benefits of the Plan, in order offset the perception that could arise that the wrong roads are being fixed.

Once the first year of the Plan is implemented with the greatly increased major maintenance effort, the Plan does give some treatment to roads in poor condition. All roads, regardless of condition, within the designated area receive a seal treatment unless newly rebuilt within the previous year. Thus roads in poor condition do not get substantial improvements but do receive some treatment which allows better bid prices and also provides some relief to those citizens living along those streets until such time as major work can be accomplished.

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San Luis Obispo City CouncilJune 21, 2022

San Luis Obispo City Council
June 21, 2022