San Luis Obispo City Council
February 7, 2023

Administration Department
Administration & IT Department
Performance Measure Update
Objective Measure 2021-22
Actual
2022-23
Target
2022-23
Mid-year
Provides City-wide
communications to the
community.

Strategic Goal: Citywide
Communications
Open City Hall Participant Satisfaction
Rating 94% 90% 94%
# of City News Releases 148 175 95
Provides reliable IT resources
to the organization and
community.

Strategic Goal: Information
Technology
Maintain City Network Reliability Uptime
Status 99.95% 99.9% 99.95%
Data backed-up in Gigabytes 185,448 173,000 189,752
Number of GIS layers maintained 915 905 915
Economic Stability
Strategic Goal: Economic
Recovery and Stability
Contacts with businesses regarding
starting, expanding, and/or staying in the
City
85 75 52
One-time funds used for direct aid to local
businesses and non-profits $320,000 $250,000 $185,000
Supports our commitment to
sustainability and provides
open space resources to the
community.

Strategic Goal: Climate Action,
Open Space, and Sustainable
Transportation
# of Green Team Meetings 10 10 11
# of Open Space Conservation Plans that
will guide the long-term protection and
stewardship of natural resource values
while guiding appropriate public use
0 1 0
11 Strengthens the City’s
commitment to advancing
Diversity, Equity and Inclusion
Strategic Goal: DEI
# of City-wide DEI Trainings Offered 21 10 5
Funds for High-Impact DEI Grants Awarded $012 $150,000 $300,000 11 Staff anticipate the Righetti Hill Open Space Conservation Plan will be completed in May 2023. 12 FY 2022-23 DEI high impact grants have an extended grant amount of $300,000 to account for the missed grant cycle in FY 2021-22.

Budget Report Pg. 28

Administration Department
Work Program Evaluations
City Administration
During the first half of the fiscal year the City’s Communications Program helped redesign the City’s website, www.slocity.org, support the launch of a new community service application called Ask SLO, engage the community using the City’s social media channels, and increase the overall news coverage of City programs, services and projects. Email subscribers increased up by 12%, social media followers by 18% and website users by 21%. The Communications Program is focused on two major projects in the second half of the fiscal year: (1) creating a Crisis Communications Plan and (2) updating the City’s Public Engagement and Noticing Manual to increase diverse participation in City policy decisionmaking, services, programs, and projects. The City’s Legislative Program advocated for the City’s interests on items including the future of Diablo Canyon and will continue that effort. Staff also continued worked on several grant applications, Over the next six months the Administration division will be working with the City’s grant writer to apply for grants, development of a citywide workforce planning tool, and support of the survey and Community Forum for the 2023-25 Community Forum Financial Plan.

Cultural Activities
The City continues to support the City-County Library and the Performing Arts Center (PAC). The City provides an annual contribution to the operating costs and funds various capital improvements for the library. The City is also a partner with Cal Poly and the Foundation for the Performing Arts (FPAC) in the operation of the Performing Arts Center. Operations are overseen by the Performing Arts Commission, with the Mayor and the City Manager serving as the City's representatives.

Economic Development
The Economic Development program is a major contributor to the Economic Recovery, Resiliency & Fiscal Sustainability Major City Goal. Currently all tasks and goals are ahead of or on schedule. The use of the of the $250,000 that was allocated to fund programs to aid in economic recovery and resiliency that were “to be determined” during the budget process are being used to support various programs including the Downtown activation programs, return of the Buy Local Bonus program, the Eat Local Bonus program, additional childcare grants, employee recruitment support and other smaller initiatives. The update of the Economic Development Strategic plan is in process with expected completion in July of 2023. Some tasks are dependent on coordination with the Office of Diversity, Equity, and Inclusion may be delayed due to the transition in the DEI Manager position.

Diversity, Equity, and Inclusion (DEI)
In November 2022, the Office of DEI presented recommendations for the DEI High Impact Grant to the City Council. There was $1.5 million in requested funding and after a thorough review, 21 organizations were recommended by the HRC to be partially or fully funded totaling $300,000 in grants. Additionally, the Office of DEI continues to lay the foundation for strong collaborations across the City organization through a number of trainings offered across the City including building inspectors, new employees and employees in leadership development programs. Staff are currently working with the Economic Development team to create a DEI Business Grant program intended to center service and support of underrepresented/underserved communities. Lastly, staff are in the middle of the Human Services Grant (formally GIA) cycle, which will distribute $150,000 to local non-profits mainly focused on serving the unhoused population.

Sustainability & Natural Resources
The Office of Sustainability & Natural Resources continues to manage the Major City Goal for Climate Action, Open Space, and Sustainable Transportation in coordination with other responsible departments. Recent significant accomplishments since the last reporting period include City Council’s Budget Report Pg. 29

Administration Department
adoption of the Climate Action Plan for Community Recovery Volume III: Work Program for 2023-2027.

Staff have also played a significant contributing role in the preparation of the forthcoming Climate Adaptation and Safety Element of the General Plan, which is currently available for public review and will be considered by City Council on January 17, 2023. Staff are also currently preparing the City’s first ever Community Forest Plan in coordination with the Public Works Department; a Study Session on this item takes place on January 10, 2023 and is scheduled for City Council’s consideration of adoption on April 4, 2023.

Community Promotion
The Community Promotion work program, directed by the Promotional Coordinating Committee (PCC) has implemented several programs to enhance the quality of life for residents and the experience for visitors in our community. Those programs include the development of a public art promotional plan including the production of over 5,000 photography and video assets for the City’s public art portfolio, the development and implementation of the Neighborhood Campaign including maps and promotional resources to support the economic vitality of business areas downtown and beyond, the oversight of the Support Local campaign including the Buy Local Bonus and Eat Local Bonus promotions, and finally awarding $134,000 out of $200,000 in grant funding to local arts and culture organizations. The remaining grant funding will be considered for award between January -June 2023.

Tourism Business Improvement District (TBID) Program
The TBID, through Visit San Luis Obispo continues to promote travel to and within San Luis Obispo including the implementation of the comprehensive Tourism Marketing and Business Plan resulting in overnight stays in the city. The TBID is actively implementing a robust paid, owned and earned program inviting visitors to the city mostly from drive markets statewide as well as fly-markets. Visitation to the city has recovered to pre-pandemic occupancy rates and stay revenue has exceed historical rates resulting in $1 million of Transient Occupancy Tax each month during the first quarter of the year. The TBID extended the MidWeekend Summer Promotion in July - August, resulting in 421 qualified stays of which 20% were staying in SLO for the first time and generated over $200k in hotel room revenue. The TBID is anticipating a typical slowdown in the shoulder season and will bring back the MidWeekend Spring Promotion in February – March 2023 to offset those impacts.

Downtown Business Improvement District (BID) Program
The Downtown BID provides the resources to Downtown SLO to provide ongoing activation and placemaking activities in the Downtown including Farmers’ Market, Concerts in the Plaza and the Holiday Parade. In additional to the traditional activities the City has also partnered with the BID to activate store fronts, add additional ambassadors and provide additional activations.

City Clerk
The City Clerk’s office administered the 2022 Municipal Election and filled a higher-than-normal number of unscheduled vacancies on Advisory Bodies. The City continues to see an uptick of large public records requests. As of mid-year, the Clerk’s office has prepared agendas for 17 City Council Meetings and processed 126 Council Agenda Reports.

IT - Network Services
Network Services recently completed the City and Police Department Storage Area Network (SAN) project, replacing vital hardware that provides data storage for all City systems and operations.

Progress has been made on KVEC Hill Radio Tower and Shelter, with all of the construction plans completed. It is expected to break ground in the first quarter of 2023. Network Services was also successful in pursuing a Local Agency Technology Assistant grant from the California Public Utility Commission, receiving $103,000 to fund the Broadband Strategic Plan work that kicked off in the Fall.

Year-to-date, IT Support Services has handled 1,773 support tickets. The tickets covered a range of support activities, including hardware and software installation, computer upgrades, and Budget Report Pg. 30

Administration Department
troubleshooting. Support services included creation of new Laserfiche workflows to enable users to be more efficient with their workload. While recruiting for the IT Assistant position in the Fall, the Help Desk was able to keep up with the workload with the help of IT Systems Engineers within the Division.

Control Systems Administrators have been busy with the two major Utilities construction projects that are in progress: the Water Resource Recovery Facility upgrade and the Water Treatment Plant upgrade.

IT - Information Services
The workload for GIS Team has increased as GIS-centric applications, such as Cityworks and EnerGov, expands the use of GIS technology. These GIS based platforms serve as the City’s central asset management system (Cityworks), and permit and plan management system (EnerGov). The nature of GIS tasks also changed to include GIS server configurations, publishing map services, and creating online applications. The homeless camp tracking application is an example of using Web GIS using ArcGIS Online, City’s hosted ArcGIS Servers, and ArcGIS Pro desktop application, and automating processes using Python scripts. It also integrates with Laserfiche. The GIS Team recreated maps for Climate Adaptation and Safety Elements. The GIS team celebrated Geography Awareness Week and GIS Day on November 16th, 2022.

The Motion Core Team continues to improve the Oracle system functionality, with a current focus on Project Portfolio Management (PPM) for Capital Projects. The Motion Team recently enabled Oracle Guided Learning which provides step-by-step instructions to users for many common tasks.

Budget Report Pg. 31

City Attorney
City Attorney
Performance Measure Update
Strategic Goals Measure 2021-22
Actual
2022-23
Target
2022-23
Mid-Year
Timely and Responsive
legal advice and
support
Strategic Goal:

Department Objectives
Administrative Citation Appeals
Received by the City 122 120 44
Appeals closed without need of a
hearing13 39 25 12
City assisted corrections to defective
appeals to allow access to hearing 18 15 3
City facilitated hearings on the record
without need for personal appearance
by Appellant
29 40 12
# of hearing days scheduled 14 7 11
Legal Training &
Compliance
Strategic Goal:

Department Objectives
# of Council, Staff, and Advisory Body
legal trainings, legal updates, and
compliance advisory sessions
6 14 12 6
Municipal Litigation &
Prosecution
Management
Strategic Goal:

Department Objectives
Percentage of Claims Resulting in
Litigation
14%15 <5% 2%
Liability Claims Against the City
Reviewed/Managed 67 70 35
Work Program Evaluations
City Attorney
Following an extended organizational assessment last fiscal year, as part of the mid-year budget review, this program was approved to double its number of regular staff – from three to six – and to continue the use of contract staffing for additional support. In response, two regular and one contract support staff positions were filled in July 2022 and after the job description was finalized, a Deputy City Attorney was hired in late November. While onboarding staff, the department also transitioned to a new, larger office space. This allowed each staff member to have a desk or office with additional areas for future 13 Closed in some way that did not include a decision being issued (e.g. withdrawn by appellant, dismissed for untimely filing, voided by the issuing department)
14 The ongoing time and attention demanded by the organizational assessment and the delay in bringing that effort to a close (so its staffing and other recommendations could be implemented) has reduced the amount of time available for planning and presenting these legal training sessions.
15 This high percentage is from nine cases. Eight of those are: a person injured during after-hours, reckless use of a City park; an unfair labor practices charge; a writ petition to force the City to permit a disqualified cannabis business applicant; damage done to a gas main during a contractor’s work for the City; a writ to force the issuance of a permit for a yard structure built in violation of the building code; injuries due to a trip and fall on private property near a City sidewalk; a bicyclist fatality; and injuries due to a limb falling from a privately owned tree. The eighth lawsuit was known to not involve the City but was filed to include it anyway out of the plaintiff’s abundance of caution. The City was eventually dismissed from the case following production of discovery responses that supported its non-involvement.

Budget Report Pg. 32

City Attorney
interns, but it also took time and energy to plan and execute the move. In addition to all the location and staffing transitions, just before the Deputy’s first day, the Assistant City Attorney (“ACA”) began her maternity leave. The City Attorney has coordinated various contract resources to pick up the ACA workload, but the absence of an experienced, full-time staff attorney is another reason the program is shown in yellow. All the various structural factors since July (time to recruit and train new staff; planning and executing the move; ACA absence) combined with continuing high-volume matters and complex litigation demands to continue to strain the department’s capacity to gain ground on workload in the short term.

Among the important work the department still needs to complete is presenting to Council and City staff the implementation plan for the recommendations adopted from the department organizational assessment. Not every suggestion made by the consultant in the final org assessment was feasible and several were lacking enough detail to be launched. Staff hope to have a complete plan to share by February 2023.

Notwithstanding continuing challenges, the City Attorneys Department has: implemented its centralized legal services intake request process; guided a contract template revision process; supported the re-structuring of the IWMA and SB 1383 compliance; provided additional staff trainings related to emerging case law around encampment response, law enforcement legal and legislative updates, and code enforcement inspection and enforcement legal frameworks; provided legal support for the development of the CAMP standards, and the homeless response strategic plan; supported negotiations and agreement on a major projects Community Workforce Agreement; resolved a California Voting Rights Act demand against the City without litigation; and managed the successful defense and/or settlement resolution of several other significant litigation or potential litigation matters, including obtaining court approval of a City petition for a receivership to remediate a property presenting a significant community health and safety risk . As the City Attorney’s Office trains new staff and implements process improvements, the Department continues to provide legal advice and support to all City Departments, City Council, Planning Commission and City Advisory bodies on Capital Projects; development review and Development Agreement implementation; personnel management, investigations, and disciplinary processes; cannabis program implementation and oversight; public records request review and response; administrative citation appeals process management; and general municipal contracting, election law, tax and fee, first amendment, conflict of interest, ethics and Brown Act compliance.

Budget Report Pg. 33

CSG & Community Development Department
Community Services Group (CSG)
Community Development • Parks & Recreation • Public Works • Utilities The Community Services Group is comprised of the City’s four public-facing, service departments. The Community Services Group Administration team did not have official performance measured identified as a part of the 2021-23 Financial Plan but will identify and outline those as a part of the next Financial Plan.

Work Program Evaluations
Community Services Group Administration
The CSG Administration team provides oversight and support on the production of core services, advancement of Major City Goals and objectives, identification of new departmental efficiencies, communication with the public, policy research and City staffing transitions. The CSG Admin team consists of the Assistant City Manager, Business Services and Administrative Manager, and part-time Administrative Assistant; with oversight of the Analysts in the CSG Departments. The CSG Analyst Team has focused on budgetary support as Fiscal Officers for their respective departments in preparation for the new Financial Plan process, including the creation of a Budget and Oracle 101 guide for CSG managers and supervisors to reference and track their budgets. CSG Admin also implemented a centralized resident engagement platform to organize and streamline public requests and inquiries to reduce the current manual process; respond to the community more effectively and efficiently; enhance the way citizen issues are identified, responded to and tracked (both internally and externally); and generate reports and data on requests, historical responses and response timeliness. This tool has been used most often by the CSG departments and helps with efficiency and effectiveness in public communication and engagement with issues. Policy work has included focus on the Shopping Cart Ordinance implementation, including coordination of proactive and reactive shopping cart retrieval and businesses’ Plan submittal review. CSG Admin has managed and guided the next Financial Plan’s CIP process, after significant efforts have focused on right sizing staff, changing some positions to better reflect the services needed, and creating new processes so that collaboration can occur cross departmentally. CSG Admin remains focus on recruitment as two Analysts were promoted to other positions within the organization.

Budget Report Pg. 34

CSG & Community Development Department
Community Development Department
Performance Measure Update
Objective Measure 2021-22 Actual 2022-23
Target
2022-23
Mid-Year
Affordable housing
production
Strategic Goal:

Housing
Number of affordable housing
units secured through
entitlements or construction
11216 50 40
Provide Excellent Customer
Service
Strategic Goal:

Other Department Objectives
Customer survey response
positivity rate 88%17 80% 83%
Ensure a Safe Community
Strategic Goal:

Housing
Percent of Code Enforcement
cases investigated on-time: First
Tier - 24 Hours, Second
Tier - 2 Days, and Third Tier - 3-5
Days
84%18 85% 86%
Development Review
activities
Strategic Goal:

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

Economic Stability
Percent of inspections performed
the next working day 96% 85% 99%19
Work Program Evaluations
Community Development Administration
The Administration team provides process management and support for all the divisions within the Community Development Department. The division also provides support for the department’s advisory bodies and respective Major City Goals work programs. To better assist customers and residents, a survey has been created for customers who finalize plans through the Community Development Department to provide feedback on their experience. The survey has been successfully collecting feedback since September 2021. From the surveys, most customers expressed complete satisfaction with their experience with the department. Results of customer service experiences will be shared more broadly on an ongoing basis and as part of the General Plan Annual Report and Mid-Year Budget. Additionally, to increase customer satisfaction and reduce staff time, an online building inspection platform was launched in August 2022. The platform is integrated into the Department’s Citizen Self-Service Portal and allows customers to schedule inspections at any time, while not being limited to the department’s hours of operation. The division experienced recruitment challenges for 16 The number of affordable housing units that have been secured is higher than anticipated due to the sporadic timing in the entitlement process that is hard to project. 17 Target for FY2022-2023 reduced to 80 percent due to a discrepancy with the initial target and changing to be in line with the Customer Satisfaction Score (CSAT) standard. 18 Response rate to code enforcement cases was impacted due to staff vacancies in FY 2021-22. 19 With the recent technology upgrades, Building Inspection staff has been able to receive inspection requests through the online citizen self-serve portal. This new system has been effective in managing inspection requests, and as a result, staff will be recommending a new Key Performance Indicator for the 23-25 financial plan.

Budget Report Pg. 35

CSG & Community Development Department
the Supervising Administrative Assistant position since last fiscal year, however, the position was finally filled in December 2022. This position helps oversee the staff and projects within the Administration division.

Planning
The Planning Division continues to receive high work volumes associated with planning entitlement and building permit application reviews. After a continuous recruitment, the division successfully hired one Associate Planner yet two are still vacant. Staff completed an update to the Inclusionary Housing Ordinance, an update to the Cannabis Ordinance, and a draft update to the General Plan Climate Adaptation and Safety Element. Staff have also reviewed and analyzed numerous new state laws for applicability and consistency with the local Municipal Code. Although the Planning Division has staffing vacancies, the salary savings are used to hire consultant support to fulfill cycle times.

Engineering
The Engineering Division plays an important role in the Development Review process, ensuring that offsite improvements required to support private property development are designed to meet City standards. In addition, the Engineering Division reviews grading and drainage plans to ensure that stormwater management is consistent with the City’s Drainage Design Manual. The division evaluates planning applications and building permits for compliance stormwater management, in addition to the direct applications received for subdivision map checks and Public Improvement Plans. The Engineering Division has played a major role in facilitating housing production in the City and supports the Housing and Homelessness Major City Goal by providing plan check and mapping services for projects such as the Orcutt Area subdivisions, San Luis Ranch, and Avila Ranch. In November, a contract staff engineer was added to the team to help with workload and improve continuity in anticipation of the retirement of a long-term City employee that supervises this work group.

Building and Safety
Code Enforcement:

The Code Enforcement team promotes health and safety throughout the City by increasing awareness of City policies, investigating reported code violations, and proactively patrolling for violations. The team has been fully staffed since the start of the fiscal year and has started enforcing the new Shopping Cart ordinance. Staff have responded to 48 shopping cart requests, and efforts have resulted in the removal of 71 abandoned carts. Staff are also currently conducting public outreach to develop the Safe Housing Program. Members of the Code Enforcement team have started meeting with rental community stake holders and have hosted a focus group session with landlords and representatives from property management companies. The team is also working closely with Cal Poly’s Off-Campus Housing Program Coordinator to develop rental housing educational materials and programs.

Building Inspections:

The number of Building inspection requests have remained high, with over 3,000 inspections conducted since the start of the fiscal year (consistent with the number of requests received during this time last year). The team has become incredibly efficient in providing timely inspections as a result of consistent staffing and technology upgrades. The building inspection team was fully staffed and supplemented by a consultant inspector that is stationed at, and funded by, the San Luis Ranch Development. There is an active recruitment for a fulltime building inspector due to a staff member promoting into the Plan's Examiner position. During this transition, the Building and Safety Division is utilizing the recently promoted plans examiner to assist with inspection requests. Additionally, the Building Inspection team has one Stormwater Code Enforcement Officer who has conducted over 450 active construction project inspections since the start of the fiscal year to help ensure the City’s ongoing compliance with the State’s stormwater regulations.

Budget Report Pg. 36

CSG & Community Development Department
Permits:

Building permit activity has remained high and is consistent with the numbers seen during this time last year. The permit counter staff were able to successfully recruit a fulltime plan’s examiner (a position which had been filled by a consultant for more than two years). The consultant has remained on-staff in a limited capacity to help with the transition since the recruit came from the building inspection team. The public counter has also added a retired annuitant to serve as the on-duty plan’s examiner during open office hours to assist permit technicians in answering technical questions. Permit Counter staff have also successfully integrated SolarAPP+ plan reviews into the City’s regular business process.

This review service allows residential solar project applicants to obtain instant, automated permits through the City’s online self-service portal. Community Development received a $40,000 grant from the State of California to implement this program and, since the start of the program on August 5, 2022, 69 automated solar permits have been issued.

Housing Policy and Programs
Homelessness Response staff completed a second study session on the Homelessness Response Strategic Plan in collaboration with the County’s efforts and have conducted extensive community engagement in preparation for the City Council’s further review in Winter 2023. Staff have also implemented a GIS-based App used by all field staff to operationalize standards, coordinate, and address encampments. Staff also recently hired a contract Administrative Specialist for Homelessness Response. The City’s third-party “Below Market Rate Housing” administrator, Housekeys, has assisted in placing eligible applicants into 12 rental units and 6 for sale units. Staff completed an update to the Inclusionary Housing Ordinance and have reviewed several new state housing laws for applicability to the City. All of these efforts support the Housing and Homelessness Major City Goal.

Budget Report Pg. 37

Finance Department
Finance Department
Performance Measure Update
Objective Measure 2021-22
Actual
2022-23
Target
2022-23
Mid-year
Enables & enhances
transparency, accountability &
integrity.

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

Strategic Goal: Fiscal Policies
# of funds within fund balance
requirements/ total funds with fund
balance requirements
8/8 8/8 8/8
Net direct annual debt per capita
(General Fund) $43 $43 $43
Twelve-month total rate of return/City
portfolio -3.66% 3% 0.21%
Work Program Evaluations
Finance Administration
Finance Administration oversees the management and administration of the City's finance operations.

The Division includes the Finance Director, an Administrative Assistant (currently held vacant to fund a Payroll Analyst), and a half-time Oracle Subject Matter Expert (contract). The Division also began the year with an Infrastructure Financing Analyst, however this position now sits in the Community Services Group in order to work more closely with the Community Development Department. On December 8, 2022, the department welcomed a new Finance Director for about one month of overlap with the outgoing Finance Director before she retired at the end of December. The Administrative Assistant position became vacant in the summer, and the City Manager approved using that full-time equivalent position (FTE) and the associated salary savings to hire a Payroll Analyst which was more mission-critical role at the time. Finance staff are assessing department needs and may request to add or reclassify an FTE with the 2023-25 Financial Plan. 20
Budget
The Budget division coordinates and oversees of the City's annual budget, quarterly financial reports, and two-year financial plan development. The budget division has remained nimble over the last several years of economic volatility with careful budget management and fiscal forecasting. The City began its 2023-25 financial planning process in November 2022. The Principal Budget Analyst has been working closely with all of the departments to understand the needs of the organization and began budget development in late January.

Revenue Management
The Revenue Management division successfully hired for two vacant Accounting Assistant positions over the last six months. Both incumbents are excelling in their new roles. Once staff is fully trained, the Division will be able to enhance its enforcement services for both unpaid accounts receivable 20 Council approval is needed to add FTEs.

Budget Report Pg. 38

Finance Department
accounts and businesses operating without a business license and tax certificate. The team has also spent time reviewing cash-handling practices across City facilities to ensure that the controls in place show the highest level of stewardship of City revenues. The Division intends to finalize new controls into standard operating procedures as part of an updated Revenue Management manual.

Purchasing
The Purchasing division successfully presented to the Council updates to the City's purchasing policy that incorporated updates to the City's competitive bid thresholds to ensure staff has operational flexibility to provide its services to the public. The Division introduced new sections to the Financial Management Manual that strengthened insurance risk management and contract procedures. The Division co-led a cross-department project with the City Attorney's office to update the City's contract templates for purchasing and non-purchasing contracts. The Division presented a position paper and successfully advised the Council not to adopt a local purchasing preference ordinance, which ensures the City will receive the best total cost value for its purchases. The Division successfully finished filing the City's Covid FEMA reimbursement applications, totaling 13 applications for $671,457.56 and kept track of 2785 individual Covid-19 timesheets for a total of 23,967 hours worked. The Division leads the coordination of the State SB-1383 recycled paper mandate and has presided over significant improvements, going from approximately 5% of paper purchased to recycled content (mainly just office paper); to around 50% recycled (incorporating more paper items like tissues, post-its, paper towels, etc.). Projects for the remaining part of the year include investigating a contract lifecycle management (CLM) solution in coordination with the City Attorney's office. The CLM goal is to potentially streamline contract negotiation processes and enhance contract repository management across all City Divisions.

The Division is leading a project to update the City's Amazon business account to search for 'local' SLO businesses first, to encourage local spending, and to search for 'climate friendly' products to support the City's Climate Action Plan. The project will also aim to reduce shipping frequency for orders by combining shipping to consolidated shipping days. This change will dramatically reduce the City’s shipping emissions in the Amazon account. The FTE Purchasing Specialist position will be vacant starting on January 10, 2023. Staff recommends assessing the needs across the Finance Division to include possibly reclassifying the FTE position to reflect the current business needs.

Accounting
The Accounting division has completed the preparation of the audited financial statements for FY 2021- 22 and has, again, submitted the report to GFOA for the Excellence in Financial Reporting Award. The payroll function welcomed two new employees, a Payroll Specialist that took the position vacated when the prior employee became Fire's Administrative Analyst, and a new Payroll Analyst. In addition to learning the Oracle payroll system, the new employees were instrumental in issuing W2s and year-end tax reports. Other accounting activities include the preparation of the annual Cost Allocation Plan and supporting departments in processing vendor payments.

Support Services & Non-Departmental Expenses
Support Services and Non-departmental divisions are in place to help effectively budget and account for Citywide costs not associated with a specific operating program or project. Both elements are appropriately budgeted for the City's current needs. The program budget is primarily made up of contingency budget that is only activated when a department is faced with salary cost increases due to bargaining unit results, minimum wage increases, or unexpected vacation buyouts that cannot be absorbed within the department's appropriated budget. The contingency amount is determined based on Council's approved parameter amounts.

Budget Report Pg. 39

Fire Department
Fire Department
Performance Measure Update
Objective Measure 2021-22
Actual
2022-23
Target
2022-23
Mid-year
Deliver Timely Emergency
Response to ensure rapid care
and hazard mitigation.

Strategic Goal: Other Department
Objectives
Meet the Response Time objective as
defined by General Plan
Safety Element of 4 minutes to 95% of all
lights-and-siren
emergencies in the City.
6:02 4:00 6:24
Meet the Total Response Time (TRT) goal
of 7 minutes or less to 90% of all lightsand-siren emergencies in the City as defined by the Department’s Master Plan.

TRT Includes Call Processing Time,
Turnout Time, and Travel Time.
8:44 7:00 8:25
Meet the Call Processing Time goal
of 1 minute or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
1:37 1:00 1:51
Meet the Turnout Time goal
of 2 minutes or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
3:00 2:00 2:24
Meet the Travel Time goal
of 4 minutes or less to 90% of all lightsand-siren emergencies in the City as part of TRT.
5:34 4:00 5:44
Provide timely service to the
development community.

Strategic Goal: Housing
% of Fire Department Development
Review activities
completed within published cycle times.
61% 80% 64%
Work Program Evaluations
Fire Administration
Fire Administration consists of five full-time positions (FTEs). This includes the addition of the new Emergency Manager hired in spring of 2022. The program provides strategic leadership to the department and entire organization. Fire Administration plans, directs, and evaluates all Fire Department programs and activities. The Emergency Manager addition has relieved other staff from dedicating significant resources to addressing the Disaster Preparedness and Assistance program but rather focus on other program objectives in the department’s strategic plan.

Emergency Response
The 45 FTE staffed Emergency Response Program is responsible for protecting life, the environment, and property by responding to a wide variety of emergencies, including, but not limited to: medical emergencies, structure fires, vegetation fires, hazardous materials incidents, vehicle fires/accidents, flooding, utility emergencies, and a wide range of urgent public assists.

This program is categorized as yellow due to its underperformance in meeting the Total Response Time (TRT) Performance Measure Goals. To help meet the travel time component of TRT, the Budget Report Pg. 40

Fire Department
department would require a significant investment in additional resources, such as adding a strategically placed 5th fire station or increasing the number of units to help improve travel time. A 5th station is planned at to be added in the Southwest side of the City once the Avila Ranch development project reaches 80% occupancy levels. Call processing time has increased, and the Fire department staff will continue to collaborate with Police Department staff to help improve call processing time.

Hazard Prevention
This program is categorized as yellow because it has not been able to fully meet its development review performance targets in FY 2022-23. A new half time inspector was added at the beginning of FY 2022-23. Training new staff along with absences due to staff illnesses affected program turnaround times early in the year. New projects including hotels, apartments and multi-family condominiums continue to increase the total number of mandated inspections, hindering the department’s ability to keep up with demand. The department anticipates a significant performance improvement, already being realized in December, as staff is trained and fully present.

Training Services
The Fire Training Program schedules, coordinates, and documents both in-house and outside training and certification for fire department staff. The program also works to maintain and improve the health and fitness of fire department employees. The overall program goal is to support highly qualified, well trained, safe, healthy, and fit employees. The Training Services program continues to utilize dedicated funding to implement the injury reduction program for emergency response staff. This has included the purchase of equipment and professional contracted services for functional movement screening and training. Overall, the department has observed a decrease in the frequency of on-the-job injuries in the short term.

Recruit Academy
The Recruit Academy is usually scheduled every other year but due to staffing needs, it will take place two years in a row and is set to begin in January 2023. The additional budget needed to run the academy was appropriated using carryover budget from last fiscal year.

Fire Apparatus Services
The Fire Apparatus Program performs fire apparatus services, maintenance, and repair of light and heavy fire apparatus and vehicles. The budget is currently enough to meet the overall program objectives and activities.

Fire Station Facilities Support
The non-staffed Fire Stations Facilities Support Program helps manage and maintain the City’s four fire station facilities, their grounds, and miscellaneous equipment, appliances, and furnishings. The budget is currently enough to meet the overall program objectives and activities.

Disaster Preparedness and Assistance --
This program is now fully staffed, funded and meeting objectives. The Disaster Preparedness and Assistance program focuses on three areas; 1) ensuring City personnel can provide appropriate rescue and relief services following a major disaster such as earthquake, flood, nuclear power accident, hazardous material spill and wildland fire: 2) providing information and education on disaster preparedness, and fire safety the general public: and 3) provides assistance to communities outside of the City of San Luis Obispo as part of the State’s Mutual Aid system.

Budget Report Pg. 41

Human Resources Department
Human Resources Department
Performance Measure Update
Objective  Measure  2021‐22
Actual
2022‐23
Target
2022‐23
Mid‐year
Integrated HR Services
Average days between injury and Workers’
Compensation claim filed.  5  3  4
Achieved lower severity of Workers’
Compensation claims than the risk pool  Yes  Yes  Yes
Annual liability claims payment under the Self‐
Insured Retention amount.  No  Yes  No21
Employee
Development &
Growth
Percentage of On‐Time Employee Performance
Evaluations  86%  95%  90%
Percentage of Internal Promotions  49%  40%  30%
Training Sessions Coordinated  56  35  12
Engaged and Aware
Culture
Number of Policies Communicated  44  5  78
Informational Sessions Coordinated  357  90  264
Work Program Evaluations
Human Resources Administration
The  program  is  categorized  as  yellow  due  to  strained  staffing  resources  resulting  from  increased demands  organization‐wide  in  recruitment,  classification  review,  benefits,  leaves,  and  performance management.  Human  Resources  provides  support  throughout  the  organization  on  benefits administration, compensation,  recruitment, labor  relations, performance management,  training and development, and legal compliance. As approved in the 2021‐23 Financial Plan, Human Resources staff have  been  added  to  support  the  organization’s  needs,  responsibilities  have  been  reassigned,  and employees are transitioning into roles tailored to achieve the best mix of knowledge and skills to meet Departmental goals. The team is in a transitional stage with training and development being a primary focus. Between new hires and internal promotions, there is only one HR staff member out of eleven full time employees that has been in their current role since July 2021.

In order to support the organization’s sustained and elevated recruitment workload, the department has needed to pause process improvements, specifically related to the recruitment. The Department continues  to  partner  with  the  Centre  for  Organization  Effectiveness  to  provide  professional development trainings for employees and supervisors across the organization. Staff also continues to promote enhancement of the Oracle Human Capital Management system. 21 As detailed in the Insurance Fund summary, the cost of claims this year exceeded the appropriated budget for payments and an allocation from the undesignated insurance fund was authorized to cover these costs.

Budget Report Pg. 42

Human Resources Department
Wellness
The Wellness program supplements the Risk Management program by providing employees tools and education to improve their physical and emotional well-being, thus enhancing employee productivity and performance. Yoga classes are offered on a weekly basis and ergonomic assessments were coordinated though the California Joint Powers Insurance Association (CJPIA). CJPIA-funded preventative mental health services were offered to public safety employees to help staff following the officer fatality at the end the last fiscal year; this was a valuable resource and efforts are underway to provide it more broadly on a longer-term basis. The City’s SLO Healthy and Smart (SLO HAS) Committee has hosted gatherings for City employees to network and share ideas. They will continue to work on advancing the healthy and smart culture across the organization. The functional mobility program at the Fire Department continues to show reductions in injuries and promotes safety and a similar program for the Police Department started in November 2022. The Employee Assistance Program (EAP) through Aetna resources for living continues to be available to all employees.

Insurance Fund
The Insurance Fund is a sub-fund of the General Fund that is used to pay insurance-related expenses and maintain reserves for current claims, potential settlements, and insurance premiums. Within the Fund is a Self-Insured Retention (SIR) from which excess liability claims are paid. At mid-year, 97% of the SIR has been expended and some higher value claims have been settled recently. City Council approved an additional allocation of $300,000 from the fund’s balance. This is expected to cover expenses through the remainder of the fiscal year. Staff anticipates there may be future increases in workers’ compensation expenses in the upcoming year due to several factors, such as the uptick in mental health related claims and industrial disability retirements, among other factors that influence rates. However, the Insurance Fund remains funded at a sufficient level to cover all known and anticipated expenses, including claims paid from the SIR. The balance was established to sustain fluctuations in claims and related expenses and reflects a 75% confidence level based on trends over the previous five years. To minimize insurance claims and expenditures from the Fund, staff also tracks market trends and conditions that affect insurance rates and periodically performs root cause analyses to identify ways to reduce injuries and accidents. Staff regularly reviews contracts to ensure the City has adequate insurance coverage for its protection.

Budget Report Pg. 43

Parks and Recreation
Parks and Recreation Department
Performance Measure Update
Objective Measure 2021-22
Actual
2022-23
Target
2022-23
Mid-year
Provide inclusive, accessible
programming that serves the whole
community.

Strategic Goal: Programming is Directed
to Diverse Users (P&R Strategic Plan
Goal), DEI and Economic Vitality MCGs
# of Department Community
Events 13 20 18
# of non-profit permitted
Facility Uses 92 120 58
# of program registrations 4,866 3,500 2,607
# of program offerings 584 320 355
# of childcare spots
filled/offered 1,131 1,100/1,100 1,633/1,63322
# of children receiving subsidy
61 CAPSLO
45 City
Scholarship
51 CAPSLO
27 City
Scholarship
62 CAPSLO
19 City
Scholarship
In Coordination with Public Works,
engage the public to prioritize new and
revitalized Recreational Amenities
Strategic Goal: Expand Parks & Facilities
(P&R Strategic Plan Goal), MCG
Economic Stability
# of public outreach meetings 3 6 1
23 # of updated or new parks
and amenities in process 4 5 3
Creates and fosters a sense of
community through citizen involvement
Strategic Goal: Maximize Community
Resources & Collaborations (P&R
Strategic Plan Goal)
# of volunteers/hours 79/1495
hours 400/1200hrs 60/710.5 hours
# of temporary Public Art or
Cultural Art Events 4 5 2
Leverage technology to engage the
community and promote program
offerings
Strategic Goal: Programming is Directed
to Diverse Users (P&R Strategic Plan
Goal)
# of Instagram followers 6,295 7,900 6,65324
# of Facebook followers 3,920 5,200 4,2623
# of Virtual Program Offerings 4 15 0
25 Open Space Preservation and
Enhancement
Strategic Goal: Nurture Open Space (P&R
Strategic Plan Goal), Climate Action MCG
# of miles of Open Space trails
maintained 62 61.75 65
# of staff hours dedicated to
fuel reduction 1,687 2,500 1,655
# of encampment site cleanups removed from Open
Spaces
85 60 77
22 Summer programming was expanded, and the lifting of COVID-19 restrictions allowed for more enrollments. 23 Righetti Ranch, Emerson Park, Bike Park projects will initiate community forums in Winter & Spring. 24 Number reflects follower counts through December 6, 2022. 25 Number reflects a return to in-person events, programs, activities after facility restrictions were lifted.

Budget Report Pg. 44

Parks and Recreation
Work Program Evaluations
Recreation Administration
Last fiscal year, staff completed, and Council endorsed a new master plan and general plan update, now entitled “The Parks + Recreation Blueprint for the Future: 2021-2041.” The Recreation Administration Division is now working to advance the identified short, mid, and long-term priorities outlined in the plan. Design firms have been hired to initiate work on the Laguna Lake Dog Park and Orcutt Area Park system. The North Broad Street Park project is set to start in Winter 2023, along with the Cheng Park revitalization project. Staff is in the RFP process for the $2.8M State Park grant-funded Emerson Park project, as well as beginning the design for the in-house design of the Mitchell Park revitalization project (addition of bocce ball court, updated seating and BBQ pavilion) to meet the specifications of its Prop 68 Grant award.

Facilities
The Facilities Division's indoor and outdoor facilities are recovering from the COVID-19 indoor mandates and are now available for permitted reservations. The Division continues to support the Open SLO Program through the daily set-up, maintenance and clean-up of the Downtown Dining program in Mission Plaza.

Community youth and adult sports continue to utilize City fields and courts for tournaments, leagues, and practices. The Library Conference and Community rooms, the Ludwick Community Center, Senior Center, and Meadow Park Building, are all open to the community for social gatherings, meetings, and general uses.

The Division is also accepting reservations for events at the Jack House for the upcoming 2023 season. The Parks and Recreation Department office rehabilitation project was completed in July with staff and all operations moved from the Ludwick Community Center back to the main office. The division processed 25 City-wide Special Events applications so far in FY 2022-23.

Youth Services
The Youth Services Division is categorized as yellow because of staffing challenges associated with recruitment and retention. Youth Services provided quality childcare to the community at all five (5) elementary school sites located within the City (C.L. Smith, Hawthorne, Pacheco, Sinsheimer, and Bishop’s Peak), and expanded summer camp programming to assist in fulfilling community needs. With the transition to full-time site directors to regular, full-time positions, the retention of these positions has been more successful; however, recruitment for in-classroom supplemental staff who are qualified to work as Aides, Teachers and Head Teachers has been extremely challenging, resulting in waitlists for many of the school sites. The Division is experiencing recruitment challenges which were already dire pre-pandemic but have become increasingly challenging. In addition, many Youth Services staff are Cal Poly students and with scheduling challenges surrounding academic calendars and student housing, staffing program times is challenging. With childcare at the center of the community’s economic recovery, Youth Services staff continue to provide care for before and after school, as well as school breaks. California state licensed facilities are currently provided on five SLCUSD school sites, in five classrooms and five licensed-exempt childcare programs. The City also has contracted with the District to provide care for the District's "free" care program during the mid-day times for Kinder and TK aged children. Youth Services staff continues to look for creative solutions to accommodate as many children as possible to allow more children into the program from current waitlists. Children with Special Needs are accommodated at all school sites and programs. Ongoing professional development is provided to Youth Services staff, including mandated Child Abuse reporting, First Aid and CPR, program and curriculum development, positive guidance strategies and inclusive programming, safety, and large group management.

Community Services
This Division is categorized as yellow because expanded programming has impacted staff resources and additional recreational supplemental staff are necessary to present ongoing sports clinics, community events and expand senior programs. Currently three full-time staff coordinate, organize, and facilitate the division's events and activity clinics, and even serve as substitute umpires/referees, which is not sustainable Budget Report Pg. 45

Parks and Recreation
as programs occur during the day, evening, and weekends. The Community Services Division manages youth and adult athletics leagues and recreational activities, presents free and low-cost community events, oversees the SLO Skate Park, and promotes healthy lifestyles and social interactions through expanded contract instructional programs. It also supports the Jack House Docents and facility, manages the Community Gardens programs at 5 locations, coordinates city-wide volunteer opportunities, and coordinates programs with the Senior Center Board. With the hiring of a new Recreation Coordinator last fiscal year, staff was able to offer new and expanded senior programing, bolster its community garden program, and offer a greater selection of instructional classes. In lieu of the SLO Triathlon Event, the Community Services Division initiated a variety of low-cost community-based events that continued into the first quarter of FY 2022-23, such as the Monday Meet-Ups and Rec is Rad youth activity series at local parks. In September, staff re-introduced the annual September Scramble, which attracted over 600 participants. In October, the Boo Bash expanded and over 1,000 community members attended. As community events and youth and adult sports returned to full programming, the Division relied on both full- and part-time staff to make these events a reality. In order to meet the citywide demand for volunteer support, the Department requisitioned and hired a new Volunteer Coordinator who will begin in Winter of 2023.

Ranger Service
Ranger Service continues to effectively maintain and patrol the City’s 4,050 acres of open space which includes the expanded public access (new property and trails), increased encampment clean-ups in the open space and creeks, and increased community usage in all of the 13 City-managed open space properties. The Ranger Service Division continues to dedicate resources for supporting fuel management (WUI) and to clean up trash and debris in the City’s Open Spaces and creeks. Staff are in progress in planning and developing new trails at Righetti Ranch (Righetti Hill) and Irish Hills (Bog Thistle), and the new Miossi property (Panoramic, Quercus). Ranger Service has expanded its educational programming with more environmental education videos, social media postings, Ranger-instructed classroom/event presentations, and Ranger-led interpretive hikes. The Winter Evening Access program (November - March at Cerro San Luis) has also remained incredibly popular with the significant impacts occurring in the month of December.

Aquatics
This division is categorized as yellow because of staffing recruitment and retention challenges which affect the operational hours. Due to factors such as recruitment and retention, in addition to the continuing local and national lifeguard and overall workforce shortage, the Aquatics Division and the SLO Swim Center continue to operate with modified programming during the non-summer months. Specific activity hours were reduced for the 50-meter and therapy pool to maintain the required swimmer-to-lifeguard ratio. The Aquatics Division has been actively recruiting and hiring additional lifeguard staff - including the Aquatic Specialist position, requiring significant resource impacts to the Coordinator and Manager. Staff anticipate a return to standard programming hours by Spring 2023, with additional lifeguard training courses and community interest for working as a lifeguard. Management continues to provide monthly staff trainings, including First Aid, CPR, water rescue techniques, customer service and diversity trainings. The Aquatics Division provides program and facility support for the SLO Seahawks Swim Club, local SCUBA shops, Mission Prep High School, and has a short-term agreement to support Atascadero High School for the next two years. Staff offer public lifeguard training and instructor courses throughout the year.

Golf Course
This division is categorized as yellow due to the continued challenges associated with the aging irrigation infrastructure and Pro Shop facility remediation at the course. The Golf Division continues to provide standard operating services at the Laguna Lake Golf Course (LLGC) seven days per week. The general maintenance and operations of the course continued to be severely impacted by leaks caused by aging irrigation lines requiring additional maintenance time and facility closures, as well as increased water costs.

With the main Pro Shop closed due to major flooding from a significant winter storm (December 2021), a Budget Report Pg. 46

Parks and Recreation
temporary trailer serves as the Pro Shop and staff offices. The remediation project for the Pro Shop recently completed the removal and sanitization of all golf equipment (Phase 1) and the removal of all damaged areas within the facility (Phase 2).

Staff are currently in the process of contracting services for the renovation of the Pro Shop (Phase 3), with an expected completion date of Spring 2023. Staff recently implemented a new credit card system and replaced its golf cart fleet at the course, which will enhance customer experience. The new Golf Course concessionaire began offering services at the course in December 2022. Management staff continue to implement community programming at the course, including upgrades to the driving range, golf tournaments, golf lessons, middle school classes, Cal Poly kinesiology classes, and youth golf clinics.

Budget Report Pg. 47

Police Department
Police Department
Performance Measure Updates
Objective Measure 2021-22 Actual 2022-23 Target or
forecast
2022-23
Mid Year
Reduce Crime
Strategic Goal: Economic
Recovery, Department
Mission
# of total Part I Crime by
year.26 2,069 2,050 81927
Provide safe roadways
for pedestrians, vehicles,
and bicyclists.

Strategic Goal: Patrol
Objectives, Department
Mission
# of total traffic
collisions.

Vehicle: 399 450 199
Pedestrian: 32 25 18
Bicycle: 36 35 15
# of targeted
enforcement operations
conducted under the
Office of Traffic Safety
Grant per year
DUI Checkpoints: 2 2 0
DUI Saturation Patrols:
28 24 14
Traffic Enforcement
Operations: 8
12 0
Distracted Driving
Enforcement: 7 10 0
Bicycle & Pedestrian
Enforcement: 5
6 2
Reduce Homeless related
Calls for Service through
proactive engagement.

Strategic Goal: Economic
Recovery, Department
Mission, Patrol Objective
# calls related to
homelessness 7441 7000 2565
# of unique individuals
contacted by CAT 578 600 211
# of Family & Agency
Reunification 17 35 4
# of Local Permanent
Housing 3 31 9
# of major camp
cleanups 13 12
37 individual camps
and 73.22 tons
collected
(Camp cleanups are
coordinated by
Public Works/Parks
& Rec staff)
# of Mental
Health/Substance Abuse
Treatment Referrals
127 130 76
26 Part 1 Crimes include: homicide, forcible rape, robbery, aggravated assault, burglary, and motor vehicle theft. Figures shown represent calendar year.
27 Part 1 Crimes reported at Mid-Year represent figures from July 1 – December 8, 2022.

Budget Report Pg. 48

Police Department
Work Program Evaluations
Police Administration
The department has been working to fill vacancies and increase recruitment efforts. Staff has identified new recruitment methods such as placing advertisements in law enforcement magazines, billboard advertisements, social media blasts, banners in the downtown, incentives, onsite recruitment events, etc. Since July 1, the department has hired the following positions: two police officers, one police cadet, two communication technicians, a crime analyst and a records clerk. The department also received authorization to hire four contract Field Services Technician positions to help offset Patrol’s call load and respond to non-emergency calls for service. In November, department staff issued a request for proposals for consulting services to lead the department’s efforts in creating a 5-Year Strategic Plan.

This work is scheduled to start in January.

Patrol
Patrol continues to be understaffed due to vacancies and long-term Worker’s Compensation absences. As of mid-December, there are two officers in field training, and they should be released to work independently by spring which will help with shift coverage. Special assignments continue to be short staffed or unfilled.

For the period of July – mid December 2021, total overtime hours for the department were 8,200. In comparison, this year for the same period, hours were similar at 8,100.

The department has continued to work with Transitions Mental Health to hire one mental health clinician and one case manager, but recruitment has been challenging. Candidate interviews for the case manager took place in November. Staff has selected a candidate and this person is currently in the background check process and expected to start during the first quarter of 2023.

Investigations
The Investigations division is categorized as yellow because it is understaffed due to the impacts of general Worker’s Compensation abscences. Despite being understaffed, the Investigations division has been actively working several cases related to property crimes, child abuse, sexual assaults, and homicides. The detective bureau has two positions that have been vacant for over 12 months due to extended worker’s compensation leaves. One of the vacant detective positions is expected to be filled in January.

Support Services
The Support Services division includes Dispatch and Records. Since July, the department has successfully hired two communication technician positions. A dispatch supervisor position recently became vacant, but the department is currently in the process of interviewing internal applicants for a promotional opportunity. At this time, all communication technician positions are filled. The division recently underwent a staff reorganization and is piloting a management change in the Dispatch Center.

A lieutenant has relocated from the police department to the Emergency Communication Center and is now serving as the manager for the Center. This change has already yielded very positive results in stabilizing a center that was in crisis, addressing staffing and morale issues, and provide the necessary discipline for improved service to our community.

In November, the department launched a new software (SPIDR) which enables it to modernize customer service by sending text messages to callers and providing updates and alerts related to the call. After the incident has been closed out, a survey is also sent to the caller to solicit feedback about improving customer service. So far, the SPIDR software has proven to be a useful tool.

Neighborhood Outreach
Budget Report Pg. 49

Police Department
The Neighborhood Outreach division continues to meet objectives. Calls related to noise complaints during the time period of January 2021 – November 2021 totaled 1369; during that same time period this year, calls totaled 1365. The party registration program continues to be successful. From July to early December there were 223 requests with 165 approved; there were only 14 warning calls and a total of 4 citations. Staff estimates that total calls related to noise/party will decrease by 5% compared to last year.

Traffic Safety
The traffic sergeant continues to manage the annual Office of Traffic Safety grant and conduct DUI Checkpoints, traffic enforcement, and other targeted enforcement activities. A fully staffed traffic team is supposed to include one sergeant and three officers; however, due to staffing shortages in patrol, there are only two officers currently in the assignment.

Budget Report Pg. 50

Public Works
Public Works
Performance Measure Update
Objective Measure 2021-22 Actual 2022-23 Target 2022-23 Mid-Year Proactively enhances traffic safety by
providing a system of safe, reliable, and wellmaintained roadways, sidewalks, traffic signals and streetlights.

MCG: Climate Action
Strategic Goal: Enhance Safe & Efficient
Transportation (PW Strategic Plan)
Pavement
Condition Index 7228 75 75
Bicycle network in
total miles (Class

I/II/III/IV)

12.1/29.3/25.0/1.2 14.7/31.0/24.8/4.0 14.5/31.3/25.3/1.429 Street miles
maintained 135 135 135
Enhance the City’s Urban Forest and maintains
visually appealing public spaces.

MCG: Climate Action
Strategic Goal: Proactively Manage Assets (PW
Strategic Plan)
# of trees
maintained 12,97030 12,970 13,026
Total acreage of
park inventory 58331 583 583
Provide high quality services to the
community through efficient and effective
delivery of capital improvement projects and
management of the City’s infrastructure.

MCG: Economic Recovery
Strategic Goal: Connect with our Community
(PW Strategic Plan)
Total value of CIP
Managed32 $55M $65M $30M
28 Decline in Pavement Condition due to pavement age. Pavement management projects included in the CIP are budgeted to maintain pavement condition near the targeted PCI; however, pavement condition will still fluctuate year to year. 29 Note that mileage totals do not reflect existing Class III bike routes (shared streets) that have been upgraded to Neighborhood Greenways (enhanced traffic calming, wayfinding and crossing improvements). Also, 2022-23 Mid-Year update does not reflect several miles of additional Class IV bikeways to begin construction in 2023 as part of the North Chorro Greenway project.
30 The Urban Forest Services Program recently completed an inventory of trees located within the public rights-of-way, parks, and facilities. The urban forest number of managed trees has been aligned with the maintenance program scope of service.

Many trees in the City’s open space and riparian zones have been removed from the Urban Forest Services maintenance metrics as these trees are maintained by the Parks and Recreation Department Ranger Services Program or Natural Resources.

The Urban Forest Program will bring forward information to City Council in January 2023 for a study session for future direction. 31 The total acres of Park inventory are 583, with 106 acres being improved with landscaping, play equipment, or turf. 32 Includes all CIP projects and funding including Utilities, Transit, Parking, Public Works and IT, among others.

Budget Report Pg. 51

Public Works
Work Program Evaluations
Public Works Administration
Over the last six months, the Public Works Administration program effectively met its core services and objectives. Right now, the division is hiring a CIP Administrative Manager. This new position will help greatly with the management and reporting of the CIP program to deliver the City’s expanded CIP (as a result of the passage of Measure G20). The division is also working with Parking and Transit staff to enhance service levels by augmenting and modernizing parking facilities and utilizing state and federal funding for enhanced transit services.

Parks Maintenance
The program is categorized is yellow due to the increased irrigation costs due to the recent drought. Over the past six months, the Parks Maintenance program has continued to successfully provide the community with safe facilities and well-maintained parks. Staff has promptly addressed broken equipment to ensure the continued enjoyment of safe parks, while also experiencing an increase in service requests. Parks Maintenance staff has been covering the workload while experiencing some vacancies, including the resignation of the Parks Maintenance Supervisor in Fall of 2022. The Parks Maintenance program has had to respond to requests to replace stolen and vandalized restroom fixtures and other park amenities. Discarded items and residual campgrounds continue to impact resources.

The program has added a Beautification Gardner position to focus on gardening, horticulture, and landscape in city parks, which is intended to elevate the overall appearance at various park locations. Reduced precipitation has also led to higher-than-normal irrigation costs for the first part of the year and staff is closely monitoring this variance and is one bright spot from the recent heavy rains. Staff vacancies, increased service requests, and lower than anticipated rain will prove to be challenging on the program for the remainder of the fiscal year.

Overall, the Parks Maintenance budget is on track, and attention will be given to irrigation and water use through the remainder of the year.

Swim Center Maintenance
The Swim Center Maintenance program continues to provide a safe and clean aquatic facility for the public’s use while remaining on track with its budget. Because a large percentage of the operating budget is for utilities and supply costs, there may be budget variances as inflation causes costs to increase above initial projections.

Staffing levels remain relatively stable and the program successfully completed the annual maintenance closure, which was used to address a circulation pump repair, LED lighting retrofits, and bath house plumbing repairs.

Urban Forest Services
The Urban Forest Program continues to operate in a limited staffing capacity as was expected for a majority of FY 2021-22. Following a program assessment of the current program structure, staff presented the assessment findings to the City Council in early January and received direction for the future of the Urban Forestry Program.

Despite the reduced staffing level, the program has utilized a tree pruning contactor to prune approximately 40 percent of the City’s street trees over the past year. Pruning of all street trees within the downtown (zone 9) was completed in the summer of this year, which expended a large percentage of the programs contract services budget. Capital funds will be utilized for Tree Pruning through the end of the fiscal year to keep the program within budget.

Facilities Maintenance
Budget Report Pg. 52

Public Works
Facilities Maintenance is currently fully staffed and is therefore able to complete most service requests using internal staff. Facilities Maintenance will outsource work to contractors when needed to manage the workload and while training new staff on program operations. As the City grows and facilities are becoming more modern, facility square footage increases as well as the complexity of building systems. The Program is seeing an increase in the number of requests for work outside the program scope, which results in staff working overtime.

The Facilities Maintenance team also plays an active role in a number of capital projects and facility upgrades, including the roof repair at Fire Station 1. The program maintains approximately 230,000 square feet of buildings with four technicians in the program.

Streets & Sidewalk Maintenance
The Streets Maintenance Program continues to address sidewalk and pavement needs throughout the city.

During rain events, the Streets Maintenance Program performs storm patrol and responds to numerous service requests throughout the year. The program also completes trash and green waste management for the corporation yard and manages the metal recycling program. The Streets Maintenance Program has provided traffic control support for numerous downtown projects during the recent street repaving to aid with the City’s economic vitality, in addition to encampment cleanups along arterial roads. The program has added three positions in effort to meet downtown maintenance and cleanliness objectives.

Traffic Signals & Lighting
The program is categorized is yellow due to the need to repair and replace signal and lighting equipment due to unanticipated vehicle or storm damages. Safe and efficient traffic signal operations have been maintained through regular preventative maintenance, repairs to damaged traffic signal equipment, and ongoing refinements to traffic signal timings and equipment, including ADA upgrades for pedestrian push buttons and assistance with Pedestrian Hybrid Beacons. Traffic Signal/Streetlight technicians have also assisted with several development-lead traffic signal and beacon installations. The program has also been responding to what seems to be an increase in knock down incidents where vehicles have hit above ground traffic signal equipment. Staff plans to incorporate a standard plan for solar path lighting as part of the 2023 Engineering Standards update and is continuing to explore solar options for streetlights. The program budget is in position to fund minimal essential maintenance responsibilities through end of the fiscal year; however, an ongoing uptick in the frequency of equipment knock-downs and failures has been quickly depleting available budget needed to maintain adequate inventory of spare signal equipment. Additional budget will be requested as part of next Financial Plan to provide adequate resources to address costs to repair equipment damaged by vehicle strikes and to purchase sufficient spare equipment to maintain existing aging signal systems adequately. In some cases, repair costs are reimbursed through ”damage to city property” fees; however, staff estimate that about 50% of repair costs are unrecovered.

Fleet Maintenance
The program is categorized is yellow due to the current financial position of the fuel account. The Fleet program is responsible for purchasing, outfitting, maintaining, and repairing the 340 City owned fleet assets.

Other responsibilities include emissions reporting, maintenance of the Corp Yard fuel pumps and car wash, hazardous waste handling and disposal, and parts inventory. Fleet Maintenance had two vacant positions this fiscal year, which has resulted outside vendors and overtime work to assist the program keep up with service needs. Fleet Maintenance performs on average 45-60 preventative work orders each month, along with repairing assets that are a result of unscheduled breakdowns. Vehicle procurement has been delayed due to supply chain issues and the program is working diligently to procure the necessary vehicles for city programs and services. Overall, the Fleet budget is on track, however, the fuel budget line item will likely see a shortage with current trends and price points. This will be actively monitored over the year, and if needed, funding approved from the FY 2021-22 carry over process may need to be utilized.

Budget Report Pg. 53

Public Works
CIP Engineering
The program is categorized is yellow due to the expanded workload associated with the passage of Measure G20. While funding was allocated to mitigate the impacts of an expanded CIP, the program is still in the process of transitioning to a permanent staffing structure more in line with the increased workload while balancing competing priorities. The CIP Engineering Program continues to work on and deliver Capital Improvement Projects funded for design and construction. During the first quarter of FY 2022-23, several construction projects have been completed including Area 6 and 7 Curb Ramps, 2022 Silt Removal, and the 2583 Greta Storm Drain Repair project. Additionally, many projects are currently in construction including the 2022 Roadway Sealing, Verde/Luneta/Ramona/Broad Sewer Replacement, and the Santa Rosa at Monterey Intersection Improvements. Inspection staff continue to review and monitor private and public projects in construction including large developments such as San Luis Ranch and Avila Ranch. Additionally, the program has seen an increase in the overall CIP budget due to approval of Measure G20. This has greatly increased workload of existing staff and warranted the need for additional resources to fill staffing deficiencies. The program has one vacant full time engineer position, as well as one engineer working out of grade as a supervisor. To mitigate staffing shortages, several projects are being managed by outside consultant services to continue progress during design. Following a program assessment, 53 recommendations for process improvement and re-organization of the program structure were proposed and process improvement efforts continue, in addition to the recruitment of a Capital Improvement Plan Administrative Manager.

Transportation Planning & Engineering
The Transportation Planning & Engineering Program has continued progress with enhancing crosstown traffic circulation, including managing several large projects in construction, progressing with design of several upcoming capital projects, continued support for a continuous stream of private development-related projects, and ongoing implementation of the City’s Active Transportation Plan. Program highlights during the first half of the 2022-23 fiscal year include new protected bike lanes on Marsh and Higuera Street, neighborhood greenways on Cerro Romauldo and in the Laguna Lake Neighborhood, more than 40 new ADA curb ramps and pedestrian crossing enhancements as part of the 2022 Roadway Sealing Project. Construction of the Orcutt/Tank Farm Roundabout was also completed in early 2022-23 and staff has made significant progress with final design of several other projects expected to start construction in 2023, including: the North Chorro Neighborhood Greenway, Pedestrian Crossing Improvements (upgrades at 7 uncontrolled pedestrian crossings), Higuera Two-Way Left-Turn Lane Widening (Bridge to Elks), 2023 Paving Project (includes complete street improvements on Johnson, Santa Barbara, Monterey Street, and other locations), South/King Pedestrian Hybrid Beacon, and multiple traffic safety and neighborhood traffic management projects. Staff has also begun preliminary designs for complete street projects on the Higuera and Foothill corridors, including award of approximately $7M in grant funds for Higuera Street, with potential implementation of these projects in 2024.

Finally, staff has developed and adopted a permanent parklet program, with transition to permanent program policies and design requirements in progress.

While the program has made significant progress on many fronts and is fully staffed, the team is beginning to face challenges keeping up with project schedules and requests from community members due to unprecedented workload levels with several large capital projects in construction and design, a persistent stream of development-related responsibilities (from entitlement review, to infrastructure financing/development agreements, to improvement plan review, to in-field construction and traffic control support). The Program workload is likely to continue at this level with increases in funding from the passage of Measure G-20 and successful grant applications. As part of 2023-25 Financial Plan development, staff will need to clearly identify priorities and realistic expectations for progress on these numerous tasks in the coming work programs.

Budget Report Pg. 54

Public Works
Work Program Evaluation
Transit Operations and Maintenance
The Transit Program continues to operate as expected and ridership levels appear to be returning to pre-pandemic levels. Staff have recently negotiated with First Transit to extend the contract for one year. This will allow sufficient time and continuity for the new Transit Manager to prepare the request for proposals for the transit program. It is anticipated that costs may increase at a minimum of three (3) percent. Similarly, staff completed negotiations with Cal Poly for an amendment for the transit subsidy agreement. In addition, staff is working on the transition of the City’s diesel transit fleet to electric transit buses, with up to six (6) buses on order. Given the high cost of electric buses, the program will look to recently awarded grants funds to offset costs. Staff is working to deliver capital improvement projects which were deferred during the pandemic. Following the completion of the Transit Innovations Study, recommendations will be incorporated in the joint short range transit plan and will consider the goals of the City’s Climate Action Plan. Bus driver shortages throughout the industry continue to cause disruptions for the foreseeable future. The program received notice in the Fall of 2022 that the Federal Transit Administration will be conduction a tri-annual Audit, which is anticipated to occur during January and February. This will require a large amount of staff time for audit coordination and assistance.

Work Program Evaluation
Parking
Throughout the beginning of the fiscal year, Parking Services has been able to carry out many of its operations and programs that were limited over the past few years due to the COVID-19 Pandemic.

Parking has been successful in assisting with economic recovery efforts and in managing parking services for residents, business owners, and visitors. The program has restarted the replacement of single spot meters with multi-space pay-stations, as this effort was paused during the COVID-19 pandemic.

Substantial progress was made over the past few months related to the implementation of virtual permits for residential parking areas as well as the addition of mobile payment methods (mobile applications) where pay stations are located.

Parking continues to improve the customers’ experience by modernizing a 50-year-old operational system and equipment, to better suit the needs of the community. The use of existing equipment and staffing resources have been designed to meet the current needs of the community, while work is underway to implement gateless and limited contact parking operations in the structures and at metered spaces. Planned improvements for FY 2022-23 include the roll out of gateless parking operation in the 842 Palm Street parking structure, the groundbreaking on the Cultural Arts District Parking Structure, continued expansion of multi-space pay stations and credit card capable meters, expansion of paid parking in the Upper Monterey and Railroad Square areas, and the update to the Access and Parking Management Plan (APMP).

In effort to secure funding for the Cultural Arts District Parking Structure, the Parking Fund is leveraging all resources to secure a multi-million-dollar loan needed to fund construction. The program is actively working with iBank and private entities to secure funding. The Fund will also implement approved rate increases to ensure obligations are met beginning in Summer 2023.

Budget Report Pg. 55

Utilities Department
Utilities Department
Performance Measures
Objective33 Measure 2021-22 Actual 2022-23
Target
2022-23 Mid
Year
Manage Assets Responsibly &
Transparently
Strategic Goal: Public Stewardship
Grant and partnership
dollars to be obtained to
offset rates
$2,303,891 $1,395,000 $501,526
Minimize number of
Customers Shut-Off for
Nonpayment34
6935 <450 173
Average Infrastructure Asset
Age (years)36 20.87 19.92 20.95
Connecting the Community to High
Quality & Reliable Service
Strategic Goal: Public Service
# Unplanned Service
Interruptions37 84 0 35
# of Sewer Lateral
Replacements including
Offsets
135 100 44
Recycled Water Delivered
(AF) 277 325 146.81
Foster Leadership, productivity, and
opportunity for personal and
professional growth.

Strategic Goal: Workforce
% of New Hire Safety
Trainings Conducted
100% 100% 100%
Provide Coworkers and the
Community with Information &
Opportunities to Participate in
Decisions that Impact them
Strategic Goal: Communication
Public Outreach : # of
Communications with the
Community38
287 200 93
Work Program Evaluations
Water Administration/Engineering
Water Administration/Engineering includes administrative, planning, and engineering staff that work with operations staff to manage the City's drinking water program. The division is responsible for planning efforts to ensure distribution systems and water supplies can meet the needs of the present and future community. Major work efforts include implementation of the Groundwater Sustainability Plan, source water planning and acquisition, and workforce planning and development. Other work includes the transition from surface water permit to surface water license at Whale Rock and Salinas reservoirs, and the development and execution of large CIP projects at the City’s Water Treatment Plant and within the Water Distribution system, which are outlined in additional detail below.

Water Source of Supply
33 All performance data was pulled the week of 12/5/2022. This reflects about 43% of the fiscal year. As a result, some data is slightly skewed.
34 2021-22 is artificially low due to the Covid-19 shut-off moratorium. In 2018-2020 (a typical year), there were 533 shut-offs for non-payment.
35 2021-22 shut-offs are low because of a moratorium on utility shut-offs through December 31, 2022. 36 Average asset age from City fixed assets data. This should decrease each year as assets are replaced. 37 Includes water main and service line outages; and sanitary sewer overflows. 38 Includes Facebook posts, blog posts, email bulletins, groundbreaking event, quarterly project reports, the Resource, website news articles, and bill inserts.

Budget Report Pg. 56

Utilities Department
The Source of Supply budget within the Water Division funds programs related to the City’s surface water sources, groundwater, and recycled water. This budget is administered by staff at the Water Treatment Plant, Whale Rock Reservoir, Water Quality Lab, Water Resources, and Water Admin/Engineering sections. Approximately 97 percent of the Source of Supply budget is utilized to fund the delivery of raw water to the City’s Water Treatment Plant and to fund associated capital repairs and projects at the City’s three surface water reservoirs. Major source water CIP work efforts currently include a project to repair and replace drain lines under the Whale Rock Reservoir spillway, projects related to groundwater pumping expansion, and a project to decrease electrical use for pumping of recycled water.

Approximately 45 percent of the Source of Supply budget funds debt service for the Nacimiento Water Project, which has been critical in allowing the City to manage the current drought without requiring mandatory water conservation measures. Despite low precipitation to date, the City’s water supplies are currently sufficient to provide more than five years of water to the community, which allows the City to remain in the “Monitor” stage of its Water Shortage Contingency Plan.

Reservoir Operations
This three-member section is responsible for maintenance and operation of Whale Rock Reservoir, 18 miles of raw water pipeline, and two pump stations that deliver untreated water to the Water Treatment Plant. CIP projects are planned to maintain, replace, or upgrade infrastructure to meet the goals of source water quality and consistent water delivery. At the request of the Division of Safety of Dams (DSOD); Plans and Specifications for Spillway Underdrain Repairs have been produced and submitted for DSOD approval. Additionally, the Whale Rock Reservoir Emergency Action Plan received final regulatory approval from DSOD. Ongoing CIP aimed at maintaining infrastructure safety and reliability includes a project to replace roofing at the facility, the replacement of approximately 2,000 feet of fence-line around the reservoir, development of plans for repaving the road to the dam face and plans for draining and cleaning the spillway stilling basin, located at the bottom of the spillway, in preparation for a required inspection.

Water Treatment
Water Treatment is a 11-member team responsible for the operation and maintenance of the City’s drinking water plant. In the first half the current fiscal year, the water treatment plant has provided the City’s users and Cal Poly with over 2,504 acre-feet of safe, reliable, potable drinking water. The water treatment plant is now operating with state-of-the-art ozone disinfection equipment that was installed last year as part of the Water Energy Efficiency Project. To understand future equipment needs, the Utilities Department will soon release an RFP for a Water Treatment Plant infrastructure replacement strategy. The infrastructure replacement strategy will help the section understand equipment replacement needs, how changing regulations may require upgrades to the plant, and how water may be more effectively treated to meet regulatory standards while minimizing costs. Global supply chain issues and shortages of raw materials have been drastically impacting prices of chemicals used in the water treatment process for the recent years. These cost increase, alongside increases in electricity costs, have resulted in increased budgetary needs at the Water Treatment Plant that were addressed at budget supplement. While short-term budget needs are addressed, price volatility in goods like chemicals and electricity has created uncertainty in long range planning efforts.

Water Distribution
Water Distribution is a 12-person team responsible for the operation, maintenance, and expansion of the City’s Water Distribution system. This system of pipes, tanks, pumps, valves, meters, and hydrants transport water from the Water Treatment Plant throughout the City for fire protection and community use. In the first half of the fiscal year, the section took its largest treated water storage tank, Reservoir 2, offline for a week as part of research and planning for replacement of the tank’s cover, which is scheduled to occur in early 2024. While offline, the interior of the tank was inspected, and the community continued to receive water from other water tanks without interruption. Additionally, staff completed the replacement of approximately 600 feet of water main through CIP and another 1,700 feet of water main were installed to improve water quality in the southeastern part of the City. Staff also Budget Report Pg. 57

Utilities Department
worked with a consultant to update the hydraulic water model by performing fire flow tests at over 30 locations throughout the City. The crew repaired or replaced 22 service lines, repaired 4 water main leaks, performed 3,432 work orders related to establishing water service for new customers, flushed, maintained, or replaced 430 fire hydrants, exercised 933 isolation valves, replaced 141 aging water meters, and installed 203 new meters to support development.

Water Resources
Water Resources is a three-person team responsible for the development of local groundwater resources, expansion of the City’s use of Recycled Water, and implementation of the City’s Water Conservation programs. The team is also responsible for public outreach and communications regarding the City’s drinking water program, which includes radio advertising, social media outreach, and special event campaigns. The team recently completed a project to delineate and understand the concentrations and extent of PCE groundwater contamination in the basin. This study utilized approximately $2M in grant funding, with only ten percent required match from the City. Additionally, staff will soon launch water rebate programs designed to reduce potable water use in the City while utilizing $30,000 that was approved for rebate programs as part of the 2022-23 budget. Recycled water will be a priority in the upcoming year as the Department moves toward full utilization of the recycled water produced by the upgraded WRRF. This expansion of recycled water use will require additional resources, which will be requested as part of the 2023-25 Financial Plan.

Wastewater Administration/Engineering
The Wastewater Administration/Engineering program leads, evaluates, and provides guidance and direction for effective water resource management for the various wastewater programs. It provides strategic and long-term planning for environmental compliance, stormwater, water quality analysis and reporting, wastewater treatment and conveyance and recycled water production. Major work efforts of this section are currently centered around the upgrade and regulatory permitting of the Water Resource Recovery Facility (WRRF) SLO Water Plus project, public outreach and education, the sewer lateral rebate program, departmental asset management standardization, consolidating roles and responsibilities of the Citywide Stormwater Program, and completing water quality laboratory certification for environmental analysis and documentation.

Wastewater Collection
This nine-member program of the Utilities Department is responsible for the operation and on-going maintenance of the City’s wastewater collection system, with two staff members dedicated to the maintenance of the City’s storm drain systems. The lateral rebate program has provided financial assistance to homeowners who elect to replace their sewer lateral, providing rebates between $2,000 and $3,000. From 7/1/2022-12/1/2022, staff has replaced 39 sewer laterals, and given 34 lateral rebates.

The biggest accomplishment during this fiscal year was the start of the Calle Joaquin lift station project.

Staff are also gearing up for a two-year flow study, designed to update capacity-constrained portions of the system and to provide insight into capital improvement project prioritization for the next ten years.

These programs contribute to reduced inflow and infiltration into the wastewater collection system, meet regulatory requirements, protect human health, and preserve capacity.

Environmental Programs
Environmental Programs (EP) oversees Pretreatment Industrial Compliance for about 320 industrial users within the City, including six Significant Industrial Users (SIUs). The Program is also responsible for much of the City’s Stormwater Program and took over coordination duties from Administration in the Fall of 2020. This three-member program includes one Environmental Programs Manager and two Environmental Compliance Inspectors. EP staff transitioned its paper filing and reporting system to an electronic platform called Linko CTS this year, which tracks inspections performed for over 300 industries within San Luis Obispo. Utilizing this software protects the City from failing to meeting Pretreatment program data tracking requirements; enables staff to properly track, monitor and report to the Water Board; reduces labor costs by managing data efficiently; enables inspectors to conduct inspections using Budget Report Pg. 58

Utilities Department
mobile devices and submit results wirelessly; and helps protect the City from fines and additional overhead expenses.

While restaurants have always been inspected by Environmental Programs staff, this year staff enhanced the monitoring program by purchasing equipment to measure the amount of solids in grease traps and interceptors. This helps better track and enforce upon restaurants that allow Fats, Oils, and Grease (FOG) accumulation, which ultimately leads to blocking of private laterals and city sewer mains, increasing the risk of Sanitary Sewer Overflows (SSOs). This year, the City’s pretreatment program was audited as part of WWC’s Sanitary Sewer Management Plan, with great results. Auditors noted that both WWC and EP run one of the most comprehensive, compliant programs in the State.

Water Resource Recovery Facility
This 13-member section of the Utilities Department is responsible for the operations and maintenance of the City’s Water Resource Recovery Facility (WRRF), which treats all wastewater from the City, Airport, and University, and includes recycled water production. The WRRF accepted a research award for collaborative efforts with the State University of New York and California Polytechnic University, to support development of a nutrient recovery system.

The WRRF upgrade project, SLO Water Plus, the largest CIP project in the City’s history, has seen significant progress in most aspects of construction with two processes completed and placed into service (stormwater capture basin and emergency generator). The project is nearing completion of the first major milestone, Liquids Phase One, which includes water being treated through the new treatment train and being discharged to SLO Creek or the Recycled Water System. During construction, operations and maintenance staff have worked around construction and with the existing treatment train to convert nearly half a billion gallons of wastewater to safe, clean water. The SLO Water Plus project will be substantially completed by the end of calendar year 2023.

Utilities Revenue
Utilities Revenue is staffed with two full-time positions and provides support to 16,480 service connections. This includes billing, payment collection, past due processing, and customer service. The California Public Utilities Commission issued a moratorium suspending the disconnection for nonpayment and fees for late payment, which expired December 31, 2021. Since the expiration of this moratorium, the Utilities Revenue program has experienced an increased workload associated with an oversized delinquent account list. This has resulted in an increased number of shutoffs compared to fiscal years during the COVID-19 pandemic.

Water Quality Lab
The five-member Water Quality Laboratory (WQL) is an Environmental Laboratory Accreditation Program (ELAP) State Certified Laboratory which performs sampling and/or analyses in support of City services including wastewater, recycled water, groundwater, drinking water, San Luis Obispo Creek watershed, protecting public health and biosolids. The WQL operates under regulations ensuring compliance with Federal, State, local regulations, and ELAP. For the past six months, staff provided continued support of the WRRF Upgrade and corresponding NPDES permit negotiations. Staff also completed full adoption of new Environmental Laboratory Accreditation Program (ELAP) Standards.

Water Quality Lab staff also continue as ongoing partnership with the County and other health professionals in wastewater-based epidemiology to track and support general trends relating to the COVID-19 pandemic.

Solid Waste & Recycling
The Solid Waste and Recycling (SW&R) Program was created in July 2019 to ensure compliance with solid waste legislation such as Senate Bill 1383 and Assembly Bill 1826, manage the City’s SW&R collection franchise agreements, conduct public outreach, and work with external partners such as San Luis Garbage and the Integrated Waste Management Authority (IWMA). In November 2022, a SW&R Program Manager was hired to oversee the program and manage staff, budget, hauler rate increases, Budget Report Pg. 59

Utilities Department
and implementation of programs to comply with legislation. This position reports to the department’s Deputy Director of Wastewater. The program previously did not have a manager and tasks were being completed by two SW&R Coordinators (one permanent full-time and one contract part-time) with additional assistance from administrative staff. The permanent coordinator position is currently vacant and the job description is being adjusted to better reflect division of duties with the staffing changes.

Recruitment is expected to begin in early 2023. In the last six months, the program has developed and fully implemented a Mandatory Commercial Organics Recycling plan to demonstrate full compliance with AB 1826 in partnership with IWMA, rolled out organics recycling at over 12 City facilities, completed a draft Lead by Example Zero Waste Plan, actively supported IWMA in the development of SB1383 compliance programs, and continued to serve as the liaison to the community and the City Council for questions regarding SW&R. Additionally, staff facilitated the collection of 381 illegally dumped bulky items since the beginning of the fiscal year.

Stormwater
The Stormwater program is an interdepartmental approach to meeting the stormwater requirements outlined by the State Water Resources Control Board (SWRCB). Staff from Utilities, Public Works, Community Development, and the Sustainability and Natural Resources Official in Administration departments all contribute to the underlying goal of protecting water quality and meeting regulatory standards. Stormwater uses interventions like Low Impact Development infrastructure (LID), groundwater infiltration and recharge, community education, regulatory compliance, construction site management, and clean up and abatement of illicit discharges to protect water quality. Additionally, these programs are responsible for annual reporting on water quality. Two noteworthy projects include the Stormwater Outfall Project the Pathogen TMDL project. Environmental Programs (EP) performs annual monitoring for illicit discharges for stormwater outfalls throughout the City. None of these outfalls are marked, which makes it difficult for staff to find them. This year, EP, WWC, and Lab staff marked over 100 outfalls within the City for the Stormwater Outfall Project. The Pathogen TMDL Project is a project that monitors levels of human-sourced fecal indicators in SLO Creek, which has been ongoing for the last 17 years. After three years of enhanced monitoring, we have found that the bulk of bacteria in SLO Creek are not from human sources.

Safety
The Safety Program is currently comprised of a Safety Manager, who reports to the Risk Manager in the Human Resources Department. The Safety Manager performs a variety of technical and professional duties in the implementation and coordination of the occupational safety programs and safety-related training for the Utilities Department.

Since August the Safety Manager has visited each Utilities site multiple times, performed over a dozen risk assessments via job shadowing and discussed any findings with relevant managers and supervisors.

Currently, the Confined Space Program, the Respiratory Protection, the PPE: Foot Protection Policy and the process for identifying and sending employees for medical evaluations are under review and moving toward completion by the end of the year. Initial introductions to each section of Utilities have been concluded and an overall risk assessment is being produced. Safety trainings are being scheduled and new and refreshed training materials are being sent out. As well, discussions around “safety orientations” specifically for interns have begun. The Safety Manager has a standing meeting with the Safety Manager for PCL construction (WRRF Project) to discuss any issues in that construction area. A “crew meetings” calendar is being developed which will set the Safety Manager’s participation for crew check-ins on a regular basis. In 2023, the Safety Manager will focus on the Utilities Department’s Energy Control Plan/Lock-out/Tag-Out. Finally, initial discussions regarding the use of CityWorks as a viable tool for tracking Citywide safety incidents and assets have begun.

Budget Report Pg. 60

Section E: Capital Improvement Plan Updates
ID
#
Fund Project Current Status
Total Budget
(through FY
2022-23)
Approximate
Project Budget
Expended or
Committed
(as of
12/20/22)
Estimated
Construction
Completion Date
Additional Comments
1 General 2583 Greta Storm Drain Repair Complete $ 128,428 $ 128,428 Complete 2 General Area 6 and 7 Curb Ramps Complete $ 1,000,000 $ 880,783 Complete 3 General Silt Removal 2022 Complete $ 405,829 $ 291,515 Complete 4 Transit 40 Prado Bus Shelter Relocation Complete $ 105,000 $ 75,061 Complete 5 General Fire Station 2 Bathroom
Remodel
Complete $ 83,500 $ 82,419 Complete
6 General Tank Farm Road and Orcutt
Roundabout
Complete $ 5,502,486 $ 5,289,631 Complete
7 General SLO Creek at Pismo/Johnson
Emergency Repair
Complete $ 577,272 $ 437,073 Complete
8 General
Fire Station 1 Administration
and Fleet Maintenance Roofing
Replacement
Complete $ 671,919 $ 549,276 Complete
9 Water Groundwater Contamination
Characterization Project
Construction
Ongoing
$ 5,320,593 $ 2,083,974 Q3 FY 22-23 Includes SWRCB Grant Funds. 10 Sewer Calle Joaquin Lift Station
Replacement
Construction
Ongoing
$ 9,225,565 $ 6,552,344 Q1 FY 23-24
11 Sewer Wastewater Resource Recovery
Facility Upgrade
Construction
Ongoing
$ 143,376,754 $ 121,238,557 Q2 FY 23-24
12 Sewer Verde/Luneta/Ramona/Broad
Sewer Replacement
Construction
Ongoing
$ 2,392,000 $ 2,026,702 Q3 FY 22-23
13 General 2022 Roadway Sealing Construction
Ongoing
$ 5,550,000 $ 5,087,519 Q3 FY 22-23
14 General
Santa Rosa at Montery
Intersection Improvements
Construction
Ongoing $ 1,067,084 $ 920,102 Q3 FY 22-23
Project in suspension until January
2023, due to material delays.
15 General City Hall Meeting Room Tenant
Improvements
Construction
Ongoing
$ 420,000 $ 350,967 Q3 FY 22-23
16 General Walnut and Morro Strom Drain
Repair
Construcion
Ongoing
$ 199,000 $ 163,214 Q3 FY 22-23
17 General Parks and Recreation Office
Rehabilitation
Construction
Ongoing
$ 605,000 $ 605,000 Q4 FY 22-23
Construction is substantially
completed, with staff occupying the
offices. Project will be complete
once delayed furniture and other
materials are recieved.
18 Parking
Cultural Arts District Parking
Structure Phase 1A - Dry Utility
Undergrounding and Phase 1B -
Site Preparation
Construction /
Advertising
Phase
$ 9,778,889 $ 2,261,026 Q3 FY 22-23
Budget reflects expenditures to date
on entire project. Only Phase 1A
(Utility Relocation) is in the
Construction Phase. Phase 1B (Site
Demolition) is in the Advertising
Phase
19 General Railroad Safety Trail Fencing Award Phase $ 350,000 $ 226,780 Q3 FY 22-23 20 Water
Water Treatment Plant
Generator Improvement Project
at Facility 98
Award Phase $ 6,489,425 $ 1,472,887 Q4 FY 23-24
21 Parking 842 Palm Parking Structure
Gateless Entry
Advertising
Phase
$ 175,000 $ 37,894 Q3 FY 22-23
22 Transit Transit Facility Electric Vehicle
Charging Infrastructure
Advertising
Phase
$ 1,059,183 $ 243,606 Q2 FY 24-25
23 General
North Chorro Neighborhood
Greenway
Advertising
Phase $ 5,308,455 $ 1,176,773 Q4 FY 22-23
This project was previously known as
the 'Anholm Greenway'.
24 General
Tank Farm and Orcutt
Roundabout Off-site Mitigation
Planting
Advertising
Phase $ 65,000 $ - Q3 FY 22-23
Project scheduled for construction
March 2023 with 10 working days.
25 General 2022 Pedestrian Crossing
Improvements
Advertising
Phase
841,644 $ 62,735 Q2 FY 23-24
Completed & Ongoing Construction Capital Projects (July 1, 2022 - December 31, 2022) Budget Report Pg. 61

ID
#
Fund Project Current Status
Total Budget
(through FY
2022-23)
Approximate
Project Budget
Expended
(as of
12/20/22)
Estimated
Construction
Start Date
Additional Comments
1 General Cheng Park Revitalization Design Phase $ 500,000 $ 56,300 Q4 FY 22-23 2 General North Broad Street
Neighborhood Park
Design Phase $ 958,000 $ 179,260 Q4 FY 22-23
3 General Mission Plaza Restrooms and
Kiosk Cafe
Design Phase $ 1,484,825 $ 460,724 Q2 FY 23-24
4 Parking
Cultural Arts District Parking
Structure Phase 2 Design Phase $ 9,778,889 $ 2,261,026 Q2 FY 23-24 Budget reflects expenditures to date
on project phases. Phase 2 of the
project is currently in the Design
Phase.
5 General
Water Mid-Higuera Bypass Design Phase $ 910,200 $ 796,846 Q3 FY 23-24 The majority of the project is funded with County Zone 9 funding. 6 General
Prado Road Bridge and Road
Widening Design Phase $ 7,281,563 $ 2,177,151 Q1 FY 24-25 Completion of CEQA document.

Pursuing permit packages, 60% plans
7 General California and Taft Roundabout Design Phase $ 450,085 $ 275,672 Q2 FY 24-25 Right of way acquisition has delayed
this project. Due to delays, funding
for this project was reduced to pay
for the 2022 Roadway Sealing project
which came in signficantly over
budget. This project is planned to be
re-funded in the 2023-25 Financial
Plan.
8 General Prado Road Interchange
Project
Approval/Env.

Document
Phase (PAED)
$ 4,225,520 $ 1,328,773 Q2 FY 25-26
Alternative analysis and
environmental document. Pursuing
advertisement of CEQA document
and final project report
9 General Public Safety Center Planning and
Entitlements
$ 190,685 $ 187,945 Q2 FY 25-26
Status of Major and Legacy Projects in Design
Budget Report Pg. 62

On track
MCG Task Completion Date
1 ERR a. Establish a process for the City to recognize and promote Minority‐owned businesses. FY23 Q2 2 ERR
b. Implement protocols within the City’s Office of Economic Development to reach out to existing and new Minority‐owned/operated businesses to learn of their experiences operating in SLO, and to identify ways the City can be of support.

FY23 Q2
3 ERR c. Evaluate and potentially establish a City Leadership/Chamber of Commerce / Minority Business Owners’ roundtable. FY23 Q4
4 ERR
d. Research, explore and potentially utilize innovative practices such as micro‐loans, targeted‐ sector recruiting and promotion, City facilitated lending, grants, private support and crowdfunding to support businesses owned by or serving underserved/underrepresented communities. The City will also leverage its partner network, including the Chamber, Downtown SLO, REACH and others to support the DEI initiatives as they relate to economic development including creation, retention and attraction efforts. EXPENSE IS LISTED IN DEI FY23 Q4
5 ERR e. Update and maintain a listing of resources for BIPOC, LGBTQ+ and other underserved communities on the City's Doing Business section of the website. Ongoing 6 ERR
f. Hire a consultant, support legal review, and establish an internal working group and hire a consultant to research methods to support local contractors, local vendors, and labor through workforce agreements, local purchasing requirements, alternative project delivery methods and other options to support local businesses and employees. The Community Services Group will be leading this effort.

Ongoing
7 ERR g. Develop and implement a scorecard to track visitation to key areas of the City, employment, DEI economic efforts and other relevant economic indicators. FY23 Q3 8 ERR h. Update the City's Economic Development Strategic plan FY23 Q4 9 ERR i. Review the Economic Development program structure based on the outcome of the EDSP update.  FY23 Q4
10 ERR j. Ensure adequate temporary and flex resources available to develop and execute required initiatives.  Ongoing
11 12 ERR
a‐1. Set aside funding for activations, promotions and  programs like "Light Up Downtown", "Buy Local Bonus", Shop local to aid in the recovery from the impacts of COVID‐19  through out the City and including downtown.

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

Ongoing
15 ERR a‐4. Work with REACH and other partners to offset the loss of the Diablo Canyon Nuclear Power plant through business attraction, H‐o‐ H job creation and other relevant efforts.  Ongoing 16 ERR a‐5. Evaluate the continuation and/or modification of the Open SLO program Fitness in the Parks. Complete 17 ERR a‐6. Review transitioning the Business Ambassador program from a COVID response action to an ongoing program with an available hotline as well as an online form option. Complete MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation Task delayed or potential setbacks with workable solutions Problems emerged with no solution yet
F: Major City Goal (MCG) Update
The following table provides an update on all ongoing Major City Goal tasks and all tasks that were scheduled for completion in FY 2022‐23. The completion date is the originally scheduled completion date unless otherwise noted. The status of each task (far right column) is based on the following scale:

1.2 Business Support

1.1 For all members of the Community
Budget Report Pg. 63

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 18 ERR a‐7. Continue to promote the City to tourists, visitors and locals through the efforts of the TBID and the PCC.  Ongoing
19 ERR a‐8. Provide childcare programming to the community to enable residents to work and fuel the local economy. Ongoing
20 ERR b‐1. Continue to implement the TIPP‐FAST program to fast track tenant improvement permits and support business recovery. Incorporate subsidies into program when funding is available. Complete 21 ERR
b‐3. Develop a streamlined and easy to understand process for businesses to allow activities encouraged by Open SLO, and other programs implemented in response to Covid‐19, to continue ‐ especially in relation to outdoor dining.

Complete
22 ERR
b‐4. Improve efficiency and transparency in the permitting process through implementation of paperless permitting, performance management reporting, and enhanced customer transparency tools.

FY23 Q4
23 ERR
b‐5. Review and establish policies as required to support broadband to the home to take advantage of the opportunities to work from home to support the Climate Action Plan and Quality of life.

Ongoing
24 ERR b‐6. Staff Resources to improve permitting efficiency and support development services program capacity Ongoing
25 ERR
c‐1. Ensure the business community is updated and aware of major City  projects (CIP and others) that will impact their operations.  Coordinate with business adjusting working hours and construction impacts to reduce impacts.

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

Complete
41 ERR
b‐2. Part 2: Update the Zoning Regulations to allow for more flexible administration of allowed uses, especially downtown, to support desired pop‐up, shared‐resource and new business model approaches to facilitate business opportunities in the community.

Complete
42 ERR c‐1. Support Arts and Culture in the downtown while ensuring appropriate efforts are made to support DEI through available programs. Ongoing

1.3 Arts and Culture Support

1.4 Downtown Vitality
Budget Report Pg. 64

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 43 ERR c‐2. Support the recovery of Arts and Cultural activities by working with new and existing community partners. Ongoing
44 ERR c‐3. Activation of public spaces in downtown through events and programming such as pop up activities and temporary public art that celebrates the proliferation of public art. Ongoing 45 ERR c‐4. Explore options of creative placemaking and temporary public art in the downtown i.e. adjacent to Bubblegum Alley and Rose Alley. Ongoing
46 ERR c‐5. Support creation and partnership of a Downtown Mural Program with Downtown SLO and SLOMA. Ongoing
47 ERR d‐1. Develop and present a long‐term plan for the initiatives started under the Open SLO like parklets and street closures in the downtown.  Complete 48 ERR d‐2. Replace the existing Mission Plaza Restrooms in compliance with Mission Plaza Concept Plan and Council Direction. Ongoing
49 ERR d‐3. Construct the new Palm/Nipomo structure in coordination with SLO REP theatre. Ongoing 50 ERR d‐4. Continue with the City banner program. Ongoing 51 ERR d‐5. Establish and implement a plan to make the Zig Zag lights permanent in the current locations as well as other locations in the downtown. Complete
52 ERR
d‐6. Ensure the downtown business community is updated and aware of major City  projects (CIP and others) that will impact their operations and set aside funding to minimize the impacts where possible.

Ongoing
53 ERR d‐7. Investigate opportunities to develop a Downtown Wi‐Fi Mesh. Ongoing 54 ERR d‐8. Expansion to gateless parking structure to improve the customer access and experience when visiting downtown. FY23 Q4
55 ERR d‐9. Assist with the continuation of Open SLO parklets and courtesy curbside pick up locations Complete 56 ERR d‐10. Expansion of enforcement to ensure on‐street, off‐street, and residential compliance and safety and to improve overnight safety in the parking structures Ongoing 57 ERR d‐11. Expansion of maintenance to ensure parking structures and adjoining areas remain safe, clean and orderly (see above for fiscal impact) Complete 58 ERR d‐12. Parking structure maintenance at 842 Palm, 871 Palm, and 919 Palm. Ongoing 59 ERR d‐13. City Hall lighting FY 23‐24 (next
Financial Plan)
60 ERR e‐1. Continue to support the Downtown SLO programs like Clean & Safe, the Ambassadors and homelessness support.  Ongoing
61 ERR e‐2. Continue to enhance downtown cleanliness through daily sidewalk scrubbing, street sweeping and trash clean up and the improvement of the existing creek walk. Ongoing 62 ERR e‐3. Continue to provide public safety presence in the downtown. Includes costs of Downtown Bike Patrol, Sergeant, and Officers) Ongoing
63 ERR
e‐4. The Police department will develop an educational program, which will include in‐person presentations for business owners (including visitor serving) to know how to deal with situations requiring public safety support.  Costs are associated with materials.

Ongoing
64 ERR
e‐5. Develop a CAT staffing plan with a second social worker, to ensure public safety and social service resources in both the downtown and creek area.  FUNDING LISTED IN HOMELESSNESS MCG
Ongoing
65 ERR e‐6. Evaluate a plan to reestablish a downtown sub station for public safety. (Potential of adding to Mission Plaza Project) n/a
66 ERR e‐7. Track hours worked (regular and overtime hours) by the downtown sergeant and downtown officers and tracking crime statistics. Ongoing
67 ERR e‐8. Downtown safety enhancements ‐ bollards  Complete 68 ERR e‐9. Mission Plaza Railing Replacement Complete
69 70 ERR
a. Practicing fiscal responsibility: The City will continue to focus fiscal sustainability through all work efforts, programs, and the required budget appropriations. It will review its revenue sources ongoingly and maximize collection and return on its investments.

Ongoing

1.5 Practicing fiscal responsibility
Budget Report Pg. 65

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 71 ERR
b. Staff Resources: Continued enhancements to the Oracle Cloud system through the MOTION program to increase efficiencies and overall effectiveness of the system. Additionally help maintain the City's accounting and financial information.

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

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

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

Complete
81 ERR c. Administrative Costs to Support Investment in CIP (Office modifications, Interns) Ongoing 82 83 DEI a. Design DEI Administration, Function, and Operations of the Office Complete 84 DEI b. Develop DEI Base Operating Budget Complete
85 DEI c. Identify and secure office space (2000/mo @ 7 mos Y1, 12 mos Y2) Complete 86 DEI d. Develop positions; Hire Staff Complete
87 DEI e. Hire Diversity position ‐ 1.0 FTE Complete
88 DEI g. Hire CivicSparks Fellow ‐ Y2 ‐ .75 FTE Complete 89 DEI h. Hire Interns ‐ Cal Poly, Cuesta, community candidates ‐ .25 FTE  ‐ 2 positions Y1 @ midyear / 2 ‐ Y2, full year  FY23 Q2
90 DEI i. Consultant ‐ DEI SME ‐ 360 total hours FY23 Q4 91 DEI
j.Create and establish formal and informal activities, outreach, programs, policies, structures to advance equity and inclusion, cultural and systemic anti‐racism, and cultural competence in the organization and community, and support underrepresented communities Ongoing
92 DEI k.Implementation of prioritized activities – internal and community‐based Ongoing 93 DEI l. Support DEI efforts throughout each department Ongoing 94 DEI m. Coordinate activities of the DEI Employee Committee Ongoing 95 DEI n. Community‐based outreach, education, programming Ongoing

1.6 Paying down unfunded pension liabilities

1.7 Investing in critical infrastructure

2.1 Establish Office of DEI
Budget Report Pg. 66

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 96 DEI o. DEI High Impact and GIA grant administration and management  Ongoing 97 DEI p. Cal Poly & Cuesta collaborations Ongoing
98 DEI q. Support the HRC  Ongoing
99 100 DEI a. Conduct needs, priority, and resource assessments. Create comprehensive DEI initiatives and programming for the organization and community.  FY23 Q4 101 DEI b. Utilize DEI Task Force Recommendations, Internal D&E Audit as foundation; Cal Poly Experience report and other documents as reference and for benchmarking Complete 102 DEI c. Present comprehensive plan to City Council for Adoption FY23 Q4 103 DEI d. Create project designs and implementation plans. Identify applicable qualitative and quantitative metrics to measure impact of DEI projects and overall DEI program FY23 Q4 104 DEI e. Begin implementation of prioritized programs and projects; scoped as resources allow. To be determined through Strategic Planning process. Ongoing
105
106 DEI a.Improve DEI‐Focused Recruitment, Screening, Hiring Practices Ongoing 107 DEI
b. Improve DEI‐focused language in job descriptions, announcements and other recruitment materials. Identify gaps and opportunities to increase inclusivity in materials.  ‐ supported by consultant, 2.1.4.g
Complete
108 DEI c. Provide DEI‐focused screening and interviewing training to personnel and panels ‐ supported by consultant, 2.1.4.g Ongoing
109 DEI d. Implement applicable recommendations from Internal Audit, as well as other industry best practices. Continue to ensure final selection guidelines are consistent with DEI best practices Ongoing 110 DEI e. Conduct Pay Equity Audit  Complete
111 DEI f. Examine Policies and Programs to Support for Primary Caretakers Complete 112 DEI g. Review, evaluate and implement findings of SLO County Child Care Study (First 5’s analysis) of childcare for working families, as applicable; 22‐23 Supplemental Plan as resources permit. Ongoing 113 DEI h. Continue communicating  childcare options and resources for City employees; additional to First 5 findings. Explore flex schedules, job share, remote options, etc. Ongoing 114 DEI i. Expanded Recruitment Services Expenses to Augment HR Ongoing 115 DEI j. Fire: Recruit Academy Support and Intern Program ‐ enhance DEI recruitment efforts Ongoing 116
117 DEI a. Develop and Adopt Diversity Statement for the Organization FY23 Q2 118 DEI b. Assist Departments in infusing DEI into their programs, policies, and practices in relevant and practical ways Ongoing
119 DEI c. . Further develop purpose, role, activities and enhance impact  of DEI Employee Committee – (e.g. ERGs, cultural celebrations, activity budget, speakers, self‐study materials, public web pages) Ongoing 120 DEI d. Grant equal standing and priority to the tasks and responsibilities periodically assigned to DEI committee members as is given to their other duties  Ongoing 121 DEI e. DEI‐related Staff Development / Training Ongoing 122 DEI f. Implement a DEI module in new hire onboarding  Ongoing 123 DEI g. Provide training and other learning opportunities for all levels. E.g. inclusive leadership, cultural competency, assessments, speakers, self‐study, etc.  Ongoing 124 DEI h. Continue Clarity Collective training as foundation training ‐ ASSIGNED / RESOURCED TO HR Ongoing 125 DEI i. Training for Council, Commission, Advisory Board – tailored for roles, Brown Act, etc. Ongoing 126 DEI j. Complete a planning study for gender‐inclusive restroom and sleeping facilities for Fire Stations 3 and 4. Proceed with design work pending results of study. FY23 Q4 127
128 DEI a. Implement After Action Report recommendations Complete 129 DEI b. Review and implement Governor’s recommendations regarding protests when issued Ongoing

2.2 Develop & Implement DEI Strategic Plan

2.5 Community‐based Policing and Restorative Practices

2.4 Inclusive & Equitable Workplace

2.3 Workforce Recruitment & Retention
Budget Report Pg. 67

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 130 DEI
c. Implement federal government changes in law enforcement.  Implement RIPA Spillman Module: the Racial and Identity Profiling Act (RIPA) was formed as part of AB953.  California law enforcement agencies will be required to collect data for stops made by law enforcement personnel.  Annual reporting to DOJ is a requirement.

Ongoing
131 DEI d. Review new Police Station building program and budget for opportunities to reduce costs to preserve resources for community service investments  Complete 132
133 DEI a. Solidify relationships and collaborations Ongoing 134 DEI b. CP Office of University Diversity and Inclusion (OUDI) and City DEI Office/City Manager Leadership quarterly planning meetings Ongoing
135 DEI
c. Host City / Cal Poly Office of Student Diversity & Belonging quarterly roundtable (City  & CP leadership, DEI committee, HRC, Cal Poly students, DEI leaders, etc.) ‐ re community / student experience, relationship‐building
Ongoing
136 DEI d. Utilize Faculty Fellow assigned to Office of DEI in partnership with CP OUDI to research best practices, grants for internships, programs, outreach, innovative practices, etc. Ongoing 137 DEI e. Explore opportunities and build collaborations with Cuesta College Ongoing 138 DEI f. Provide City facilities as available to campus DEI programs delivered to and in the community Ongoing 139 DEI g.Utilize interns from Cal Poly and Cuesta within the Office of DEI Ongoing 140
141 DEI a.High Impact DEI Grants Ongoing
142 DEI b. GIA Grants Ongoing
143 DEI c. HRC Operating Budget for enhanced presence, advocacy, community building, etc. (such as awareness campaigns, access/fairness efforts, citizen award, etc.). Activities TBD Ongoing 144 DEI e. Support feasibility study for Multicultural Center; provide City liaison/staff support FY23 Q4 145 DEI f. Contribute to planning / feasibility study FY23 Q4 146 DEI g. Update City's formal Public Engagement & Noticing (PEN) procedures as well as other public outreach, input efforts to increase diverse participation. Develop tactics and cost to implement FY23 Q2 147 DEI h. City 101 / Community Academy to increase understanding / access / participation in City government Ongoing
148 DEI
i. City 101 – first stage, short program, easy access/commitment. Overview of City, how to access, ways to be involved. Extensive outreach to Underrepresented minorities, community‐ based sessions. Design, pilot Y1
Complete
149 DEI j. Community Academy – second stage, longer program. Partner with Chamber, others. Test demand, develop. Pilot Y2 FY23 Q4
150 DEI k. Develop “Undocu‐Friendly” logo for City documents, as allowable by law (cost of internal resources) FY23 Q4
151 DEI l. BIPOC youth artists' public art project. Feature work that provides a fuller representation of all communities. Artists are stipended. Pilot in Y2 ‐  ASSIGNED & RESOURCED TO P&R Ongoing 152 DEI m. Park major maintenance and repairs specific to Cheng Park improvements and Mission Plaza railing improvements.  FY23 Q3
153 DEI n. Parks Major Maintenance ‐ ADA Transition Plan Implementation Ongoing 154
155 DEI a. Trainings, workshops, speakers, forums, townhalls, listening sessions, outreach, etc. for youth, marginalized communities and community‐at‐large [in addition to CP's programming] Ongoing 156 DEI b. Utilize proven providers rather than City develop program. City serves as coordinator, sponsor, convener, etc.  Ongoing
157 DEI c. Determined by interest, guidance by BIPOC, other URMs, DEI committee, HRC + public input, etc.  Ongoing
158

2.8 Community Education & Programming

2.7 Access, Inclusion, Support for Underrepresented Communities

2.6 Cal Poly & Cuesta Partnerships

2.9 Support & Attract Minority‐Owned Businesses
Budget Report Pg. 68

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 159 DEI a.Establish a process for the City to recognize and promote Minority‐owned businesses FY23 Q2 160 DEI
b.Implement protocols within the City’s Office of Economic Development to reach out to all existing and new Minority‐owned/operated businesses to learn of their experiences operating in SLO, and to identify ways the City can be of support.

FY23 Q2
161 DEI c.Establish a City Leadership/Chamber of Commerce / Minority Business Owners’ roundtable. FY23 Q4 162 DEI
d. Research, explore and potentially utilize innovative practices such as micro‐loans, targeted‐ sector recruiting and promotion, City‐facilitated lending, grants, private support and crowdfunding to support underserved/underrepresented communities. Leverage City's partner network, including the Chamber, Downtown SLO, REACH and others to support the DEI initiatives as they relate to economic development including creation, retention and attraction efforts.

FY23 Q4
163 DEI e. Update and maintain a listing of resources for BIPOC, LGBTQ+ and other underserved communities on the City's Doing Business section of the website. Ongoing 164
165 HH a. Inclusionary Housing Ordinance (HE programs 2.13 & 4.6) FY23 Q2 166 HH b. Flexible Density Program (HE Program 2.15) FY23 Q3 167 HH c. Develop Objective Design Standards & Update Development Review Process (HE 6.22 & 6.23) Complete 168 HH d. Zoning Regulations Update ‐ Housing (HE 5.5, 8.18, 8.23, 2.17 and AB 2345) Complete 169 HH e. Subdivision Regulations Update (HE 6.20) FY23 Q4 170 HH f. Missing Middle Housing (HE 5.4) FY23 Q2
171 HH g. Additional Housing Element Program Implementation (HE 2.16, 2.18, 3.10, 4.7 & 4.8) FY23 Q2 172 HH h. Regional Coordination (HE Chapter 4) Ongoing
173 HH i. Housing Element Program Implementation (Chapter 3)  Ongoing 174 HH
j. Construct Prado Road Creek Bridge Replacement & S. Higuera/Prado Road intersection reconstruction, adding protected bicycle lanes, sidewalks and a bicycle protected intersection, as recommended in the Active Transportation Plan.

FY 23‐24 (next
Financial Plan)
175 HH
k. Complete construction of the Prado Road Interchange project, providing more efficient connectivity for motor vehicles and transit service (reducing VMT), and providing physically‐ separated facilities for bicycles and pedestrians, as recommended in the Active Transportation Plan.

FY 24‐25 (next
Financial Plan)
176 HH l. Development related park improvements specific to Laguna Lake and Orcutt Area.  FY23 Q4 177 HH m. CDD Fleet Replacement Ongoing
178
179 HH a. Development review project referrals Ongoing
180
181 HH a. Inventory Management; Monitoring; Escrow services; Homebuyer & rental services; BEGIN/FTHB Ongoing
182
183 HH a. CDBG Program Administration Ongoing
184 HH b. GIA Progarm Administration Ongoing
185 HH c. Affordable Housing Fund Administration Ongoing 186 HH d. Grant research; applications; coordination Ongoing 187
188 HH a. Reports, Community meetings, presentations (does not include time associated with tasks identified herein) Ongoing
189 HH b. HRC liasion Ongoing
190
191 HH a. Coordination of staff from various City departments (Public Works, Parks and Recreation, Police, Fire, Administration) focused on addressing issues associated with homelessness. Ongoing 192 HH
b. Develop a Strategic Plan to guide a sustained effort of engagement by regional partners, non‐ profit partners, and community members to identify and implement coordinated solutions to chronic homelessness.

FY23 Q3

3.2 Implement Inclusionary Housing Ordinance

3.1 Implement Housing Element

3.6 Homelessness Team Coordination

3.5 Advisory Body & Council meetings & support

3.4 Financial Management

3.3 Below Market Rate Portfolio Management
Budget Report Pg. 69

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 193 HH
c. Maintain and update informational resources, such as the City's Homelessness Solutions web page, about City actions to help the unhoused population, and the scope of services provided to address the challenges of homelessness by the County, State, City, and regional partners.

Ongoing
194 HH
d. Work to prevent homelessness through a Safe Housing Outreach and Education Program that will provide, among other duties, information about rental assistance programs, eviction protection programs, and new housing opportunities.

Ongoing
195 HH e. Pursue a coordinated lobbying strategy to motivate action at the State and regional level, and research and secure additional sources of funding to address local challenges. Ongoing 196 HH f. Housing and Homelessness City Staff Ongoing
197
198 HH a. Environmental clean‐ups in creek and open space areas associated with abandoned personal property and trash (Parks & Rec) Ongoing
199 HH b. Environmental clean‐ups in creek and open space areas associated with abandoned personal property and trash (Parks & Rec) Ongoing
200 HH c. Environmental clean‐ups in City Parks and public spaces associated with abandoned personal property and trash (Public Works) Ongoing
201 HH d. Environmental clean‐ups in City Parks and public spaces associated with abandoned personal property and trash (Public Works) Ongoing
202
203 HH a. Active participation and respresentation of the City in the County's regional strategic planning efforts to develop regional solutions to chronic homelessness.  Ongoing 204 HH b. Attend HSOC & PACT meetings, support City seat on the Commission, and report status of agenda items back to staff Ongoing
205 HH
c. Support the Housing Policy and Program section and the Office of Diversity, Equity and Inclusion on homelessness related funding opportunities, such as CDBG, GIA, DEI, and other sources.

Ongoing
206
207 HH a. Expand the current Community Action Team by adding an additional social worker position. Ongoing 208 HH
b. Continue to provide public safety services by utilizing the Community Action Team; includes two officers and a social worker.   (Costs include existing social worker position, but funding for the position is provided by the County).

Ongoing
209 HH c. Continue to provide public safety services by utilizing the downtown bike team. Ongoing 210
211 HH a. Pair a crisis worker with an Emergency Medical Technician (EMT) to provide non‐emergency response and care to unhoused community members.  Complete 212 HH b. Implement the program with the goals of reducing emergency dispatch of paramedics and law enforcement to community members who need non‐emergency support.  Ongoing 213 HH c. Engage with the County of San Luis Obispo in the implementation of the pilot program so that if it is successful it can be scaled up and replicated across the region. Ongoing 214
215 HH a. Support non‐profit partners in pursuing funding resources, such as CARES Act and Project Homekey grants. Ongoing
216 HH b. Support a 25% expansion of the number of beds at the 40 Prado Homeless Services Center. Complete 217 HH c. Continue to expand Safe Parking opportunities and support coordinated regional efforts for Safe Parking, transitional housing, and other shelter resources. Ongoing 218 HH d. Ongoing General Fund support to CAPSLO for 40 Prado (includes safe parking, warming center, operational support) Ongoing
219 HH e. Bus Token in‐kind program to CAPSLO  Ongoing
220 HH f. General Fund low income utility subsidies Ongoing 221 HH g. Federal CDBG Grant for social services (Provided to CAPSLO to help fund Homeless Services Center operations) Ongoing

3.11 Non‐Profit Partner Support

3.10 Mobile Crisis Unit Pilot Program

3.9 Community Action Team Resources

3.8 Regional Engagement and Grant Management

3.7 Environmental Protection and Water Quality
Budget Report Pg. 70

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 222
223 CA
a. To ensure consistent maintenance and adequate oversight of City Open Space lands, add one net new Ranger Maintenance Worker to maintain level of service standards following recent Open Space acquisitions.  The City's level of service standard for Open Space is 1 Ranger per 1,000 acres.

Complete
224 CA b. To address Ranger Services staffing, recruitment, and retention, convert 5 Ranger Specialist positions (currently limited benefit temporary) to full‐time regular permanent positions.  Complete 225 CA
c. Create a limited term Sustainability & Natural Resources Analyst position to support open space conservation planning, implement Climate Action Plan actions that were established for 2021‐23 on time, and support the completion of the Resilient SLO climate adaptation work effort.

Ongoing
226 CA
d. Restore the Sustainability & Natural Resources Intern position to support open space administration and planning efforts and climate action plan implementation efforts, including completion of the Community Forest Master Plan.

Ongoing
227 CA e. Hire a CivicSpark Fellow for one year to initiate, complete, and begin implementing a municipal solid waste reduction initiative. Ongoing
228 CA f. Continue grant writing consulting support to ensure focused and competitive proposals for state, federal, and private grants.  Ongoing
229 CA h. Orient the Green Team to support "Lead by Example" implementation, "Resilient SLO" implementation, and all‐staff educational efforts. Ongoing 230 CA i. Continue SLO Climate Coalition support to provide a resource for community members to participate in climate action initiatives and build overall community capacity.  Ongoing 231 CA j. Convene an inter‐departmental staff team to assess and provide recommendations for the Urban Forest Program's future role in advancing sustainability goals and objectives. Ongoing 232 CA k. Continue to monitor the status of the Integrated Waste Management Authority (IWMA) Polystyrene Ordinance and respond as needed and appropriate. Ongoing 233
234 CA a. Complete the Biennial Climate Action Plan Update, as called for by CAP Administrative Action

3. Complete
235 CA
b. Implement the Lead by Example Municipal Operations Carbon Neutrality Plan, as called for by CAP Lead by Example task 1.1. Specific projects include:
‐ i. Install electric vehicle chargers to support the transition to all‐electric fleet vehicles. ‐ ii.  Initiate and complete Building and Facility Energy and Decarbonization Study in order to identify and prioritize projects for City facilities.
‐ iii. Complete installation of lighting retrofits at City Hall and Fire Station 1 using available on‐bill financing.
‐ iv. Complete installation of solar panels at the City's Bus Yard, Fire Station 1, and Sinsheimer Pool.
‐ v. Install Transit Facility EV Charging Infrastructure ‐ vi. Review options to further integrate climate action into the 2023‐25 Financial Plan.

Ongoing
236 CA
c. Provide for ongoing support for Central Coast Community Energy Policy and Operations Board Members, and engage in staff level policy and program development, as called for by CAP Clean Energy task 1.1.

Ongoing
237 CA d. Update the Clean Energy Choice Program for New Buildings for consistency with the 2022 California Building Code update, as called for by CAP Green Buildings task 1.1. Complete 238 CA
f. Initiate a new grant program to catalyze energy efficiency and decarbonization retrofit projects in existing buildings that will also serve as demonstration and showcase projects, in support of CAP Green Buildings task 2.1.

Ongoing
239 CA g. Implement organic waste reduction measures required by California Senate Bill 1383, which are also called for by CAP Circular Economy tasks 1.1, 1.2, 1.3, and 2.1. Ongoing

4.2 Continue to update and implement the Climate Action Plan ("CAP") for carbon neutrality

4.1 Provide Sustainability Resources to achieve Council's Adopted Goals Budget Report Pg. 71

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 240 CA g. Provide support for community electric mobility work being led by the SLO Climate Coalition, in support of CAP Connected Communities task 3.1. Ongoing 241
242 CA
a. Working with the Coastal San Luis Resource Conservation District, complete existing planning efforts and pilot program implementation at Johnson Ranch Open Space and City Farm intended to improve soil health and remove and store carbon, as called for at CAP Natural Solutions task

1.1. FY23 Q2
243 CA
b. Complete an Urban Forest Master Plan including a comprehensive update of tree inventory update, assessment of tree canopy coverage, and implementation of an ongoing tracking system, as called for by CAP Natural Solutions task 2.1.

FY23 Q4
244 CA
c. Establish a contract service for enhanced tree pruning and maintenance to ensure the long‐ term health and vigor of the City's Urban Forest, as well as public safety and identify a strategy for a prioritized replacement schedule for downtown focus trees, and begin implementation in order to ensure the long‐term preservation of the Downtown street tree canopy.

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

Ongoing
246 CA e. Actively pursue opportunities to purchase open space lands and permanent land conservation agreements in furtherance of the City's Greenbelt Protection Program. Ongoing 247 CA g. Implement priority projects and actions at Cerro San Luis Natural Reserve consistent with the updated Conservation Plan. Ongoing
248 CA
h. Update the existing South Hills Natural Reserve Conservation Plan (2007), including a contemporary natural resources inventory, mapping, policy review, and identification of land stewardship needs and priorities.

FY23 Q4
249 CA i. Implement priority projects at South Hills Natural Reserve consistent with the updated Conservation Plan. Ongoing
250 CA j. Create the Righetti Hill Open Space Conservation Plan in order to guide the long‐term protection and appropriate public use of this new City Open Space property. FY23 Q4 251 CA k. Implement priority projects at Righetti Hill Open Space consistent with the Conservation Plan. FY23 Q4 252 CA l. Complete installation of adopted trail systems and establish regular Ranger Service patrol at Miossi Open Space. FY23 Q4
253 CA m. Complete installation of adopted trail systems at the Waddell Ranch addition to the Irish Hills Natural Reserve.  FY23 Q4
254 CA
n. Continue Open Space education activities including the "hikes with experts" series, Junior Ranger Camp, supporting the SLO Stewards Docents, and ongoing public information and programming.

Ongoing
255 CA
o. Continued implementation by Ranger Service staff of all Open Space maintenance activities including establishing a replacement schedule for Open Space trailhead improvements, as well as replacement or repair of Open Space fencing currently in disrepair, all as set forth in the adopted Open Space Maintenance Plan
Ongoing
256 CA
p. Continued, ongoing Ranger Service patrol of Open Space areas ensuring compliance with the City Open Space regulations, the safety of users, and protection of natural resources values and functions.

Ongoing
257 CA
q. Implement Laguna Lake Dredging and Sediment Management and Shoreline Stabilizations Projects in order to begin restoration of the lake for recreation and habitat improvement purposes
Complete
258
259 CA
a. Establish consistent mode split tracking and reporting method, consistent with performance monitoring recommendations as called for in the Active Transportation Plan and CAP Connected Communities task 1.1.

FY23 Q2

4.4 Alternative and sustainable transportation

4.3 Continue preservation, maintenance, and enhancement of the City's open space and urban forest Budget Report Pg. 72

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 260 CA
b. Prepare a Mobility as a Service Study to guide potential implementation of programs and software tools to create an integrated platform linking access to transit, future bikeshare and ridesharing services, as called for in CAP Connected Communities task 1.2.

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

FY23 Q4
262 CA
d. Active Transportation Plan (ATP) Implementation:

Implement infrastructure improvements and programs specifically identified in the City's Active Transportation Plan to improve access, mobility and safety for walking and bicycling citywide.

Actions support the CAP Connected Communities task 2.1, ATP. Specific projects and programs within the current work program include:
‐ i. Plan, Design and Construct the ATP Tier 1 Network
‐ ii. Construct Minor Bicycle and Pedestrian Access & Safety Improvements ‐ iii. Complete preliminary design and right‐of‐way acquisition for the Railroad Safety Trail (Tiburon to Orcutt Road)
‐ iv. Implement complete street improvements as part of 2021 and 2022 Roadway Sealing Projects
‐ v. Continue to monitor trends in the Micromobility industry and feasibility of future SLO Bikeshare Program.
‐ vi. Complete construction of the Broad/Woodbridge Pedestrian Hybrid Beacon crossing Ongoing
263 CA
e. Perform additional sweeping to remove debris and obstructions along sidewalks, shared‐use paths, and bike lanes, including use of narrow street sweeping machinery and manual sweeping to clear protected bike lanes, parklets and painted bulb outs. FUNDING IN ECONOMIC RECOVERY

1.4 e‐2.

Ongoing
264 CA f. Construct sidewalk repairs and new ADA curb ramps to improve access and safety for pedestrians, particularly those with mobility challenges. Ongoing 265 CA
g. Achieve meaningful progress towards the "Vision Zero" goal by implementing recommendations from the City's Annual Traffic Safety & Operations Program, with particular focus on eliminating injury collisions involving vulnerable road users such as bicyclists, pedestrians, seniors and children.

Ongoing
266 CA
h. Construct the Cerro San Luis Neighborhood Greenway Phases 1B and 2, completing the priority bicycle and pedestrian route between Foothill Boulevard and Downtown SLO, including safety lighting and public artwork at the US 101/Chorro Undercrossing FY 23‐24 (next
Financial Plan)
267 CA i. Complete construction of the Orcutt Road/Tank Farm Road Roundabout, reducing congestion and auto emissions and improving access and safety for bicycles, pedestrians and drivers. Complete 268 CA j. Complete construction of the California/Taft Roundabout, reducing congestion and auto emissions and improving access and safety for bicycles, pedestrians and drivers. FY23 Q4 269 CA k. Install new streetlights throughout the city Ongoing 270 CA l. Install new solar path lights along the Bob Jones and Railroad Safety Trails, utilizing solar options where feasible, to improve safety for active transportation users.

FY 23‐24 (next
Financial Plan)
271 CA m. Widen Higuera Street from Bridge to Elks to address collision trends by providing a center left‐ turn lane and improve bicycle facilities.  FY23 Q2
272 CA n. Continue Active Transportation Education and Outreach to encourage safe behaviors for all road users and to encourage interest and use of active transportation modes. Ongoing 273 CA o. Prepare Feasibility Study for Potential City VMT Mitigation Program, providing a programmatic mechanism to reduce VMT and GHG production of new development projects within the city. Ongoing 274 CA p. Continue advancing the electrification of the SLO Transit vehicle fleet, including electrification of buses and bus charging infrastructure.  Ongoing
275 CA q. Replace SLO Transit bus shelters to maintain a quality environment for new and future transit users. FY23 Q2
Budget Report Pg. 73

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 276 CA r. Fund two Transportation Interns to assistance with implementation of sustainable transportation projects and programs. Ongoing
277 CA s. Implement Neighborhood Traffic Management Program to address traffic speeding concerns through local residential streets and collector/arterial streets with fronting residential uses. Ongoing 278 CA t.  Preserve and repair pavement surface within SLO Transit Bus Yard FY 23‐24 (next Financial Plan)
279 CA
u. Pedestrian & Bicycle Pathway Maintenance: Preserve and repair pavement service along off‐ street pedestrian/bicycle pathways (RRST from Cal Poly to Taft; Madonna Inn Path; Meadow Park Paths)
Ongoing
280 CA
v. Street Reconstruction and Resurfacing: Implement the City's Pavement Management Program, reparing pavement surfaces along roadways throughout the city while leveraging opportunities for safety and multimodal street improvements.

Ongoing
281 CA w. Traffic Sign & Striping: Repair and replace traffic signs and roadway pavement markings to maintain traffic control measures for all road users in a state of good repair. Ongoing 282 CA
x. Development Agreements: Fund the City's share of costs associated with public infrastructure to be constructed by private development projects per reimbursement agreements for the following projects:
‐ Avila Ranch ‐‐ City share of Buckley Road Extension Class I Path ‐ 600 Tank Farm ‐‐ City share of Tank Farm/Santa Fe Roundabout, Santa Fe Road Extension, and Design & Right‐of‐Way for Tank Farm Class I Path
FY23 Q4
283
284 CA
a. Complete the "Resilient SLO" planning project (Safety Element Update and associated CEQA) to assess community vulnerability to the impacts of climate change and adopt a resilience policy framework in the City's General Plan, as required by California Senate Bill 379.

FY23 Q3
285 CA
b. Following successful piloting at Terrace Hill Open Space, implement and expand vegetation management for fire fuel reduction, as well as to promote soil health and recruitment of native perennial bunchgrasses, using goats and sheep with a professional contractor in order to ensure a safe and effective operation.

Ongoing
286 CA
c. Proactively conduct pre‐season inspections of the creek system and implement the removal of woody debris, hazardous trees, and other obstacles that could lead to an increased potential for local flooding in accordance with the City's Routine Maintenance Agreement permit issued by the California Department of Fish and Wildlife.

Ongoing
287 CA
d. Replace or repair Open Space fencing that is currently in disrepair at Cerro San Luis Natural Reserve, Irish Hills Natural Reserve, Bowden Ranch Open Space, and the Bob Jones Trail. (Includes existing Creek and Flood Protection Staffing resources) FY23 Q4
288 CA e. Respond quickly to instances when hazardous trees are identified on City Open Space lands or creek areas where the City has a property interested. Ongoing 289 CA
f. Conduct a microgrid feasibility assessment to identify City properties that could add solar, battery storage, and controls to allow operation during times of electrical grid outages as an uninterruptable power supply.

FY23 Q4
290 CA
g. Support development of the "Micro Community Collaborative" (MCC) initiative with SLO Climate Coalition, which includes a 1) web platform for community members to learn how they can complete their own sustainability initiatives, and 2) coordinating support to advertise the web platform and support communities of practice throughout the city.

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

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

Complete

4.5 Planning and implementation for resilience
Budget Report Pg. 74

MCG Task Completion Date
MCG Key: ERR= Economic Recovery, Resiliency & Fiscal Sustainability; DEI= Diversity, Equity & Inclusion; HH=Housing and Homelessness; CA= Climate Action, Open Space & Sustainable Transportation 293 CA
j. Project: Storm Drainage Infrastructure Replacement ‐ capital maintenance and replacement of pipe, culvert and constructed drainage channels to provide increased flood protection and reduced likelihood of loss of property
Ongoing
294 CA
k. Project: Inlet Trash Capture Devices (Water and Wastewater Management Element: The City will manage the collection system to ensure that the proper level of maintenance is provided and that the flow in sanitary sewers does not exceed design capacity.) This annual asset maintenance project addresses capital maintenance and replacement of pipe, culvert and constructed drainage channels to provide increased flood protection and reduced likelihood of loss of property.

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

Ongoing
296 CA m. Project: Hydration Stations at Various Parks ‐ funding annually for parks surfacing maintenance and water supply infrastructure including the installation of hydration stations. Ongoing 297 CA
n. Project: Laguna Lake Dredging ‐ rerouting of Prefumo Creek has increased sediment deposits into the lake. This is a pilot project to ascertain if dredging is a viable solution for Laguna Lake and could become a routine maintenance activity.

Complete
298 CA
o. Project: Ludwick Community Center ‐ Roof and Solar Replacement (This funding provides for capital maintenance of facilties that will reduce unplanned repair costs and optimize energy use by providing planned equipment replacements and building shell sealing.  Benefits of proper infastructure maintenance reduces the cost of major repairs, increases energy efficency, and ensures the facilities remain in functional condition.) FY 23‐24 (next
Financial Plan)
299 CA
p. Water Treatment Plant Emergency Power ‐ PSPS ‐ additional temporary or permanent emergency generators, requiring engineering design and inspection services, and construction at the Water Treatment Plant, Whale Rock Reservoir, and other water pump stations.

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

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

Ongoing
302 CA s. Mid‐Higuera Bypass ‐ this funding provides final engineering design work for this long‐planned flood control project between Marsh Street and Madonna Road along San Luis Obispo Creek.   Ongoing Budget Report Pg. 75

Appendix A: Detailed Financials - Revenue
Appendix A
Continued on next page Revenue - General Fund and Special Assessment Funds General Fund Revenue 21-22 Actual Total Budget Actuals (YTD) Variance** % Received
Revised
Budget
Total Mid
Year
Changes
Tax and Franchise Revenue
1 Sales Tax (Bradley Burns) 22,201,225 21,789,000 7,365,867 (14,423,133) 33.8% 21,524,304 (264,696) 2 Local Revenue Measure G20* 29,172,258 27,049,000 10,170,239 (16,878,761) 37.6% 30,141,532 3,092,532 3 Safety Prop 172 529,299 497,000 185,147 (311,853) 37.3% 497,000 - 4 Property Tax 20,970,984 20,746,387 1,453,618 (19,292,769) 7.0% 21,473,397 727,010 5 Transient Occupancy Tax 10,650,762 8,636,000 4,599,391 (4,036,609) 53.3% 10,704,000 2,068,000 6 Utility User Tax 5,085,292 5,544,000 2,074,128 (3,469,872) 37.4% 5,544,000 - 7 Business Tax 2,861,863 2,889,000 3,179,269 290,269 110.0% 3,157,566 268,566 8 Cannabis Tax 998,875 1,400,000 369,425 (1,030,575) 26.4% 1,100,000 (300,000) 9 Franchise Fees 1,978,295 1,606,000 634,937 (971,063) 39.5% 1,800,000 194,000 10 Gas Tax* 1,130,063 1,245,024 735,743 (509,281) 59.1% 1,305,634 60,610 11 Gas Tax (SB1)* 911,849 1,049,877 162,439 (887,438) 15.5% 1,019,914 (29,963) * Special Revenue Fund or Sub-fund
Fees for Service and Other Revenue
12 Development Review $ 5,970,996 $ 6,361,554 $ 2,981,911 $ (3,379,643) 46.9% $ 6,361,554 $ - 13 Building Permits 3,165,038 2,921,700 1,322,492 (1,599,208) 45.3% 2,921,700 - 14 Code Enforcement Fines 61,695 60,000 28,692 (31,308) 47.8% 60,000 - 15 Development Review Fees 363,396 341,228 169,401 (171,827) 49.6% 341,228 - 16 Encroachment Permits 295,643 323,340 162,582 (160,758) 50.3% 323,340 - 17 Engineering Development Review 136,274 123,803 67,435 (56,368) 54.5% 123,803 - 18 Infrastructure Plan Chck & Insp 408,035 1,432,352 260,522 (1,171,830) 18.2% 1,432,352 - 19 Plan Check Fees 1,280,615 661,377 679,329 102.7% 661,377 17,951 - 20 Planning & Zoning Fee 470,462 416,195 291,458 (124,737) 70.0% 416,195 - 21 TIPP- Contra Revenue Account (210,161) 81,559 (81,559) - 0.0% 81,559 - 22 Parks & Recreation $ 1,694,241 $ 1,984,802 $ 729,906 $ (1,254,897) 36.8% 1,988,802 $ 4,000$ 23 Adult Athletic Fees 103,148 154,362 39,661 (114,702) 25.7% 154,362 - 24 Aquatics Daily Use Fees 89,743 115,175 56,402 (58,773) 49.0% 115,175 - 25 Driving Range Fees 8,860 12,900 5,685 44.1% 12,900 (7,216) - 26 Golf Cart Rentals 14,050 29,675 11,747 (17,928) 39.6% 29,675 - 27 Golf Greens Fees 178,024 235,180 81,109 (154,071) 34.5% 235,180 - 28 Golf Lesson Fees 159 - 299 299 - -
29 Golf Rental Fees 6,070 11,232 2,534 22.6% 11,232 (8,698) - 30 Indoor Rental & Use Fees 30,115 65,100 21,568 (43,532) 33.1% 65,100 - 31 Instruction Fees 84,501 97,830 31,288 (66,542) 32.0% 97,830 - 32 Junior Ranger Camps 5,808 4,982 150 3.0% (4,832) 4,982 - 33 Library Rental 4,780 16,290 1,589 (14,701) 9.8% 16,290 - 34 Multi Day Swim Passes 59,898 44,383 35,335 79.6% 44,383 (9,048) - 35 Other Parks & Rec Revenue 40,804 64,364 24,859 (39,505) 38.6% 64,364 - 36 Outdoor Rental & Use Fees 66,494 129,960 81,010 (48,950) 62.3% 129,960 - 37 Sales Taxable 11,852 10,000 2,724 27.2% 10,000 (7,276) - 38 Special Events - City Sponsered 149 13,583 (13,451) 132 1.0% 13,583 - 39 Special Events App/Permit 30,653 33,293 11,752 (21,541) 35.3% 33,293 - 40 Special Events Insurance 7,877 6,000 4,425 73.8% 10,000 (1,575) 4,000 41 Swim Instruction Fees 86,617 75,108 21,398 (53,710) 28.5% 75,108 - 42 Therapy Pool Fees 3,642 16,304 2,475 (13,829) 15.2% 16,304 - 43 Youth Athletic Fees 63,619 55,000 12,239 (42,761) 22.3% 55,000 - 44 Youth Services Camps 167,010 154,275 18,925 (135,350) 12.3% 154,275 - 45 Youth Services Childcare 630,369 639,806 262,600 (377,206) 41.0% 639,806 - Appendix A: Detailed Financials
FY 2022-23 Mid-Year Changes
Budget Report Pg. 76

Appendix A: Detailed Financials - Revenue
Continued on next page
General Fund Revenue 21-22 Actual Total Budget Actuals (YTD) Variance** % Received
Revised
Budget
Total Mid
Year
Changes
46 Fire $ 1,502,356 $ 1,576,322 $ 572,210 $ (1,004,112) 36.3% $ 1,582,847 $ 6,525 47 Cal Poly Fire Services 273,567 361,684 181,055 (180,630) 50.1% 361,684 - 48 CUPA Inspection Fees 187,019 172,800 1,894 (170,906) 1.1% 172,800 - 49 Fire Alarm Permits 10,994 10,010 4,184 (5,826) 41.8% 10,010 - 50 Fire Department Permits 98,529 108,000 97,133 (10,867) 89.9% 108,000 - 51 Fire Plan Check & Inspection 379,865 350,000 168,111 (181,889) 48.0% 350,000 - 52 Medical ER Recovery 201,991 216,938 103,520 (113,418) 47.7% 216,938 - 53 Other Fire Dept Revenue 21,195 5,890 (3,116) (9,006) -52.9% 5,890 - 54 R1 Inspection Fees 329,197 351,000 19,428 (331,572) 5.5% 357,525 6,525 55 Police $ 561,909 $ 641,529 $ 213,357 $ (428,173) 33.3% $ 628,139 $ (13,390) 56 Accident Reports 4,333 3,400 2,259 (1,141) 66.4% 3,400 - 57 Administrative Citations 95,204 152,833 42,506 (110,327) 27.8% 152,833 - 58 Alarm Permits - Contract 80,204 90,000 64,317 (25,683) 71.5% 90,000 - 59 Collision Investigation 1,139 3,000 - (3,000) 0.0% 3,000 - 60 DUI Cost Recovery 25,622 16,417 16,579 162 101.0% 20,000 3,583 61 Miscellaneous Revenue 6,417 - 4,891 4,891 - -
62 Other Police Revenue 212,914 259,204 66,873 (192,331) 25.8% 240,000 (19,204) 63 Police Department Permits 5,027 7,511 1,716 (5,795) 22.8% 5,100 (2,411) 64 Police Issued Parking Fines 80,969 70,000 - (70,000) 0.0% 70,000 - 65 Property Release Fees - (1,642) 1,058 2,700 -64.4% - 1,642 66 Second Response Fees 1,437 1,200 238 (962) 19.8% 1,200 - 67 Tobacco Permits 28,421 29,000 - (29,000) 0.0% 29,000 - 68 Tow Release Fees 15,824 9,000 11,530 2,530 128.1% 12,000 3,000 69 Witness Fees 4,400 1,606 1,390 (216) 86.6% 1,606 -
70 Business Licenses (Incl Cannabis) $ 625,468 $ 655,911 $ 629,788 $ (26,123) 96.0% $ 622,911 $ (33,000) 71 Business Licenses 498,089 445,911 496,695 50,784 111.4% 445,911 - 72 Cannabis Operator License 127,380 210,000 133,093 (76,907) 63.4% 177,000 (33,000) 73 Other Revenue $ (466,315) $ 1,070,555 $ (210,689) $ (1,281,244) -19.7% $ (429,445) $(1,500,000) 74 Damage to City Property 100,133 17,514 32,190 14,676 183.8% 17,514 - 75 Federal Grants 38,467 - 380 380 - -
76 Fines & Fortfietures 96,070 156,096 29,789 (126,307) 19.1% 156,096 - 77 Impact Fees/Special Assessments 100,089 38,169 - 38,169 - - 78 Interest on Investment (1,478,066) 230,000 (461,589) -200.7% (1,270,000) (691,589) (1,500,000) 79 Miscellaneous Revenue 487,150 509,100 97,541 (411,559) 19.2% 509,100 - 80 Rent & Lease Revenue 189,842 157,845 52,830 (105,015) 33.5% 157,845 - 81 Grants & Subventions $ 2,028,668 $ 776,638 $ 890,421 $ 131.6% 776,638 213,782 $ -$ 82 AB939 Reimbursement 190,196 327,328 188,013 (139,315) 57.4% 327,328 - 83 Federal Grants 27,046 100,000 100,000 100.0% 100,000 100,000 - 84 Law Enforcement SB229 Grant 145,185 140,000 112,771 (27,229) 80.6% 140,000 - 85 Mutual Aid Reimbursements 1,077,293 319,102 - 319,102 - - 86 Office of Traffic Safety (OTS) - - - - - -
87 Other Grants/Subventions 198,395 70,000 53,894 (16,106) 77.0% 70,000 - 88 Police Training Grant (POST) 65,800 10,257 78,324 763.6% 10,257 68,067 - 89 State Grants & Subventions 243,586 9,053 19,780 218.5% 9,053 10,726 - 90 Zone 9 Streambed Clearance 81,166 120,000 18,536 (101,464) 15.4% 120,000 - 91 General Fund Total $ 108,408,086 $ 105,518,600 $ 36,737,106 $ (68,681,495) 34.8% 109,798,793 $ 4,280,193$ ** Many revenues are "lumpy" in nature and may be collected entirely in the beginning or end of the year. Unless the budget is being adjusted, it is considered on track.

FY 2022-23 Mid-Year Changes
Budget Report Pg. 77

Appendix A: Detailed Financials - Revenue
Continued on next page
Assessment Revenue 21-22 Actual Total Budget Actuals (YTD) Variance %
Received
Revised
Budget
Total Mid
Year
Changes
92 Downtown $ 227,202 $ 275,000 $ 264,110 $ 96.0% 275,000 (10,890) $ -$ 93 Downtown Assoc. Assessment* 227,202 $ $ 275,000 $ 264,110 $ 96.0% 275,000 (10,890) $ -$ 94 Tourism Bid Fund $ 2,111,688 $ 1,727,202 $ 899,725 $ (827,477) 52.1% 2,120,800 $ 393,598$ 95 Interest on Investment $ 9,304 -$ $ 2,272 $ 2,272 $ 10,000 10,000$ 96 Investment FMV Adjustment $ (32,606) -$ (12,676) $ $ (12,676) $ (30,000) $ (30,000) 97 TBID Assessment Revenue $ 2,127,374 $ 1,727,202 $ 910,129 $ (817,073) 52.7% 2,140,800 $ 413,598$ 98 Total $ 2,338,890 $ 2,002,202 $ 1,163,835 $ (838,367) 58.1% 2,395,800 $ 393,598$ * The majority of this revenue is collected at the beginning of the fiscal year during the annual business license renewal period. Although the City collects this revenue, it is distributed to the Downtown Association.

FY 2022-23 Mid-Year Changes
Budget Report Pg. 78

Appendix A: Detailed Financials – Expenditures
Continued on next page
On track
Trending high or low but identified solution or savings in a different cost center Trending high or low with no identified solution
Table 3: General Fund Operating Expenditures by
Department/Cost Center* Total Budget Year-to-date Actual Funds
Available
Amount
% Expended
(or committed)
Community Services
Community Development Department $ 6,969,990 $ 3,311,618 $ 3,658,373 48% 4001-Community Development Administration $ 811,262 $ 304,544 $ 506,719 38% 4002-Commissions and Committees $ 34,948 $ 5,783 $ 29,166 17% 4003-Planning $ 1,565,423 $ 722,894 $ 842,529 46%
4004-Engineering $ 849,757 $ 370,279 $ 479,478 44%
4006-Building and Safety $ 2,632,958 $ 1,482,723 $ 1,150,235 56% 4008-Housing Policy and Homelessness Programs $ 1,075,642 $ 425,396 $ 650,247 40% CSG Admin $ 680,694 $ 304,899 $ 375,795 45%
1009-Community Services Group $ 680,694 $ 304,899 $ 375,795 45% Parks & Recreation $ 4,774,766 $ 2,102,981 $ 2,671,785 44% 7001-Recreation Administration $ 654,117 $ 328,714 $ 325,403 50% 7002-Recreation Facilities $ 296,976 $ 147,113 $ 149,863 50% 7003-Youth Services $ 1,182,424 $ 452,781 $ 729,643 38% 7004-Community Services $ 629,531 $ 205,333 $ 424,198 33% 7005-Ranger Service $ 718,764 $ 322,288 $ 396,476 45%
7006-Aquatics $ 605,003 $ 296,046 $ 308,957 49%
7007-Golf Course $ 675,550 $ 348,582 $ 326,968 52%
7008-Jack House $ 12,400 $ 2,123 $ 10,277 17%
Public Works $ 15,597,853 $ 8,554,939 $ 7,042,914 55%
5001-Public Works Administration $ 1,075,334 $ 500,483 $ 574,851 47% 5002-Parks Maintenance $ 3,573,594 $ 2,267,051 $ 1,306,542 63% 5003-Swim Center Maintenance $ 576,071 $ 294,782 $ 281,290 51% 5004-Urban Forest Services $ 474,400 $ 212,918 $ 261,482 45% 5005-Facilities Maintenance $ 1,323,715 $ 679,159 $ 644,556 51% 5006-Street/Sidewalk Maintenance $ 2,370,108 $ 1,240,289 $ 1,129,819 52% 5007-Traffic Signals and Lighting $ 515,158 $ 251,024 $ 264,134 49% 5008-Fleet $ 1,332,862 $ 826,100 $ 506,762 62%
5009-CIP Project Eng $ 2,380,923 $ 1,187,515 $ 1,193,408 50% 5010-Transportation Plan and Eng $ 971,707 $ 544,371 $ 427,336 56% 5301-Stormwater $ 1,003,981 $ 551,247 $ 452,735 55%
6107-Solid Waste Recycling $ 424,442 $ 96,384 $ 328,058 23% Appendix A - Detailed Financials
FY 2022-23
Budget Report Pg. 79

Appendix A: Detailed Financials – Expenditures
Note 1: This cost center includes the budget for equity adjustments and various other wage adjustments that were approved after initial departmental budget development (February 2022). This budget line item is used to offset the overages if departments end the year over budget in staffing. For FY 2022-23, staff expect the contingency budget to be fully utilized.

Continued on next page
Table 3: General Fund Operating Expenditures by
Department/Cost Center* Total Budget Year-to-date Actual Funds
Available
Amount
% Expended
(or committed)
Internal Services
Admin/IT $ 11,020,509 $ 6,143,648 $ 4,876,861 56%
1001-City Administration $ 1,370,915 $ 756,928 $ 613,987 55% 1002-City Council $ 203,397 $ 92,623 $ 110,774 46%
1003-Cultural Activities $ 357,963 $ 334,269 $ 23,694 93% 1004-Economic Development $ 1,167,973 $ 675,457 $ 492,516 58% 1005-Natural Resource Protection $ 947,530 $ 567,640 $ 379,890 60% 1007-Community Promotion $ 432,731 $ 376,227 $ 56,503 87% 1010-Office of DEI $ 1,074,256 $ 361,910 $ 712,346 34%
1021-City Clerk $ 657,517 $ 261,325 $ 396,192 40%
1101-Network Services $ 3,711,506 $ 2,170,279 $ 1,541,227 58% 1103-Information Services $ 1,096,721 $ 546,990 $ 549,731 50% City Attorney $ 1,403,101 $ 737,823 $ 665,278 53%
1501-City Attorney $ 1,403,101 $ 737,823 $ 665,278 53%
Finance $ 2,073,042 $ 1,057,407 $ 1,015,634 51%
2001-Financial Administration $ 525,510 $ 266,133 $ 259,377 51% 2002-Budget $ 148,361 $ 77,200 $ 71,162 52%
2003-Revenue Management $ 421,563 $ 200,207 $ 221,356 47% 2004-Purchasing $ 183,676 $ 100,441 $ 83,235 55%
2005-Accounting $ 793,930 $ 413,426 $ 380,505 52%
Human Resources $ 1,731,946 $ 1,027,414 $ 704,533 59%
3001-Human Resources $ 1,712,699 $ 1,025,518 $ 687,182 60% 3003-Wellness Program $ 19,247 $ 1,896 $ 17,351 10%
Non-Dept/Support Services $ 3,459,216 $ 222,591 $ 3,236,625 6% 2006-Finance Support Services $ 630,988 $ 82,461 $ 548,527 13% 2007-Finance NonDepart (see Note 1) $ 2,828,228 $ 140,131 $ 2,688,098 5% FY 2022-23
Budget Report Pg. 80

Appendix A: Detailed Financials – Expenditures
Continued on next page
Table 3: General Fund Operating Expenditures by
Department/Cost Center* Total Budget Year-to-date Actual Funds
Available
Amount
% Expended
(or committed)
Public Safety
Fire $ 11,533,406 $ 5,834,974 $ 5,698,432 51%
8501-Fire Administration $ 926,083 $ 464,365 $ 461,718 50% 8502-Emergency Reponse $ 8,696,658 $ 4,448,424 $ 4,248,234 51% 8503-Hazard Prevention $ 750,353 $ 334,392 $ 415,962 45% 8504-Training Services $ 123,582 $ 32,473 $ 91,109 26%
8505-Recruit Academy $ 83,819 $ 8,193 $ 75,625 10%
8506-Fire Apparatus Services $ 447,381 $ 257,524 $ 189,858 58% 8507-Fire Station Facility Support $ 43,712 $ 11,381 $ 32,331 26% 8510-Mobile Crisis Unit $ 305,137 $ 180,843 $ 124,293 59% 8599-Emergency Management $ 156,681 $ 97,379 $ 59,302 62% Police $ 16,376,619 $ 7,833,470 $ 8,543,149 48%
8001-Police Administration $ 2,035,650 $ 1,048,810 $ 986,839 52% 8002-Patrol $ 8,021,971 $ 4,372,470 $ 3,649,501 55%
8003-Investigations $ 2,655,382 $ 831,522 $ 1,823,860 31% 8004-Police Support Services $ 2,602,416 $ 1,114,689 $ 1,487,727 43% 8005-Neighborhood Services $ 258,850 $ 134,297 $ 124,553 52% 8006-Traffic Safety $ 802,351 $ 331,682 $ 470,669 41%
Grand Total $ 76,045,584 $ 37,229,336 $ 38,816,248 49%
FY 2022-23
Budget Report Pg. 81

Appendix A: Detailed Financials – Expenditures
Table 4: Enterprise Fund Operating
Expenditures by Fund/Cost Center* Total Budget Year-to-date Actual Funds
Available
Amount
% Expended
(or committed)
601-Water Fund $ 18,399,852 $ 12,306,887 $ 6,092,965 67% 6001-Water Administration/Engineering $ 1,538,228 $ 670,246 $ 867,981 48% 6002-Water Source of Supply $ 11,097,545 $ 8,638,260 $ 2,459,285 78% 6003-Water Treatment $ 3,249,974 $ 1,627,545 $ 1,622,429 50% 6004-Water Distribution $ 1,666,296 $ 884,654 $ 781,642 53% 6005-Water Resources $ 537,101 $ 222,874 $ 314,227 41%
6105-Utility Billing $ 310,707 $ 263,307 $ 47,401 85%
602-Sewer Fund $ 8,344,068 $ 4,410,343 $ 3,933,725 53%
6101-Wastewater Admin and Eng $ 1,484,304 $ 694,514 $ 789,791 50% 6102-Wastewater Collection $ 1,268,816 $ 571,125 $ 697,691 45% 6103-Environmental Programs $ 262,722 $ 136,399 $ 126,323 52% 6104-Water Resource Recovery $ 4,153,303 $ 2,421,743 $ 1,731,561 58% 6105-Utility Billing $ 312,457 $ 261,725 $ 50,733 84%
6106-Water Quality Lab $ 862,464 $ 324,838 $ 537,626 38% 611-Parking Fund $ 3,146,170 $ 1,541,474 $ 1,604,696 49% 5101-Parking Admin $ 3,146,170 $ 1,541,474 $ 1,604,696 49% 621-Transit Fund $ 4,299,266 $ 3,537,697 $ 761,569 82%
5201-Transit Ops and Maint $ 4,299,266 $ 3,537,697 $ 761,569 82% *Excludes Transfers
FY 2022-23
Table 5: Other Operating Expenditures by
Fund/Cost Center* Total Budget Year-to-date Actual
Funds
Available
Amount
% Expended
(or committed)
202-Downtown $ 275,000 $ 261,258 $ 13,742 95%
1008-Downtown Association Administration 275,000 $ $ 261,258 $ 13,742 95% 208-Tourism Bid Fund $ 1,955,814 $ 1,592,046 $ 363,768 81% 1006-Tourism and Bid Promotion $ 1,955,814 $ 1,592,046 $ 363,768 81% 406-Public Safety Equipment Replacement Fund 498,679 $ $ 408,921 $ 89,758 82% 8002-Patrol $ 73,857 $ 72,900 $ 957 99%
8501-Fire Administration $ 23,844 $ 1,109 $ 22,735 5%
8502-Emergency Reponse $ 400,978 $ 334,912 $ 66,066 84% 802-Insurance ISF Fund $ 5,345,571 $ 5,143,925 $ 201,647 96% 3050-Insurance ISF $ 5,345,571 $ 5,143,925 $ 201,647 96% *Excludes Transfers
FY 2022-23
Budget Report Pg. 82

Appendix B: One time 2021-23 Budget Allocations
Appendix B: One-Time Budget Allocations Ending June 30, 2023 The following list includes some of the one-time budget allocations from the 2021-23 Financial Plan that are not currently included in the ongoing budget. Staff are not requesting Council action on any budget allocations at this time; however are providing the list as recommend of things that should be incorporated into ongoing operations before consideration of new initiatives. The reason that many of these initiatives were budgeted as one time was because the economic outlook was unclear at the time. 1 Admin/IT
2 Arts, Culture and Community Partner Support $ 25,000
3 City 101/Community Academy - Continuation of Pilot Program $ 15,000 4 DEI Civic Spark Fellows $ 30,000
5 DEI High Impact Grants $ 150,000
6 ECOSLO partnership - SLO Stewards, Tree Planting & Maint., Green Business, Creek Clean Up (4.3.c) $ 20,000
7 Contract Sustainability & Natural Resources Analyst (1 FTE) $ 115,000 8 CDD
9 Housing and Homelessness Major City Goal (25% Expansion of 40 Prado HSC Beds) - Proportions City share to County contribution $ 63,826
10 Contract Housing/Homelessness Assistant (1 FTE) $ 86,000 11 Finance
12 MOTION Subject Matter Expert (.5 FTE Supplemental) $ 35,568 13 Fire
14 Fire Intern Program $ 23,257
15 Human Resources
16 Intern Funding $ 16,364
17 Classification and Compensation Support $ 43,500
18 Centre for Organization Effectiveness $ 40,000
19 Parks & Rec
20 Contract Volunteer Coordinator (1 FTE) $ 102,000
21 Public Works
22 Pilot: Contract Services for increased trash and recycling services in Public Spaces $ 125,000 23 Supplemental Street and Parklet Sweeping $ 250,000
24 Transportation Interns $ 31,071
25 Plant Material and Supplies for Parks Beautification Gardener $ 25,000 26 Increased Trash Services $ 40,000
27 Public Works - Contract Coordinator (1 FTE) $ 106,000 28 Police
29 Four Contract Field Service Technician Positions (4 FTE) $ 480,000 30 Total $ 1,822,586
Table A-2: Estimated Budget to Make One-time Allocations Ongoing Budget Report Pg. 83

R ______
RESOLUTION NO. _____ (2023 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, APPROVING AMENDMENTS TO THE 2022-23

BUDGET APPROPRIATIONS
WHEREAS, in accordance with San Luis Obispo Charter Section 802, the City Manager has submitted the 2021-23 Budget Supplement to the Council for review and consideration on June 7, 2022; and
WHEREAS, the Council appropriated the 2022-23 budget allocation including operating, debt service, and capital improvement plan budgets; and WHEREAS, in accordance with Budget Policy G under Financial Plan Purpose and Organization, the Council will formally review the City’s fiscal condition, and amend appropriations, if necessary, six months after the beginning of the year; and WHEREAS, Senate Bill 1186 (2012) requires local agencies to collect an additional fee when issuing a permit for the purpose of increasing certified access specialist (CASp) services and compliance with construction-related accessibility requirements; and
WHEREAS, the California Division of the State Architect does not advise the use of funds from the SB 1186 fee by local jurisdictions to directly fund construction projects, nor accessibility work that is not construction-related, as these activities are not clearly permissible in law (Government Code Section 4467); and
WHEREAS, based on the Fiscal Year 2021-22 audited financial statements presented to Council on January 17, 2022, the CASp had a fund balance of $112,056 of which $85,461 is currently assigned to the Sidewalk Replacement and Installation Project #90849; and
WHEREAS, the City receives revenue under the Transportation Development Act (TDA) which is restricted for the improvements and maintenance of bicycle and pedestrian infrastructure and the 2022-23 allocation has been increased from $45,000 to $78,869; and
WHEREAS, in accordance with the 2018-19 adopted Fiscal Health Response Plan and as outlined in the long-term fiscal forecasts, the City will make an additional discretionary payments towards CalPERS each year; and
WHEREAS, in accordance with Budget Policy B under Long Term Financial Planning, the City will give priority to applying unassigned fund balance to pay down longterm unfunded pension liabilities; and

Resolution No. _____ (2023 Series) Page 2
R ______
WHEREAS, based on the Fiscal Year 2021-22 audited financial statements presented to Council on January 17, 2022, the General Fund had an unassigned fund balance of $8,356,724; and
WHEREAS, the City maintains a minimum fund balance of at least 20% of the operating expenditures in the General Fund to provide for economic uncertainties, local disasters, and other financial hardships; and
WHEREAS, expenditures related to the immediate response to the 2023 storms and damages caused by the incident are an appropriate use of the General Fund reserve.

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

SECTION 1. The 2022-23 revenue and expenditure budgets are hereby amended to reflect the changes outlined in the 2022-23 Mid-Year Budget report.

SECTION 2. The 2022-23 adopted budget is hereby amended to un-appropriate $85,461 of CASp funding from the Sidewalk Replacement and Installation Project #90849 and appropriate $14,638 toward eligible staff expenditures.

SECTION 3. The 2022-23 adopted budget is hereby amended to appropriate an additional $31,869 of current year budgeted TDA funding into the Pedestrian Facility Improvement Project #1000502, bringing the total TDA funding allocation to $76,869.

Resolution No. _____ (2023 Series) Page 3
R ______
SECTION 4. The City will make a $4,021,398 additional discretionary payment to CalPERS.

SECTION 5. The City Manager shall have authority to use General Fund Reserve balance to pay for operating and capital expenditures related to the January 2023 storm events and any revenue over expenditures at the end of FY 2022-23 will be used to build back the reserve.

SECTION 6. Direct and authorize the City Manager to seek all eligible reimbursements from the Federal and State agencies to recover storm related operating and capital expenditures related to the January 2023 storm events pursuant to the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), California Disaster Assistance Act (CDAA) and other available Federal Public Assistance Programs.

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

AYES:

NOES:

ABSENT:

The foregoing resolution was adopted this _____ day of _____________________ 2023. ___________________________
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

Fiscal Health Contingency Plan
Originally Prepared in October 2001
Plan Purpose
The purpose of this plan is to establish a framework
and general approach in responding to adverse fiscal
circumstances.

What It’s Not: This plan is not intended to be a
specific “recipe” for expenditure cuts or revenue
increases: this needs to be determined on a case-bycase basis. Preparing detailed reduction options before they are truly needed is not recommended for
three reasons:

„ If not taken seriously, quality thought will not be
given to them.
„ If taken seriously, this is likely to result in
needless anxiety, and sends a conflicting
message if “times are good.”
„ And even if these were not constraints, they
would have a short shelf-life: needs and
priorities change over time.

However, this plan does set forth the foundation of
principles and values upon which specific responses
will be based.

Triggers
This plan will be “triggered” by any of the
following:
„ Any adverse fiscal circumstances as determined
by the City Manager, such as:
z Natural or human-made disasters.
z State budget takeaways.
z Large, unexpected costs.
z Economic downturns.
„ Whenever there are two consecutive quarters of
adverse fiscal results in one or more the City’s
top five General Fund revenues:
z Sales tax
z Property tax
z Transient occupancy tax (TOT),
z Utility users tax
z Vehicle license fee (VLF) “swap”
Adverse results include:
z Actual declines in revenues.
z Significant variances from projected
revenues.

General Fund Focus

This plan is focused on the General Fund, but
Enterprise Funds (water, sewer, parking, transit and
golf) will also fully participate for two key reasons:
„ We are one organization: all parts need to
participate.
„ It is strategically important to limit Enterprise
Fund rate increases (rate decreases would also
be nice) at a time when we may be considering
General Fund revenue increases.

Key Plan Elements
There are six key elements to this plan:
„ Maintaining minimum fund balance at policy
levels.
„ Following other key budget and fiscal policies.
„ Monitoring the City’s fiscal health on an
ongoing basis.
„ Assessing the challenge: short or long-term
problem?

Fiscal Health Contingency Plan Page 2
„ Identifying options.
„ Preparing and implementing the action plan.
n Minimum Fund Balance
First Line of Defense in Adverse Circumstances
Maintaining minimum fund balances at policy
levels:

„ Allows continued operations and projects in
responding to short-term problems.
„ Provides a bridge—“breathing room”—in
addressing longer-term problems while
comprehensive response plans are developed.

This is especially important under Proposition
218, since there are limited opportunities to
implement new revenues.
o Other Key Budget and Fiscal Policies
Following our other key budget and fiscal policies
will prevent problems to begin with, and keep them
from getting bigger when they do happen. These are
set forth in Section B of the Financial Plan, and
include:

„ Balanced budget
„ Conservative investment practices
„ Diversified revenues
„ User fee cost recovery
„ Enterprise funds
„ New development pays its own way
„ Limited use of debt financing
„ Fleet replacement
„ Contracting for services
„ Productivity improvements
Z Fiscal Health Monitoring
In accordance with our budget and fiscal policies,
the City will develop and implement effective
ongoing systems for reporting and monitoring our
fiscal condition. These include:

Interim Reporting
„ Reliable automated financial management
system
„ On-line access organization-wide via the
network
„ Monthly financial reports
„ Quarterly “Newsletter” (provided electronically
to all employees)
„ Capital Improvement Plan (CIP) project-to-date
expenditure report
„ Mid-Year Budget Review
„ Special Reports: Sales Tax, TOT, Investments
Annual Reporting
Preparing audited financial statements in accordance
with generally accepted accounting principles and
highest standards.
q Assess: Short or Long-Term Problem?
Different Strategies for Different Problems
„ Short-Term: One-time event or downturn that
is not likely to continue indefinitely.
“One-time” fixes are an appropriate response for
“one-time” problems.
„ Long-Term: Ongoing downturn in revenues or
increases in costs that are systemic.

In this case, “one-time” fixes won’t work: this
requires new ongoing revenues or ongoing
expenditure reductions.

Assessment: Short-Term Problem
„ Hiring Chill. City Manager approval will be
required to fill vacant regular positions. To fill a
vacant position, department heads must
demonstrate that it is necessary in meeting
public health, safety or other high-priority
service needs that cannot be met on an interim
basis through contract, overtime or temporary
staffing. In implementing the “chill,” the goal is
not just short-term savings, but preserving future
options if the problem turns-out to be ongoing.

Fiscal Health Contingency Plan Page 3
„ Travel Chill. We will limit travel and training:

City Manager approval will be required for all
Travel Authorizations.
„ CIP Project Deferrals. The CIP Review
Committee will identify candidate projects for
possible deferral or deletion.
„ “One-Time” Operating Cost Review. The
Budget Review Team will identify special
projects in the operating budget for possible
deferral or deletion.
„ Fund Balance. The City will consider use of
fund balance below policy levels.
„ Other. The City will consider other short-term
expenditure curtailments as appropriate.

Assessment: Long-Term Problem
„ Implement “short-term” actions. (This follows
the first rule of holes: when you find yourself in
one, stop digging.)
„ Prepare long-term forecast to define the
problem.
„ Prepare revenue increase and expenditures
reduction options tailored to problem definition
via the forecast.
z It is likely to take 3-6 months to prepare
plans; and another 3-6 months to implement
them.
z This underscores the importance of strong
fund balance and short-term expenditure
reductions to create the time needed to
prepare and implement reasonable long-term
plans.
r Identify Options
In the long-term, there are only two basic budgetbalancing options:
„ Increase revenues.
„ Reduce expenditures (and related service levels).

In the short-term, use of fund balance is an option,
but not it is not a viable long-term solution: we can
only spend reserves once. An exception is the
strategic use of fund balance that reduces future year
operating costs or increases ongoing revenues.

Expenditure Reduction Options
Tough But Simple Fact: Meaningful ongoing
expenditure reductions require reductions in regular
staff costs, including public safety personnel:
.
„ 85% of General Fund costs are operating.
„ 80% of General Fund operating costs are for
staffing.
„ 90% of General Fund staffing costs are for
regular staffing.
„ Over 50% of General Fund staffing costs are for
public safety.

General Strategy
Department Heads are responsible for crafting
operating expenditure reduction options that:
„ Are real and “doable.”

„ Reflect the least service impacts to the
community—no game-playing in proposing
least-likely reductions and non-starters.
„ Are ongoing.
„ Describe service impacts.
„ Are within the City’s ability to do
independently—no speculative reductions
contingent upon actions by others.
„ Can be implemented within three months after
adoption.
„ Are net of any related revenues from fees or
grants.
„ Maintain essential facilities, infrastructure and
equipment at reasonable levels—no deferred
maintenance posing as genuine cost reductions.

Fiscal Health Contingency Plan Page 4
„ Reflect participation from throughout their
organization.

Option “Targets”
Targets for surfacing operating expenditure
reduction options will generally be:
„ Based on percentage reductions from current
operating budgets, less significant one-time
costs.
„ The same for all departments.

Targets are likely to exceed the “gap” identified in
forecast in order to surface an array of reasonable
policy choices based on priority considerations, and
not driven by arbitrary across-the-board decreases.

Stated simply, like making choices at a restaurant,
making priority-based decisions depends on having
more options on the menu than we plan on ordering.

Operating expenditure reductions are not likely to be
sole “budget-balancers,” but identifying their service
impact is critical to attracting support for new
revenues and other mitigation strategies.

Key Principles in Preparing Operating Expenditure
Reduction Options

„ Any service reductions will be balanced, and
ensure that highest priority services are retained.
„ Reductions will be based on service priorities,
not vacant positions: attrition is a helpful tactic,
but will not be the driving strategy in reducing
costs. On the other hand, one of the key
purposes of the “hiring chill” is to create
flexibility in making reductions based on
priorities while mitigating the need for lay-offs.
„ Our focus will be on retaining “front-line” core
services, and reducing services with the least
impact on the community at-large.
„ On the other hand, we need to preserve
“organizational” infrastructure, and ensure that
appropriate and necessary internal review
functions remain.

CIP Projects
„ The CIP Review Committee will be responsible
for identifying ongoing reduction opportunities.
„ Projects intended to maintain existing
infrastructure and facilities will generally have
higher priority over “new” facilities. Likely
exceptions include:
z Direct adverse impacts to public health and
safety.
z Outstanding contractual commitments.
z Significant outside resources or related onetime revenues.

Revenues: Limited Options
The Budget Review Team, working with
representatives from the operating departments, will
have the lead responsibility for identifying revenue
options. However, it is likely that any new
significant revenues will require voter approval
under Proposition 218; and most likely, this election
cannot be held until the next regular municipal
election (November of even-numbered years).

There are two exceptions when revenue elections
can be held at any time:
„ Emergency declared by unanimous vote of the
Council.
„ Two-thirds voter approval for “earmarked”
revenues.

Nonetheless, there may be options for increased user
fees, fines or use of property. (On the other hand, if
these were easy to do, we would probably have
already done them!) Employees throughout the
organization will be encouraged to surface revenueraising options, with the recognition that expenditure reductions are likely to play the play the leading role in balancing the budget.

Significant New Revenues: Voter Support Required
„ Voter approval will require time for effective
preparation before a measure is placed on the
ballot.

Fiscal Health Contingency Plan Page 5
„ Critical Success Factor: An effective,
community-based group that will work hard to
pass measure.

Legislative Advocacy
Depending on the reason for the adverse
circumstances (and especially if they are driven by
state or federal budget actions), the City will work
closely with its elected representatives and others
(such as the League of California Cities) in
mitigating service (and related cost) reductions.

Unlikely Long-Term Budget Balancers
„ Fund balance below policy levels. Using fund
is balance is a one-time course of action; it
cannot fix a structural imbalance.
„ Significant reductions in training. With fewer
employees, it will be even more important to
ensure that we have a highly-skilled, welltrained work force.

Involvement and Participation
The City will actively solicit and encourage
participation by key stakeholders in the budgetbalancing process including:
„ Organization as a whole.
„ Employee associations.
„ Community groups.

This will require effective and ongoing
communication with them.

The Budget-Balancing Paradox. Balancing the
budget and closing the “forecast gap” from a strictly
numbers perspective is easy. However, after cutting
CIP projects, reducing staff, and negotiating and
implementing employee concessions, emerging from
the process with a vibrant, high-morale, highproductivity organization is hard. Which leads to the budget-balancing paradox: at a time when the
organization is at its nadir with downsizing, the
resulting smaller organization needs its employees to
be even more energized, fired-up and motivated to
perform.

In our experience, there is only one way to beat this
paradox: believing that the process used in
communicating with employees and meaningfully
engaging them in finding solutions matters. To use
Steven Coven’s metaphor, how we go about this
process is an opportunity to make deposits in our
credibility bank, not just withdrawals. It’s an
opportunity to both show our organizational
character and values, and to build them.

Employee Involvement
„ Department heads will encourage employee
participation and involvement in preparing
expenditure reduction options.
„ The City will strive to identify likely position
reductions resulting from this plan six months
before implementation in order to:
z Be straight forward with affected employees
about their employment outlook.
z Provide transfer opportunities.
z Allow affected employees a reasonable
amount of time to make other plans.

Key Value: Respect. There are downsides to this
approach, and many organizations consciously keep
force-reduction actions under wraps as long as
possible because of them. However, treating
employees with respect means informing them about
City plans that affect them as soon as possible.

It also means sharing the hard facts (and
consequences) in a straightforward and timely way,
even if this is painful at times for the organization.

Because ultimately, respect means believing
(contrary to Jack Nicholson's Marine Colonel Jessup
in A Few Good Men) that employees can handle the
truth.

Communication Strategies
The following identifies possible communication
strategies with employees and the community.

Employees
„ Ongoing employee briefings with City Manager,
Finance & IT Director and Department Heads.

Fiscal Health Contingency Plan Page 6
„ Ongoing updates via voice mail or email.
„ Periodic “newsletters” and “rumor control
corner” on the Intranet
„ Ongoing briefings with employee association
representatives.
„ Special organization-wide briefings as
appropriate.

Community
„ Viewpoint articles in The Tribune and editorial
board briefings.
„ New releases.
„ Presentations to interested community groups.
„ Periodic “newsletters” via direct mail or utility
billing inserts.
„ Web site updates.
„ Community forums and workshops.

Possible Formation of Community Advisory Group
We may form an “ad hoc” advisory group depending
on the circumstances, with careful consideration of:
„ When should they become involved in the
process?
„ Who should be on it?
„ What’s their role?
s Finalize and Implement Action Plan

„ With advice from Department Heads and the
Budget Review Team, the City Manager is
responsible for preparing the recommended
action plan.
„ Council approval is required for implementation.
„ Finance will closely monitor results of the action
plan in achieving its goal, and will quickly
report any significant deviations to the City
Manager and Council.

SUMMARY
While the specifics of both the process will change
based on the circumstances, having a clear strategy
in place as the foundation for decision-making in
tough fiscal times that reflects our organizational
values has been a key factor in the City’s success in
preserving our long-term fiscal and our
organizational vitality.

Item 8a
Department: Community Development
Cost Center: 4006
For Agenda of: 2/7/2023
Placement: Study Session
Estimated Time: 90 minutes
FROM: Michael Codron, Community Development Director
Prepared By: Daisy Wiberg, Acting Homelessness Response Manager and Teresa McClish, Housing Policy and Programs Manager
SUBJECT: STUDY SESSION: HOMELESSNESS RESPONSE STRATEGIC PLAN

RECOMMENDATION
Hold a Study Session to provide direction on the City’s Draft Strategic Plan Framework for the City’s first Homelessness Response Strategic Plan.

REPORT-IN-BRIEF
The purpose of the draft Homelessness Response Strategic Plan (Attachment A) is to align City policies with the adopted Countywide Plan1to Address Homelessness (“County Plan”) while considering the availability of State and Federal funding.

The Draft Strategic Plan Framework includes the previously identified five component areas that have been refined based on additional collaboration with County staff, lessons learned through implementation, and strategic feedback from residents, stakeholders and the houseless community. City Staff will incorporate Council’s comments and directions on the Draft Strategic Plan Framework into the final Homelessness Response Strategic Plan currently scheduled for consideration by Council on March 21, 2023.

POLICY CONTEXT
In December 2020, in the midst of the pandemic with a growing concern about homelessness in the community, the City allocated funding for the City’s first Homelessness Response Manager who started work for the City in April 2021. Following the creation of the new position, the City Council adopted the 2021-2023 Major City Goal for Housing and Homelessness. Central to the work program is the creation of the City’s first Strategic Plan for Homelessness Response.

The work associated with the Major City Goal is organized and coordinated under the broad goal statement to collaborate with local non-profit partners and the county, the state, and federal government to discover and implement comprehensive and effective strategies to reduce chronic homelessness.

1 The San Luis Obispo Countywide Plan to Address Homelessness

Item 8a
The following are the six supporting strategies for the Major City Goal approved by Council in the fiscal year 2021-23 financial plan:

1. City Homelessness Team Coordination

2. Environmental Protection and Water Quality

3. Regional Engagement and Grant Management

4. Community Action Team (CAT) Resources and Downtown Bike Team Resources

5. Mobile Crisis Unit Pilot Program Implementation

6. Nonprofit Partner Funding Support
Additionally, the sixth (6
th) Cycle General Plan Housing Element includes many policies and programs that relate to the reduction of homelessness; specific goals and policies are listed below:

Goal 1: Safety – Provide safe, decent shelter for all residents.

Policy 1.1: Assist those citizens unable to obtain safe shelter on their own.

Policy 1.2: Support and inform the public about fair housing laws and programs that allow equal housing access for all City residents.

Program 1.7: Continue to support local and regional solutions to homelessness by funding supportive programs, services, and housing solutions.

Goal 8: Special Housing Needs – Encourage the creation and maintenance of housing for those with special housing needs.

Policy 8.1: Encourage housing development that meets a variety of special needs, including large families, single parents, disabled persons, the elderly, students, veterans, farmworkers, the homeless, or those seeking congregate care, group housing, singleroom occupancy, or cohousing accommodations, utilizing universal design.

Policy 8.8: Continue to support regional efforts to address homelessness.

Policy 8.10: Assist the homeless and those at risk of becoming homeless by supporting shelters, temporary housing, and transitional housing.

Program 8.11: Continue to provide resources that support local and regional solutions to meet the needs of the homeless and continue to support, jointly with other agencies, shelters and programs, such as Housing First and Rapid Rehousing, for the homeless and for displaced individuals and families.

Program 8.19: Continue to look for partnership opportunities with non-profit housing developers and service providers to acquire four vacant, blighted, or underutilized properties (land, retail or commercial space, motels, apartments, housing units, mobile home parks) during the planning period for conversion into affordable permanent and supportive housing for homeless persons and families.

Item 8a
Program 8.21: Continue to coordinate monthly with the County Department of Social Services, Homeless Services Oversight Council (HSOC), social service providers, and non-profit organizations to identify, evaluate, and implement strategies to reduce the impacts of homelessness on the city.

DISCUSSION
Background
On November 16, 2021, Council received a presentation from the Homelessness Response Manager on activities to date and provided direction on developing a strategic plan. Considering the urgent need to address homelessness in the City, Council approved a continuous implementation methodology, that would allow staff to implement elements of the plan as it was being written. Additionally, Council provided direction to focus the Homelessness Response Strategic Plan on five key components: 1) Communications, 2) Data, 3) Pilot Programs, 4) Funding Opportunities, and 5) Regional Collaboration & Engagement.

On June 21, 2022, staff from the County presented The San Luis Obispo Countywide Plan to Address Homelessness, 2022-2027 (Countywide Plan). The County outlined six key lines of effort:

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

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.

3. Improve and expand data management efforts through HMIS and coordinated entry system to strengthen data-driven operational guidance and strategic oversight.

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

5. Strengthen regional collaboration.

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

On August 9, 2022, the SLO County Board of Supervisors approved the Countywide Strategic Plan to Address Homelessness2.

On September 20, 2022, Council held a study session to review the regional strategic vision, proposed outcomes, and outreach plan for developing the City’s Homelessness Response Strategic Plan3. Council feedback from that study session informed the implementation of key stakeholder feedback sessions and the creation of the proposed strategic plan framework, in alignment with the Countywide Plan.

2 County Board of Supervisor's Agenda Item Details, August 9, 2022 3 City Council Agenda Packet Item for September 20, 2022

Item 8a
Staff has continued to implement strategies to address the Major City Goal and incorporate and align strategies identified in the Countywide Plan while crafting the strategic plan.

Draft Strategic Plan Framework
Four key factors influence the City’s Draft Strategic Plan Framework: 1) Major City Goals and previous Council direction, 2) alignment with the Countywide Plan, 3) lessons learned from implementing strategies, and 4) feedback gained so far through public engagement.

The Draft Strategic Plan Framework is included in Attachment A and will be expanded upon and inserted into the final Homelessness Response Strategic Plan scheduled for City Council consideration on March 21, 2023.

Alignment with the Countywide Plan
The County is responsible for implementing programs set forth and funded by the State including Social Services, Behavioral Health, Drug & Alcohol Services, and Public Health among other supportive services that can benefit the unhoused community and those most at risk of homelessness. The primary reason that Counties rather than Cities provide these services is that they require significant expertise, dedicated funding, and the policy and service issues addressed are largely regional in nature.

In its role as the regional social services provider, the County is integral, and should be asked to lead, set the overall tone and strategic direction, and address key issues that affect homelessness in the region. Upon adoption of the Countywide Plan, the County acknowledged itself as the leader of countywide homelessness response. As such, it is important for the City’s strategic plan to align with and promote County initiatives.

The City’s two-year strategic planning effort is intended to align with the Countywide Plan as much as possible, given differences in jurisdictional purview. While the Countywide Plan spans five years, the two-year timeframe for the City plan is proposed to allow for frequent evaluation and adaptability, alignment with the City’s financial plan, and the opportunity to inform the Countywide Plan cycle. The table below was presented in September and describes where the City's Strategic Plan key components, as currently modified, align with the lines of effort outlined in the Countywide Plan.

City-Level Key Components Countywide Lines of Effort
1 Communications
Enable equitable access to resources and
increase transparency so that all
community members are aware of efforts
to address gaps in service and know
where/how/when to reach out for
assistance to address concerns related to
homelessness.

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

Table 1: Alignment of Strategic Plan Goals

Item 8a
City-Level Key Components Countywide Lines of Effort
2 Data
Streamline internal and external data
collection processes to enable timely and
effective coordination of homelessness
response efforts and provide analysis to
inform best practices.

Line of Effort 3
Improve and expand data management efforts
through [countywide] HMIS and coordinated entry
system to strengthen data-driven operational
guidance and strategic oversight.
3 Pilot Programs
Collaborate with the County to develop
scalable and replicable programs to
connect those experiencing homelessness
to a variety of shelter and housing options
through timely outreach, and advocate for
County implementation of successful
programs.

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

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.
4 Funding Opportunities
Proactively seek funding opportunities to
meet localized needs as aligned with
regional goals to prevent and address
homelessness.

Line of Effort 4
Create, identify, and streamline funding and
resources.
5 Regional Collaboration & Engagement
Collaborate with the County to engage
regional partners in collaborative efforts to
improve the effective use of resources
and promote proven best practices.

Line of Effort 5
Strengthen regional collaboration.

County Homeless Services staff have recently completed a reorganization in accordance with the Countywide Plan and City staff have developed regular meetings with their core team, which has proven to be very effective to date. The City’s Draft strategic plan framework heavily emphasizes County leadership and collaboration to identify and remove barriers, promote effective practices, and leverage resources to connect unhoused individuals to services and shelter and housing options.

The goals listed in Table 1 under each of the City-level key components outline desired impacts. While measurable outcomes are necessary to ensure that the City is accountable to achieving the outlined goals, the table below identifies benchmarks for how the City will measure success for each key component. Rather than creating quantifiable metrics to drive the City’s homelessness response efforts, Table 2 outlines an example of the qualitative measures that will be used to guide and measure success.

This approach creates space for the nuances and complexities involved with preventing and addressing homelessness.

Lessons Learned from Implementing Strategies to Date
Implementation of strategies to date have revealed some opportunities to make course

Item 8a
corrections to increase effectiveness as described below.

1. Contending with numerous and simultaneous encampments requires improved tracking and communications. The City’s internal protocols for addressing homeless encampments have been updated in the Compassionate Assistance, Mitigation, and Prevention (CAMP) Standards and operationalized through an application called Survey 123 developed by the City’s GIS team. Staff will continue to monitor improvements as use of the App is standardized over time. Additionally, sharing the potential and limitations of the App with County staff may assist to bridge gaps as the County develops a more robust and regional data application, consistent with the Countywide Plan. Congregate and individual housing/shelter availability needs to be coordinated regionally. The lack of regional coordination creates unnecessary challenges and underutilized regional shelter/housing capacity The City’s Draft Strategic Plan Framework includes directions for this effort in Data Objective 1, Task 1 and Objective 2, Task 1.

2. The CAT and MCU teams continue to increase referrals for unhoused individuals to services and shelter options, but resourcing outreach staff for these units remains a challenge. The City’s Draft Strategic Framework includes advocating to the county for additional outreach resources in Pilot Programs Objective 2, Task 3.

Table 2: SLO City Strategic Plan Example Qualitative Metric Key
Component Goal Objectives We will recognize success when… Communication
Enable equitable
access to
resources and
increase
transparency so
that all community
members are
aware of efforts to
address gaps in
service and know
where/how/when to
reach out for
assistance to
address concerns
related to
homelessness.
1) Increase
homelessness
response
communications
2) Communicate
consistent
homelessness
response messaging
across region
1) Our community
members know where
to go for information and
resources related to
homelessness.
2) The County is widely
recognized as the
leader in regional
homelessness response
efforts.
3) Effective talking points
are consistently shared
across our City and
Region.
4) Unhoused individuals
are clear about service
capacity and where to
obtain services.

Item 8a

3. Ensuring the provision of shelter options and beds is critical for the City’s ability to keep the unhoused population and the entire community safe and protect the environment by reducing the number of people living unhoused and, thus, the number of homelessness encampments. The resiliency of 40 Prado operations due to capacity constraints and Covid-19 outbreaks continues to be a barrier for City teams to conduct effective outreach and referrals surrounding encampment response and cleanouts. The City’s Draft Strategic Framework includes expanding a hotel program in collaboration with the County and service providers to ensure consistent shelter capacity as referenced in Pilot Programs Objective 1, Task 1.

4. Consistent stakeholder outreach is critical to the effectiveness of strategic plan initiatives. Stakeholder outreach to date is described further below, but resourcing and prioritizing outreach to each of the key stakeholder groups identified will allow a proactive approach to homelessness response. The City’s Draft Strategic Framework includes an annual community forum referenced in Communications Objective 1, Task 3; potential pilot program opportunities with the faith-based community referenced in Pilot Programs Objective 3, Task 3; and ongoing key stakeholder engagement activities referenced in Regional Collaboration, Objective 2, Tasks 1-3.

Public Engagement
As directed by Council at the September 20, 2022, City Council meeting, City staff facilitated strategic stakeholder engagement activities throughout the last quarter of 2022.

Staff from multiple City departments have been continuously engaged in outreach on concerns related to homelessness through regular site visits to encampments, services providers, local businesses, response to public inquiries, and participation in committees (Homeless Services Oversight Council) and other public forums (panel discussions and news interviews).

Homelessness is an issue that touches every part of the community from personal wellbeing to public safety and environmental impact. As such, community feedback has been a vital component in shaping the City’s Strategic Plan.

Community feedback was collected through an online survey that was posted on the City’s Homelessness Prevention and Assistance webpage and shared across City communication channels. The survey was available to all City of San Luis Obispo community members from October 18, 2022, through November 19, 2022, and a total of 592 responses were received.

The Homelessness Response Manager and Homelessness Response Coordinator also conducted individual surveys with unsheltered and unhoused individuals to incorporate their lived experience and valuable insight into the strategic plan. The individual surveys were administered on-site at Shower the People and BMW’s ‘Bless to Serve’ BBQ on November 10, 2022.

Item 8a
In addition to those survey platforms, City staff also engaged key stakeholders in a series of feedback sessions. To encourage productive and honest discussion in the feedback sessions, staff identified six distinct stakeholder groups. This intentional format encouraged individuals and organizations to provide necessary feedback regardless of their relationship with the City (e.g. grant recipients, permit applicants, etc.). The stakeholder groups that were convened in the Fall of 2022 included:

1. Homeless Services Providers

2. Housing Services Providers

3. Healthcare Providers

4. Grassroots/Activists Groups

5. Business Community

6. Faith-Based Groups
The feedback sessions were well attended, and considerable and candid feedback was provided by participants, which informed the creation of the Draft Strategic Plan Framework.

A summary of the feedback will be included in the final Homelessness Response Strategic Plan. However, some main themes that emerged and impacted the development of this Draft Strategic Plan Framework are identified below:

Homeless Services Providers:

Emphasized the critical need for regional collaboration in the areas of communication, data, and funding opportunities between North County, Central County, and South County to consistently provide timely services to the unhoused community.

Housing Services Providers:

Expressed the critical need to develop a consistent continuum of transitional housing opportunities to support individuals and families throughout the housing transition process.

Healthcare Providers:

Highlighted the critical need to address gaps in services for the medically vulnerable population within the chronically homeless community.

Grassroots/Activists Groups:

Advocated for compassionate treatment of unhoused individuals through equitable and consistent access and sustained services to ensure their wellbeing while unhoused and provide individualized opportunities to transition out of homelessness.

Business Community:

Expressed the critical need to support and equip the business community with improved resources, programs, and services to address homelessness impacts in Downtown SLO.

Item 8a
Faith-Based Groups
Advocated for expanded housing, shelter, and services for unhoused individuals and collaboration amongst faith-based groups and the City to collectively contribute to the prevention and reduction of homelessness.

Unhoused & Unsheltered
Unhoused and unsheltered individuals expressed their vulnerability and shared their own unique life experiences including extreme hardships, not feeling safe, and feeling overlooked. They also advocated for services including those that provide safety, stability, shelter, and sanitation.

Previous Council or Advisory Body Action
On November 16, 2021, Council received a presentation from the Homelessness Response Manager on their activities to date and provided direction on developing a strategic plan with a continuous implementation methodology and five key components (1. Data, 2. Communications, 3. Pilot Programs, 4. Regional Collaboration and Engagement and 5. Funding Opportunities).

On June 21, 2022, Council received a presentation from County staff on Homelessness Response Regional Collaboration and provided feedback on the draft Countywide Strategic Plan to Address Homelessness.

On September 20, 2022, Council held a study session and reviewed the strategic vision, proposed outcomes, and outreach and feedback plan for the City’s Homelessness Response Strategic Plan.

Focus Question Summary
Focus questions identified for consideration of the proposed strategic direction are summarized below:

1. Does Council concur with the proposed goals, objectives, and key tasks for each key component?

2. Does Council recommend any additions or alternatives to the proposed measurable outcomes?

3. Does Council concur with the qualitative format of the measurable outcomes?

CONCURRENCE
The City has established an internal communications structure that relies on three key groups: 1) Field Operations, 2) Technical Specialist Group, and Steering Committee to streamline communications and establish concurrence on City policy/procedure that directly impact those experiencing homelessness. All policies and procedures are vetted by the Steering Committee, which is comprised of leadership from City Administration, City Attorney’s Office, Community Development Department, Police Department, Fire Department, Public Works, and Parks and Recreation.

Item 8a

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended 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: Yes Budget Year: 2022-23
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $35,000 $ $26,400 $
State
Federal
Fees
Other:

Total $35,000 $ $26,400 $

Item 8a
Funds in the amount of $35,000 were allocated for stakeholder engagement and community outreach to cover design and development of materials such as the pocket guide, and to implement the communications plan as described above. To date, $26,400 remain as available for contract assistance with Strategic Plan final production and any remaining funds can be repurposed for implementation.

ALTERNATIVES
Continue consideration for the item to a future meeting. If the City Council does not have sufficient information to provide direction to staff, or if additional time is needed for discussion, the Council can continue consideration of the item to a future meeting. If the City Council decides to continue the meeting, direction should be provided to staff on any additional information needed to complete the discussion. There are many different approaches to strategic planning for homelessness response and some examples emerging of city-level plans for consideration.

ATTACHMENTS
A - Draft Homelessness Response Strategic Plan Framework

Attachment A: Strategic Plan Framework

Attachment A: Strategic Plan Framework

1. Communications Goal: Enable equitable access to resources and increase transparency so that all community members are aware of efforts to address gaps in service and know where/how/when to reach out for assistance to address concerns related to homelessness.

1.1. Supporting Objectives
Objective 1: Increase homelessness response communications.

Key Tasks
1) Maintain and update SLO City’s Homelessness Response website with relevant resources including information for At-Risk Community Members, Unhoused or Unsheltered Community Members, Property Owners, and Helpers.1
2) Increase awareness of Ask SLO platform and streamline responses across homelessness response team.
3) Collaborate with service providers, the County, and other regional partners to co-facilitate an annual community forum focused on homelessness and local response resources.
4) Conduct annual survey to measure awareness of existing homeless services.2
5) Ensure that property owners are informed of their rights and available resources and actions that can be taken to prevent and address issues related to homelessness.
6) Update City Homeless Resources Pocket Guide annually and distribute to key stakeholders including service providers, regional partners, outreach staff, and unhoused and unsheltered community members.
1 Homeless Response website has been updated with relevant resources and will be maintained and updated on an ongoing basis.
2 Initial community survey was conducted in the Fall of 2022, including individual surveys to unhoused and unsheltered individuals.

Attachment A: Strategic Plan Framework
Objective 2: Communicate consistent homelessness response messaging across region.

Key Tasks
1) Collaborate with regional partners to develop and implement a communications strategy to inform residents, property owners, and the business community about individual and joint efforts to address homelessness, as well as strategies and resources to address and reduce adverse impacts.
2) Establish consistent web, print, and field outreach resources across the region for people vulnerable to or currently experiencing homelessness that are easily accessible and provide clear information on accessing needed services.
3) Update the City’s external communication portals (e.g., website) to include regional homelessness resources.

1.2. Measurable Outcomes
We will recognize success when –
1) Our community members know where to go for information and resources related to homelessness.
2) The County is widely recognized as the leader in regional homelessness response efforts.
3) Effective talking points are consistently shared across our City and Region. 4) Unhoused individuals are clear about service capacity and where to obtain services.

Attachment A: Strategic Plan Framework

2. Data Goal: Streamline internal and external data collection processes to enable timely and effective coordination of homelessness response efforts and provide analysis to inform best practices.

2.1. Supporting Objectives
Objective 1: Utilize a shared data platform.

Key Tasks
1) Develop and pilot a digital homeless encampment management tool to streamline field staff outreach, referral, and response efforts to connect unhoused individuals with needed services.
3 2) Share data findings and best practices with the County and regional partners to support countywide systems including Coordinated Entry and HMIS.

Objective 2: Increase data sharing between agencies.

Key Tasks
1) Establish referral system for City staff to make referrals to service providers through the homeless encampment management tool to track outcomes and increase referrals for unhoused individuals.
4 2) Coordinate with County to conduct on-site encampment visits and assess data needs and barriers to accessing services.

Objective 3: Increase transparency of affordable housing inventory and make data more accessible to service providers and regional partners.

Key Tasks
1) Utilize the City’s below-market rate affordable housing administrator data to connect individuals at risk of experiencing homelessness with housing opportunities.
2) Share information with the County and regional partners on upcoming affordable housing units.
3) Promote regional programs (e.g. Section 8 Voucher program) to property owners within the City.
3 The digital homeless encampment management tool (Survey123 GIS app) was launched in December 2022 and is being used by City field staff.
4 The digital homeless encampment management tool includes service provider referral capabilities.

Attachment A: Strategic Plan Framework

2.2. Measurable Outcomes
We will recognize success when –
1) Information is shared more efficiently increasing the placement of unhoused individuals into temporary or permanent housing. 2) Shared data resources make it easier for outreach professionals to routinely make successful referrals connecting unhoused individuals with services.
3) City staff and regional partners share a tool for data entry that ensures consistency and improves outcomes across the region.
4) Encampment cleanups and outreach efforts are coordinated regionally.

Attachment A: Strategic Plan Framework

3. Pilot Programs Goal: Collaborate with the County to develop scalable and replicable programs to connect those experiencing homelessness to a variety of shelter and housing options through timely outreach, and advocate for County implementation of successful programs.

3.1. Supporting Objectives
Objective 1: Expand hotel voucher program in collaboration with the County to ensure a bridge for temporary emergency shelter is in place as new transitional housing opportunities are developed.

Key Tasks
1) Collaborate with the County and homeless services providers to expand hotel voucher program in coordination and alignment with the 2023-25 Financial Plan to provide hotel vouchers, up to a specified amount of annual funding, for unhoused individuals who are unable to receive shelter due to homeless service providers being at capacity.

Objective 2: Coordinate with the County to develop and implement pilot programs for potential long-term implementation if proven effective.

Key Tasks
1) Continue development and operation of Community Action Team (CAT) and Mobile Crisis Unit (MCU) pilot programs. Support CAT and MCU encampment outreach efforts to connect unhoused individuals with needed services by developing clear and effective policies and procedures.
2) Document successful outcomes for CAT and MCU deployment and share outcomes and best practices with the County.
3) Meet regularly with the County’s Homeless Services Department to evaluate the effectiveness of City-operated pilot programs and discuss long-term sustainability and implementation at the County level.5 4) Provide quantitative and qualitative data to County showing the impact of pilot programs.
5 Bi-weekly meeting schedule implemented between City’s Homelessness Response staff and the County’s Homeless Services staff.

Attachment A: Strategic Plan Framework
Objective 3: Identify and support new pilot program opportunities to develop shelter and housing specifically for chronically homeless individuals, medically vulnerable individuals, and families.

Key Tasks
1) Establish partnerships with key stakeholder groups including housing providers, homeless services providers, and faith-based community organizations to provide new transitional housing resources for individuals and families.
2) Research emergency shelter and transitional shelter programs that address target beneficiary populations and advocate for further development of small-scale pilot programs.
3) Pursue opportunities with the faith-based community to develop safe parking or tiny home placement initiatives.6
4) Proactively coordinate with the County to assess new pilot program models and determine feasibility.

3.2. Measurable Outcomes
We will recognize success when –
1) Pilot programs are developed and implemented in collaboration with the County and achieve long-term sustainability.
6 Follow up stakeholder meeting scheduled with faith-based community to discuss partnership and collaboration opportunities.

Attachment A: Strategic Plan Framework

4. Funding Opportunities Goal: Proactively seek funding opportunities to meet localized needs as aligned with regional goals to prevent and address homelessness.

4.1. Supporting Actions
Objective 1: Strategically apply for funding opportunities for homelessness response in coordination with the County and non-profit partners to secure funding that may become available through Federal and State, and other sources.

Key Tasks
1) Collaborate with County and regional partners to strategically apply for ongoing and one-time homelessness response funding opportunities. 2) Track homelessness response grant opportunities as appropriate to meet City goals and objectives outlined in this strategic plan. 3) Establish partnerships with donor organizations with an interest in addressing homelessness through municipal government.
4) Identify and apply for funding opportunities in collaboration with the County that will increase outreach and case management services to provide unhoused individuals with needed resources and opportunities to engage in services.

Objective 2: Support efforts to establish emergency/transitional housing for key beneficiary groups including chronically homeless individuals, medically vulnerable individuals, and families.

Key Tasks
1) Establish partnerships with housing developers and homeless services providers to submit funding applications in coordination with the County (e.g., HomeKey Grant Funding) that will provide new transitional housing resources for families.
2) Collaborate with housing developers and homeless services providers to expand affordable housing options and coordinate with the County to ensure inclusion of wrap around and support services. 3) Advocate for development of skilled nursing facilities in San Luis Obispo County that can serve extremely low-income individuals.

Attachment A: Strategic Plan Framework
Objective 3: Engage in efforts to leverage resources to develop a more robust regional service delivery system.

Key Tasks
1) Participate on the Steering Committee for the Countywide Strategic Plan to Address Homelessness.7
2) Regularly participate in activities convened by the Homeless Services Oversight Council, Coordinated Entry System Lead Agencies, homelessness response provider agencies, and neighboring jurisdictions to identify opportunities to leverage funding resources. 3) Provide recommendations to the County of SLO Homelessness Accountability Commission and advocate for the formation of key metrics to monitor and improve resource allocation to effectively decrease homelessness.

4.2. Measurable Outcomes
We will recognize success when –
1) The County uses it’s established metrics to guide actions and confirm the positive impact of regional efforts to reduce homelessness. 2) The City reaches KPI targets for affordable housing production and implements successful transitional housing projects to help bridge the gap between temporary and permanent housing solutions.
3) The City collaborates with County and regional partners on funding opportunities and receives funding for regional efforts. 7 Homelessness Response Manager participated in the Steering Committee for the Countywide Strategic Plan development process in 2022.

Attachment A: Strategic Plan Framework

5. Regional Collaboration & Engagement Goal: Collaborate with the County to engage regional partners in collaborative efforts to improve the effective use of resources and promote proven best practices.

5.1. Supporting Actions
Objective 1: Work collaboratively with the County’s Homeless Services team to establish and support regional priorities and implement strategies in alignment with shared regional goals (e.g. housing, infrastructure, homelessness).

Key Tasks
1) Advocate for policies and implement programs that are in alignment with the City and Countywide strategic plans, and regularly share progress with City Council and community members.
2) Promote best practices and advocate for consistent KPIs to measure progress on connecting unhoused individuals with services and housing opportunities.

Objective 2: Strengthen relationships with key stakeholders to create alignment, accountability, and opportunities for resource sharing and collaboration.

Key Tasks
1) Commit to regular community engagement with key stakeholder groups including homeless services providers, housing services providers, faithbased groups, health care providers, downtown business community, activists, and higher education institutions.
2) Identify and develop strategies to alleviate the priority concerns of key stakeholders within the framework of the City’s strategic plan. 3) Collaborate with Downtown SLO, SLOPD, SLOFD, and City outreach teams to enhance programs and services for downtown business community (e.g.

Police bike officers, Police Community Service Officers, Fire Mobile Crisis Unit, Police Crime Prevention Through Environmental Design program, Downtown SLO Ambassadors).

Attachment A: Strategic Plan Framework
Objective 3: Coordinate regional encampment outreach and cleanup efforts with the County, service providers, and regional partners.

Key Tasks
1) Work with the County to support shelter and housing options to reduce the number, size, and location of encampments.
2) Examine current challenges with City’s encampment outreach and cleanup efforts and develop consistent strategies and processes, in alignment with the City’s Compassionate Assistance, Mitigation and Prevention (CAMP) Standards.
3) Coordinate with County on encampment outreach to capitalize on windows of opportunity to connect unhoused individuals to services and shelter and avoid shuffling individuals between encampment locations and jurisdictions.

5.2. Measurable Outcomes
We will recognize success when –
1) Regional priorities, strategies, and resources are established by the County and consistently communicated to regional agencies and evaluated to ensure effective implementation
2) Identified key stakeholder groups are consistently and intentionally engaged. 3) The number of people inhabiting encampments is reduced. 4) Encampment outreach, referral, and cleanup efforts are coordinated regionally.